Pricing Model Revamp and Rollout
A regional industrial printing and signage company in the Pacific Northwest struggled with inconsistent pricing across its products, services, and customer channels. The root of the issue traced back to an outdated overhead allocation model, inherited from a former CFO, that batch-assigned costs without accurately reflecting production realities—leaving leadership without a clear view of true project profitability.
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As the principal consultant, [Chuck] led a full analysis and redesign of the company’s pricing system. He began by mapping out the company’s manufacturing workflows, understanding the conversion inputs, process steps, and where overhead was actually consumed. The current estimating process was deconstructed end-to-end, uncovering critical disconnects between cost visibility and frontline pricing decisions.
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Using activity-based costing (ABC), [Chuck] developed a modern pricing model tailored to the company’s production footprint and cost structure. He worked closely with leadership and operations to build buy-in, refine assumptions, and ensure the model reflected real-world conditions. A training session followed to onboard new management and embed the model into daily quoting and planning practices.
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Within weeks, the company had a sharper lens into true product and customer profitability. Leadership gained a clear six-month roadmap—identifying ideal accounts for growth and those to exit. The pricing model didn’t just optimize margins; it became a strategic compass that shaped the firm’s broader commercial strategy.
