Map the unit economics
Connected service pricing and delivery costs so the model showed contribution, not just revenue growth.
The approach
Make the commercial trade-offs visible.
I built the analysis around decision variables management could actually change—price, discount level, expected volume and the cost base—then designed outputs that could be discussed without navigating the full model.
Build a dynamic discount model
Allowed pricing and volume assumptions to change together, making it possible to compare growth scenarios consistently.
Find break-even thresholds
Calculated the additional work required for a discount to recover its margin impact and highlighted where the commercial case became fragile.
Present the decision logic
Translated the model into practical recommendations and explained the assumptions, trade-offs and risks to senior stakeholders.
Business value
A reusable pricing conversation, not a one-off answer.
- Linked growth ambitions to the margin needed to make them worthwhile.
- Made the volume required at each discount level explicit.
- Created a model that could be updated when assumptions changed.
- Turned technical outputs into a discussion senior stakeholders could use.