Commercial & Pricing

A good deal startsinside the model.

Make the economics visible before making the commitment. Pricing instruments, commercial platforms and supplier negotiations turn complex assumptions into decisions people can work with.

5 stories · Business context first · Engineering one layer deeper

A simplified pricing explainer inspired by the work

Synthetic example · pricing economics

Try the trade-off. A discount changes more than the price.

Quoted price index126.7
Resulting margin21.1%

■ Cost■ Margin

How this example works

Price = cost ÷ (1 − target margin) × (1 − discount). Resulting margin = (price − cost) ÷ price. The sliders use invented, unitless values to explain the relationship. This is not a production pricing system, a client rate card or a reconstruction of a historical formula.

A REPEATING PATTERN

Complex informationA usable systemA clearer decision

Costs and assumptions become models people can challenge, compare and use.

FOLLOW YOUR CURIOSITY

Find your thread.

Browse this collection or connect the dots across all three.

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5 stories

CapgeminiAround 2006

From ad hoc pricing to automated global rate cards

An automated global BPO rate-card tool replaced manual, judgment-led pricing with a consistent model that could be tailored deal by deal.

PricingScenario modeling
Capgemini2006–2011

Shaping North American commercial pursuits

Commercial role context: partnering on pricing, RFPs and contract structures across the United States, Canada and Mexico.

Commercial leadershipContracting
Capgemini2011–2013

Building commercial capability across regions

A move to Bangalore broadened the commercial remit and created an opportunity to develop a pricing team.

Commercial leadershipTeam development
Mphasis2014–2018

A spreadsheet becomes a deal platform

I conceived and named the Smart Deal Pricing Tool, then worked with Engineering to evolve it from Version 0 through Version 6.

PricingPlatform designScenario modeling
Mphasis2019–2020

Tail Spend Consolidation

A global procurement engagement across 26 countries, focused on consolidating tail spend, negotiating with suppliers and moving the engagement toward break-even.

ProcurementNegotiation

LET’S CONNECT THE DOTS

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These are personal accounts of professional work. Company and client names identify context and do not imply endorsement. Conceptual diagrams explain relationships; they are not production screenshots.