Has anyone led or contributed to harmonizing pricing across a large SaaS portfolio ? PE-backed group with 50+ SaaS acquisitions in 8 verticals and tight integration targets.
Looking for real-world lessons or thoughts on four points:
- Common backbone – Which pricing objects had to be identical for Finance & reporting (metric taxonomy, discount types, ARR definition)?
- Vertical freedom – Where did you deliberately keep divergence without breaking consolidation?
- Sequencing – What order of workstreams avoided gridlock (catalog audit, value segmentation, billing/CPQ re-config, customer comms)?
- Battle scars – One pitfall you’d warn against and one quick win that made the program stick.
Any hard numbers, timelines, or tooling tips welcome. Thanks in advance!