Summary
Revenue Management Labs expands its dedicated PE practice, bringing integrated pricing strategy, commercial analytics, and AI-powered execution to mid-market and large-cap investors.
Revenue Management Labs has opened a new New York office to anchor its expanding private equity practice. The firm works across mid-market PE, large-cap PE, and growth equity, as well as directly with portfolio companies in industrials, services, and technology sectors.
The move reflects growing demand from private equity clients who need more than point-in-time pricing advice. With AI built directly into every engagement, RML offers an integrated model that spans opportunity identification, strategy design, and technology execution.
Pricing as a primary lever for value creation
Private equity has increasingly identified pricing as one of the clearest levers for value creation. Yet across portfolios, pricing remains one of the most consistently underdeveloped capabilities. It is underutilized during diligence, inconsistently executed after close, and rarely scaled across multiple portfolio companies in a coherent way.
The result is that material EBITDA opportunities are left on the table at every stage of the investment lifecycle. Firms that treat pricing as a later-stage initiative rather than embedding it from the outset systematically underperform those that do not.
Four recurring challenges across PE portfolios
RML’s PE work is structured around four problems that surface with remarkable consistency across deal types and sectors:
- Limited pricing focus during due diligence
Pricing opportunities are rarely identified and quantified before close, which means they are seldom built into the investment thesis from day one. This delays value realization and creates avoidable surprises post-acquisition. - Weak pricing execution post-acquisition
Without structured pricing strategies and governance embedded early, portfolio companies default to inherited pricing behaviors. The window to set a new direction is short and, once missed, difficult to reopen. - Inconsistent approaches across the portfolio
Most PE firms operate each portfolio company in isolation when it comes to pricing. This forfeits the scale advantages that common frameworks and shared capabilities can deliver across a group of businesses. - Short timelines to impact
PE investment cycles demand meaningful revenue and margin improvement within compressed windows. Pricing work that cannot demonstrate results quickly does not fit the model.
An integrated offering from New York
The New York office brings together pricing strategy, commercial analytics, and AI build capability under one roof. For PE clients, this means a single partner that can move from diligence-phase opportunity identification through to post-acquisition strategy design and technology execution without handoffs or gaps.
The geographic expansion also deepens RML’s presence in the heart of the US private equity market, adding to existing offices in London and Toronto. The practice works with PE clients at every stage: identifying pricing upside during commercial due diligence, building pricing strategy and governance in the first hundred days post-close, and establishing portfolio-wide frameworks that create durable commercial infrastructure across a firm’s holdings.
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