Private equity
Turn pricing performance into a repeatable portfolio capability.
Revomo helps private equity operating teams establish pricing foundations, deploy proven commercial plays across portfolio companies, and measure performance without forcing every business into the same system or process.
- Price-to-pocket
- Leakage waterfall
- Price realization
- Profitability
- Annual increase
- Cost pass-through
- Quote guidance
- Contract renewals
Proven at one company. Reused at the next.
- Company AIn portfolio since 2023
Stage 1 · price management first
- BU · Distribution
- BU · Aftermarket
- Company BIn portfolio since 2021
Stage 3 · adds quote guidance
- BU · Industrial
- Acquired 2026
- Company CAcquired Q3 2026
Stage 2 · cost pass-through play
- BU · Core
- Next BU
Eight of the 52 templates in the Revomo Marketplace. The companies and their units are illustrative.
The value-creation problem
Every company has pricing opportunity. Every company starts differently.
Operating teams have finite bandwidth and finite time to convert that opportunity into realized value. One company prices from a workbook, another from ERP extracts, a third from a consultant’s deck, and nothing that works at one carries to the next, so each hold starts pricing over.
Standardize the method without standardizing the company.
Each portfolio company keeps
- Its own commercial data
- Its own pricing structures
- Its own operating workflows
- Its own approval authority
- Its own local context
The sponsor reuses
- Maturity models
- Pricing frameworks and metrics
- Templates and analytical methods
- Workflow patterns
- Operating standards
Across the investment lifecycle
Where Revomo fits, from diligence to exit.
Pricing is a lever at every stage of ownership, not a project in the middle of it. The same diagnostic, capability and record serve the deal team, the operating partner, the portfolio CEO and, at exit, the next owner.
- 01
DiligencePre- or post-close
A pricing and revenue diagnostic on the target’s own transaction, customer, product, price and cost data: realization, discounting, customer and product economics, and where the opportunity sits. It supports diligence or the first value-creation plan; it is not full commercial due diligence.
- 02
First 100 daysQuantify, then land
The assessment returns the company’s own price waterfall in about a week. The highest-priority capability lands without replacing the existing stack: first module live in 5 to 10 days for a standard deployment, full go-live in 6 to 10 weeks.
- 03
Hold periodMeasure and reuse
A baseline is captured before go-live and a week-twelve review compares what each price action realized on the invoice with what was modeled. Plays that worked become the starting point at the next company.
- 04
ExitSustainable and traceable
Show the next owner that the improvement is sustainable: realized performance history, governed pricing processes, consistent KPIs, evidence of adoption on the record, and the opportunity still remaining.
Start by quantifying the opportunity
Start with the company’s own numbers, in about a week.
Send transaction, customer, product, price, cost and agreement extracts. The assessment returns the company’s own price waterfall, list to pocket, and the highest-priority plays with the value at stake in each. It is the same diagnostic whether it runs on a target before close or on a portfolio company after.
Pricing is unusually sensitive economically. McKinsey has estimated that a 1% price improvement can translate into an 8.7% operating-profit improvement for an average company, assuming no loss of volume. The opportunity at any one company is company-specific, which is what the assessment quantifies.
From opportunity to realized performance
Opportunity, decision, execution, realized performance, repeatability.
EBITDA is the consequence. The mechanism is a chain a portfolio can repeat: understand where price and margin are unrealized, decide the intervention, execute it on the price list, the quote or the agreement, measure what reached revenue and margin, and reuse the method where it worked.
Profitable growth, not margin alone
Decisions are made against revenue, margin, volume, win probability, retention and customer behavior where the modeling capability exists, so the objective is profitable revenue growth rather than margin taken independently of demand.
Measured on the invoice
The Activation & Success Plan captures a baseline before go-live and reviews at week twelve what each price action realized on the invoice against what was modeled.
Reuse what works
Turn operating experience into reusable pricing capability.
A pricing play proven at one company is a working configuration: the metrics, the data model, the analyses, the rules and the workflow that made it work. The next company starts from that, not from a blank page.
Reuse the logic, not the assumptions.
What can travel
- Measurement frameworks and metric definitions
- Analytical patterns
- Pricing methods
- Workflow patterns
- Maturity frameworks
- Revomo Marketplace templates
What does not travel automatically
- Customer economics
- SKU structures
- Local thresholds and corridors
- Approval authority
- Contract terms
- Local market assumptions
The value is not cloning one company’s configuration. It is starting the next company from proven logic instead of a blank page.
Meet each company where it is
Every portfolio company starts where it is.
A four-stage model to place each company and decide where Revomo should land first. It diagnoses; it does not grade.
- 1
Establish the foundation
Consistent data, pricing structures, clear ownership
Typical starting pointCommercial Context and Price Management
- 2
See price performance
Realization, the waterfall, profitability and leakage made visible
Typical starting pointRevenue & Margin Analytics
- 3
Govern commercial decisions
Guidance, rules, corridors, approvals and exceptions
Typical starting pointPrice Optimization & Guidance with governed execution
- 4
Optimize and scale
Scenarios, predictive models, coordinated commercial programs
Typical starting pointPlanning, modeling and the pricing applications
Revomo does not require every portfolio company to adopt the same modules, the same maturity level or the same operating process.
Portfolio operating model
Deploy without forcing standardization.
Each company keeps its own boundary, its own systems and its own authority. The method is shared; the company is not.
A platform structure that mirrors how the portfolio actually operates.
Three tiers, each with its own boundary. The structure follows the fund rather than asking the fund to follow the software.
- Portfolio
- Where authorized, a sponsor-side user can access more than one organization. Access is granted, not assumed.
- Organization
- One operating company. It holds its own commercial data as its own tenant of record, and nothing in it reaches another organization by default.
- Workspace
- A business unit, a region or an acquired unit inside the organization. Roles are granted per resource inside it, so governance stays local.
Portfolio-level access spans the organizations a user is authorized to see. It does not make one company’s data visible inside another, and it does not centralize approval authority.
Start where the company needs help. Keep what already works.
Revomo is a modular layer that fits around the systems a company already runs. It is added where the company has a gap, not installed over what works.
- One company begins with price management, because prices live in a workbook and nowhere else.
- Another begins with price realization analytics, because prices are managed but nobody can see what reaches the invoice.
- A third already has analytics and needs optimization, approval workflows and governed execution.
Portfolio visibility & governance
Portfolio visibility without centralizing operating control.
The same maturity model, the same plays and the same metric definitions at every company give the sponsor a common way to understand pricing maturity, active initiatives and performance across the portfolio, company by company, while every company retains its own data, rules and authority.
- Access to an organization is granted to a user; it is not inherited from a portfolio position
- Inside a company, roles are granted per resource, so a sponsor-side user sees what that role sees and no more
- Approvals, thresholds and effective dates are set and held inside the company
- Row-level history and the dependency graph stay with the company’s own records
Conceptual. The figure shows the two levels of access, not a product screen. There is no cross-portfolio dashboard today; portfolio roll-ups are a conversation, and the shared method is what would make them possible.
Built for acquisition, add-ons and exit
Built for acquisition, add-ons and exit.
Portfolios acquire, add on and exit. The structure moves with them, and so does the value-creation record.
A new operating company is a new organization, with its own data and its own boundary from the first day, and activation is configuration-led and included at the first company and at the next
A new business unit or an acquired unit is configured as a workspace inside its company, and starts from the plays already proven there
Company-level boundaries remain distinct throughout, so one company’s work does not reach another’s
At exit a company leaves with its data and its record: realized performance history, governed pricing processes, consistent KPIs and the remaining opportunity, so the improvement is demonstrably sustainable to the next owner
Enterprise confidence
Built to survive portfolio-level scrutiny.
What your operating partners, the portfolio CFO and the security reviewer will each ask for, published rather than promised.
- OrgWorkspaceWorkspaceRole
Enterprise governance
Organization boundaries, per-resource access, approvals on the record and history you can walk back to the source row.
Commercial transparency
The subscription agreement, the SLA, the DPA and the capacity schedule are published in full before you buy.
- Act
AI architecture
AI works inside the same permissions and approval thresholds as everything else, with inference through Amazon Bedrock, a listed subprocessor.
- DatasetsImportedComputed
Scale
Transaction-level data is held as datasets the platform imports and computes over, with operating capacity published in the capacity schedule rather than negotiated later.
Visit Revomo Trust Center →Enterprise Governance & Security →
Commercial model
Predictable economics without enterprise-software services drag.
The subscription is modular and published, and it includes what an enterprise pricing suite usually sells separately. There is no mandatory implementation project, and capabilities are added as a company’s maturity moves.
Modular subscription
Every deployment starts with Commercial Data & Context; modules are chosen individually and added over time.
Unlimited users
No per-seat fees, so pricing, finance, sales and leadership all work in the same place.
Standard implementation included
Platform configuration, onboarding and standard deployment are part of the subscription.
Support and training included
Product support, customer success, administrator and end-user training are included.
No mandatory implementation project
Activation is configuration-led and agreed through the Activation & Success Plan, not a statement of work.
Portfolio arrangements structured separately
Multi-company or multi-unit scope is scoped as Enterprise, in conversation rather than from a price list.
Private equity questions
The questions operating teams ask first.
Does each portfolio company need its own Revomo deployment?
Each operating company runs as its own organization, with its own data and its own commercial terms. Published Growth pricing applies to a standard deployment; where scope covers multiple major business units or regions, Enterprise pricing is scoped separately, and a portfolio-wide arrangement is a conversation rather than a price list.
What can the sponsor team actually see?
The organizations and information a user is authorized to see. Access to an organization is granted to the user, and inside it a role is granted per resource. Nothing is visible across companies by default.
Does the sponsor take over pricing decisions at the portfolio company?
No. Rules, thresholds, approvals and effective dates are set and held inside the company. A sponsor-side user works within the same permissions and approval framework as anyone else in that organization.
Can what works at one company be reused at another?
Yes, as logic rather than as a copy. The Marketplace holds pricing plays as templates: the metrics, data model, analyses, rules and workflow of a working configuration. The next company starts from that and adapts thresholds, structures and authority to its own context.
Do all portfolio companies have to use the same modules?
No. Every deployment starts with Commercial Data & Context, and modules are chosen individually and added over time. One company may run price management only while another runs analytics, planning and quoting.
What if a company already has an FP&A or forecasting system?
It keeps it. Revomo is added where the company has a gap, typically the commercial data foundation, price performance and price management, and reads from the systems that already run the business rather than replacing them.
What happens when a company or a business unit is added?
A new operating company is a new organization; a new or acquired unit is a workspace inside its company. Activation is configuration-led and included with the subscription, agreed through the Activation & Success Plan rather than a separate implementation project.
What happens to a company’s data at exit?
The organization boundary is the data boundary throughout the hold. On expiry or termination of that company’s subscription, it may request a copy of its data for 30 days, after which the data is deleted from active systems in the ordinary course, subject to backup retention and any legal hold.
How is AI usage controlled and paid for?
AI runs inside the same permissions and approval thresholds as every other capability, with inference through Amazon Bedrock, a listed subprocessor. Growth subscriptions include standard allowances for AI usage alongside data processing, compute, integrations, modeling and optimization; additional capacity is agreed in advance rather than billed as a surprise.
How fast is the first result at one company?
The assessment starts from transaction, customer, product, price, cost and agreement extracts and returns that company’s own price waterfall in about a week. For a standard deployment the first module is live in 5 to 10 days and full go-live takes 6 to 10 weeks. A baseline is captured before go-live and the week-twelve review compares what each price action realized on the invoice with what was modeled.
Can Revomo support diligence on a target?
As a pricing and revenue diagnostic on the target’s own extracts: realization, discounting, customer and product economics, and where the opportunity sits. It supports diligence or the first value-creation plan. It is not full commercial due diligence, and it does not replace the deal team’s work on market, competition or management.
Does a portfolio company need a pricing team to start?
No. A company can begin with a CFO, a finance leader, a commercial leader or a pricing owner. Revomo brings the methods, templates, workflows and platform, onboarding specialists run setup, integration and training, and management keeps business judgment and authority. Pricing capability still matters; the threshold to start is lower.
Is this only about margin?
No. Where the modeling capability exists, decisions are made against revenue, margin, volume, win probability, retention and customer behavior, so the objective is profitable revenue growth rather than margin taken independently of demand.
What does a buyer see at exit?
Evidence that the improvement is sustainable and traceable: realized performance history, governed pricing processes with approvals on the record, consistent KPIs, evidence of adoption, and the opportunity still remaining. The company leaves with its data and its record.
Start with one company. Build a capability the portfolio can reuse.
Start with transaction, customer, product, price, cost and agreement data. Establish the pricing waterfall, identify the highest-priority opportunities, and determine where Revomo should land first.