A large, complex B2B distribution and retail organisation initiated a major pricing system program to improve execution and standardisation.

Early in the work, it became clear the primary risk was not technical. Pricing complexity had outgrown the legacy pricing system, creating a two-tier pricing reality where list prices no longer reflected market conditions and ad-hoc adjustments were used to make pricing workable.

Through a structured Phase 1 intervention, Taylor Wells lead and reframed the program as a pricing transformation: exposing hidden risk, identifying margin opportunity, and defining the principles required to avoid embedding legacy pricing problems into a new system.