Nicolò Somaglino

Context

Global organization historically volume-driven, with pricing focused on list prices and discounts, high geographical complexity (EMEA, AMER, APAC) and heterogeneous market maturity. Lack of an integrated global pricing structure and advanced decision-making tools.

What I built

• Designed and launched a global Revenue & Pricing structure, defining governance between Global and Regions.
• Initiated a Pricing Academy to develop structured capabilities and support change management.
• Led the implementation of a global Pricing Tool as the core decision backbone.
• Introduced pricing levers previously absent in a volume-driven environment:
  - advanced bundle & mix simulation
  - price elasticity models
  - new performance monitoring framework focused on margin and value
• Strengthened existing practices while ensuring operational continuity for local markets.

What I learned

• In volume-driven organizations, tools and culture must evolve together.
• A Pricing Academy is not training, but structured culture switch.
• New metrics work only if they integrate legacy KPIs.

What I would do differently

• Involve key markets earlier in the design phase.
• Start from culture together with data.
• Reinforce from day one the positioning of pricing as a growth enabler, not a control function.

Context

Global industrial group with high technical complexity and fragmented pricing practices across plants and countries. Strong margin pressure and the need to standardize pricing while preserving local operational flexibility.

What I built and led

• Created the pricing structure at plant level, laying the foundation for a more coordinated group approach.
• Introduced price benchmarking concepts on selected product categories to improve competitive positioning and price discipline.
• As a manager, focused on operational scalability rather than additional theoretical frameworks:
  - coordinated closely with the pricing tool provider to deliver a tailored, operational implementation aligned with plant needs
  - standardized pricing methodologies across plants, reducing inconsistencies and rework
  - organized pricing operations through knowledge transfer between plants, redistributing workload and reducing local bottlenecks
• Led and developed international teams, acting as a bridge between pricing, sales, finance, and operations.

What I learned

• Pricing fails when it is technically correct but operationally disconnected.
• Standardization works only when combined with listening and local ownership.
• Scaling impact requires shifting from individual expertise to systematic knowledge sharing.
• Technical leadership must evolve into relational leadership to be effective at scale.

What I would do differently

• Invest earlier in people-related skills, not only frameworks.
• Formalize bidirectional feedback mechanisms sooner.
• Avoid over-rationalization in highly variable markets.

Context

Highly competitive and regulated automotive environment, with pricing strongly exposed to volumes, incentives, and product cycles. High visibility of pricing decisions toward top management.

What I managed

• Pricing and revenue responsibility for the Giulietta model across multiple EMEA markets.
• Definition of pricing budgets, KPIs, and forecasts with executive-level reporting.
• Coordination of cross-functional pricing teams supporting product launches and promotional initiatives.
• Introduction of pricing methodologies inspired by other industrial sectors.

What I learned

• Under commercial pressure, pricing must be fast, clear, and defensible.
• The value of pricing lies in the ability to synthesize complexity for top management.
• Pricing is a political as well as an analytical discipline.

Context

Manufacturing company focused on product, brand, and design, with increasing attention to digitalization, e-commerce, and portfolio management.

What I built / supported

• Supported new product development and launches.
• Contributed to pricing policies, price lists, and margin analysis.
• Managed and optimized the product portfolio.
• Worked on e-commerce and digital initiatives, including campaign management and market analysis.

What I learned

• Pricing starts with product and positioning, not spreadsheets.
• Without portfolio and cost control, pricing remains theoretical.
• Digital channels provide immediate market feedbac, pricing errors surface quickly.