True Margin North helps PE-backed and multi-location service businesses find 5–15% revenue uplift through diagnostic pricing sprints, behavioral economics, and retention architecture.
The big pricing firms charge $200K+ and don't serve mid-market. General consultants treat pricing as a line item. I treat it as a discipline.
Every engagement draws on five proprietary pricing plays built inside live portfolio company operations:
Zombie Member Strategy
Pricing Lock & Churn Defense
Premium Positioning Through Throughput Constraint
Rewards as Switching Cost Architecture
Costco Model: Access Fee + Per-Unit Pricing
Most multi-location operators copy a rate card across every site regardless of market dynamics, competitive positioning, or customer willingness-to-pay. That's not a pricing strategy. It's a default.
Operators price to a competitor average or an internal margin target. Neither measures what your customers actually value or what they'd pay for it. The gap between what you charge and what the market will bear is where your pricing upside lives.
Churn gets attributed to price sensitivity. In most cases, the real driver is poor adoption: members who never fully used what they were paying for. That's a completely different problem with a completely different solution.
Most pricing engagements end with a PDF that nobody executes. I structure every diagnostic around who owns each change, what gets rolled out first, and how results get measured. The deliverable isn't a report. It's a decision that's already been pressure-tested.
Every engagement answers the same question six ways: where is the money, and what will it take to capture it?
Complete teardown of tier design, price points, fee architecture, and competitive positioning. Where are you leaving money? Where are you overcharging and killing volume?
Behavioral cohort analysis by usage pattern, tenure, plan tier, and visit frequency. I don't survey customers. I read their behavior.
Loss aversion, anchoring, status quo bias, endowment effect. Applied to your pricing decisions, not left in a textbook. Behavioral design you can actually deploy.
Why members actually leave. Adoption dashboards that flag declining usage in the first 60 days. Churn is usually misattributed to price. The real issue is value realization.
Who owns each pricing change, how to get buy-in from ops teams and franchisees, and where rollouts typically break down. Recommendations that can't survive contact with your organization aren't recommendations. They're shelf reports.
Conservative, moderate, and aggressive scenarios with the math behind each. You see exactly where the uplift comes from and what it takes to capture it.
Ten years of revenue strategy and operational pricing experience inside live portfolio companies, layered with formal academic training in how customers actually make decisions.
Leading pricing strategy during a multi-location car wash expansion. The methodology wasn't built in a classroom. It was built inside a live portfolio company scaling across multiple markets.
$750M+ in structured deals across fintech, enterprise logistics, and multi-location service operations. A decade of learning what makes people say yes to a number.
Bachelor's degree. Studied choice, behavior, and strategic reasoning. Division I football.
Adding formal pricing science credentials in 2026: Wharton Behavioral Economics certificate, Wharton Pricing Strategies intensive, and Certified Pricing Professional (CPP) with AI dual certification through the Professional Pricing Society.
Founder & Principal
True Margin North, LLC
Fort Worth, Texas
I've been asking people how much they paid for things since before I knew what pricing strategy was. At dinners, at weddings, on vacations. If you've told me about a purchase, I've asked you what it cost. Do that long enough and you start to see patterns other people miss.
True Margin North exists because PE-backed service businesses run the same playbook at every portfolio company: optimize ops, invest in marketing, hire sales. But they skip the single lever with the highest profit multiplier. Pricing gets inherited, benchmarked against competitors, and never revisited with any rigor.
I run short, focused diagnostic sprints that deliver implementation-ready pricing strategy. I sit in the room with your ops team, pressure-test recommendations against your competitive dynamics and unit economics, and stay accountable to the result.
Not a shelf report. A roadmap that starts paying for itself in weeks.
30 minutes. I'll tell you if there's a pricing opportunity worth pursuing. Or if there isn't.