Marcos Rivera

Most B2B SaaS leaders build value.
But forget to capture it.

Let me guess:

- You’re guessing your price
- You’re losing revenue
- Scaling feels stuck

What if pricing could drive growth?

Here’s what I help you do:

→ Capture more value
→ Make pricing your edge
→ Build pricing confidence

Why should you trust me?

- 25+ years in tech pricing
- Ex–Head of Pricing at Vista Equity
- Priced 400+ SaaS products
- Author of *Street Pricing*
- Trusted by MBAs and SaaS CEOs

Beyond coaching, 

I’m an:

→ Investor 
→ Speaker
→ Entrepreneur 

passionate about helping businesses unlock their full revenue potential.

Ready to take control of your most powerful growth lever—pricing?

Checkout my featured section.

Founder and CEO

We help growth-stage B2B SaaS companies design the right pricing model to scale up

Ready to shift your pricing from guesswork to framework?

Most pricing consultancies hire from McKinsey or Simon-Kucher.
We hired Emily Sanz from American Airlines and British Airways.

When I was building out the Pricing I/O team, I had a choice. 
I could hire the typical profile: ex-consultants who'd spent their careers making slide decks about pricing but never actually owned a P&L.

Or I could find people who'd lived pricing in industries that do it better than almost anyone.

Emily had spent years in airline pricing. The joint business between them. 
She'd done consumer pricing, B2B pricing, and everything in between.

Airlines invented revenue management. 
They've been optimizing for 50+ years. 

They deal with infinite data points, razor-thin margins, and customers who compare prices obsessively. If you can do pricing there, you can do it anywhere.

What Emily brought to Pricing I/O that we couldn't have gotten from a traditional consultant:

→ An obsession with customer segmentation. 
Airlines don't have "3 tiers." They have hundreds of price points for the same seat, because different customers have different willingness to pay.

→ The concept of "quality of revenue." 
Not just how much you closed, but what kind of revenue it is. A discounted seat to fill the plane is not the same as a full-fare business traveler. Same applies to SaaS.

→ A data-first mindset. 
In aviation, you don't guess. You measure, test, and iterate constantly.

When she joined back in 2023, I asked her what surprised her most about SaaS pricing.

Her answer was about how little data most companies actually use. 
They have it. They just don't look at it.

We don't hire career consultants who've never operated.
We hire people who've lived pricing in industries that do it better than anyone, and bring those lessons to SaaS.

That's how we work in the trenches differently.

CEO of Pricing I/O • Award-Winning Author • Sought after Slayer of Bad Pricing

Four years ago, it was just me and a laptop.
This room held 25 people last meeting.

We gathered the Pricing I/O team for our end-of-year off-site, and something hit me during the planning session.

We're not just growing. 
We're building something that compounds.

→ 30% revenue growth year over year.
→ Pipeline doubled since Ali joined in Q3.
→ Client satisfaction scores hitting 10 out of 10.

But here's what really gets me: the debates in that room.

Some of them going back and forth on engagement models. Others challenging assumptions. 

The whole team leaning into problems that didn't exist when we were a team of four.

I used to think scaling a consulting firm meant losing the magic.
Turns out, with the right people, the magic multiplies.

2026 is going to be even better. 

We're cooking up something new, can't share details yet, but let's just say it involves working code and a launch window in Q1/Q2.

Stay tuned.

The best hires don't just check boxes, they make you rethink what the boxes should be.

Lauren DeGirolamo, MBA, CPP joined us as a Pricing Strategist back in December.

Before Pricing I/O, she was Director of Strategic Pricing at Baker Distributing, leading a team of 9. Before that, she spent nearly three years at Resideo navigating pricing through supply chain chaos.

One thing from her background that stuck with me: she restructured a pricing matrix from over 1,400 customer conditions down to 7.

That's not optimization. That's the kind of simplify-the-complex thinking that separates good pricing people from great ones.

When I asked her what surprised her most about joining us, she didn't mention the work or the clients.

She mentioned our offsite.
"This was the first time I had ever seen a CEO involving his entire team in high-level strategic decisions, listening with open ears to hear all perspectives."

That one got me.

Because that's exactly the culture we're building. 
Not top-down mandates. Real debate. Real input. Real ownership.

Lauren called it "the secret weapon behind Pricing I/O's success."
I'd have to agree.

Her spiciest pricing take?
"Lowering prices too much can actually hurt market share, it signals to enterprise buyers that your product is less capable."

Strong opinions backed by experience. That's what we look for.

Oh, and her karaoke song is "Remember the Name" by Fort Minor. 
If you know, you know.

Welcome to the team, Lauren. 
Love seeing you win already.

25 people. $10M bootstrapped. Zero outside funding.
And the culture is the best I've ever been a part of.

I'm not saying this to brag. 
I'm saying it because it almost didn't happen this way.

The original plan was me, myself, and I.

But here's what I've learned building Pricing I/O:
The company you build reflects the problems you solve.

We help companies capture value. 
So we had to build a company that captures its own value, through people, not just process.

We teach teams to own pricing long-term. 
So we had to build a team that owns their work, not just executes tasks.

We work in the trenches with clients. 
So we had to hire people who want to get their hands dirty, not just advise from a distance.

Every value we preach to clients, we had to live internally first.

That's what makes the culture real. It's not a poster on a wall. 
It's the business model.

We're still figuring it out. Still learning. Still making mistakes.

But building in public means being honest about the journey, not just the wins.

Clio scaled from 250 to 1,000+ employees.
Their pricing strategy? "Sporadic" and "on a needs basis."

Here's the thing most people miss about hyper-growth: 
the faster you scale, the more your pricing cracks show.

When we started working with Clio, they had a cultural resistance to monetization. 

The team genuinely wanted to deliver "outsized value" to customers, which sounds noble until you realize it was capping their ability to reinvest in the very innovation customers were asking for.

So we ran a full revision of all their products and service offerings.

The foundation? Their own "law firm maturity model", a blueprint that let us design pricing and packaging that grows alongside their customers, not against them.

The results hit across the board: NRR improved. ARPA improved. LTV improved.

But here's what changed the game long-term:
Pricing is now part of every single new product launch and release at Clio.

Not an afterthought. Not a "we'll figure it out later." A strategic lever from day one.
That's the shift. 

→ From reactive to proactive. 
→ From sporadic to systematic.

And it doesn't happen by accident, it happens when you treat pricing like the growth engine it actually is.

Me and Min S. FitzGerald talked about it on my podcast.
You can watch the full episode on Pricing IO Youtube channel.

Most pricing projects start with excitement and end with a deck nobody opens.
I've seen it happen dozens of times.

Great research. 
Solid recommendations. 
And then... nothing changes.

Why?

Sometimes it's because nobody owned the implementation.
Sometimes it's because the company wasn't ready, they didn't have a clear product strategy, and pricing can't fix that.

But when the foundation is solid, and you have a partner who works in the trenches with your team?

That's when pricing goes from "expense" to "investment."
Swipe through for what actually works, and what doesn't.

Failure

How long does it take your company to launch a new pricing model?

If the answer is "we'd need to check with engineering" or "probably a quarter," you have an infrastructure problem.

Most billing systems were architected when pricing was three simple tiers and annual contracts. 

Adding each new capability felt manageable, usage tracking here, credits there, custom packages for enterprise.

But step back and look at what you've built right now. It's infrastructure. 
Complex, mission-critical infrastructure that nobody planned for.

Now there's a gap opening up. 
Some companies can test new pricing in days. 
Others need months for basic changes.

Some can close deals with flexible packages. 
Others lose deals because their system literally can't support what the customer needs.

That gap isn't about engineering talent. 
It's about whether your monetization infrastructure was designed for the world we're in now or the world we left behind.

Tomorrow, Manish Choudhary from Flexprice and I are walking through how this shift happened, why it caught everyone off guard, and what separates companies that can move fast from companies that are stuck.

How Monetization Became Infrastructure and No One Noticed
January 15, 10:00 AM EST
Register here ↓
https://skd.so/LBzBi3

Vibe coding is going to kill more B2B SaaS companies than AI competition will.
Here's why ↓

Right now, there are CEOs downgrading every SaaS subscription to the cheapest tier, and building custom tools on top with Lovable, Bolt, and Claude.

The CRM becomes "just a dumb database."
The premium analytics features? Vibe-coded in an afternoon.
The RevOps workflows you charge extra for? Replaced by something stitched together over a weekend.

The implication for pricing is massive:
Differentiation that used to last 5-6 years in client-server days... then 1-2 years in SaaS... now lasts weeks or days.

When your customer can vibe-code a "good enough" version of your premium features themselves, your pricing power evaporates.

So what becomes the moat?
Two things:
→ Distribution (can they find you before they build it themselves?)
→ Depth of integration (are you so embedded they can't rip you out?)
→ Data (do you have proprietary data they can't replicate?)

If your pricing strategy assumes feature differentiation will protect you, you're already behind.

The companies that win will price for outcomes and depth of integration, not feature access.

Because features are getting commoditized faster than anyone predicted.
How are you thinking about this in your pricing model?

I give away most of what I know for free.
Some people think that's stupid.

"You're a consultant. Knowledge is your product. Why share it?"

Here's what I've learned:
Knowledge isn't the moat. Execution is.

You can read every pricing framework I've ever published. Watch every video. Subscribe to the newsletter. Read the book.

And you'll still need help implementing it.

Because context matters. Pattern recognition matters. Having someone who's seen your exact problem +300 times before, that matters.

The era of hiding pricing knowledge is over.

Companies used to treat their models like state secrets. 
Consultants hoarded frameworks behind $800K engagements.

That's not how I want to operate.

Cause I believe that the companies who win aren't the ones who hoard information.
They're the ones who move fast, implement well, and know when to ask for help.

So I'll keep sharing.

The best ideas shouldn't be locked behind gates.

Follow me for more →

Credit-based pricing is an admission that you don't understand your value yet. 
I've been watching the AI pricing space closely, and here's what I'm seeing across dozens of companies ↓

They're adopting credits and tokens not because it's the best model, but because they're uncertain about two things:
→ What use cases will actually drive adoption
→ What value those use cases deliver

So they default to tracking costs (tokens, compute, API calls) instead of outcomes. 
And here's the thing, that's not necessarily wrong at this stage.

But there's an important distinction to make here.

Cost-plus credits tied to tokens or compute? 
That's transitional. 

When you're genuinely uncertain about value delivery, it buys you runway to learn. 
But it shouldn't be a destination.

Action-oriented credits tied to meaningful outcomes? 
That's different. 

Companies like Clay AI and HubSpot have built successful credit systems because the credits correlate to actions that derive value, updating a contact, enriching a record, taking a step that moves the business forward. 

Easy to understand, easy to connect to ROI.

The difference is whether credits measure what you spend or what the customer gains.

Three questions to ask yourself if you're running credits today:
1/ Are you tracking which actions correlate with customer success?
2/ Do you know which use cases drive the most willingness to pay?
3/ Do your credits reflect cost consumption or value delivered?

If your credits are just a proxy for compute, you're not pricing strategically, you're billing for infrastructure.

What's your take, are your credits measuring cost or value?

AI companies can capture more value than SaaS ever could.
Here's why ↓

On-premise software captured roughly 5% of the value it created. 
You were paying for access, that's it.

SaaS changed the game. 
Suddenly you could track activity, usage, outcomes. 
Value capture jumped to 10-15%.

AI changes it again. 
Usage patterns vary wildly. 
One customer might use 10x what another does, and get 10x the value.

The companies figuring this out are capturing far more than the old SaaS playbook allowed.

But here's what most are getting wrong:
They're still pricing AI like it's SaaS. Flat seats. Fixed tiers. One-size-fits-all.

That made sense when usage was predictable. It doesn't when one user generates 50 API calls and another generates 5,000.

The shift isn't just about pricing models. It's about how you think about value exchange entirely.

Your CFO now needs data science skills to understand AI unit economics. Performance margins can swing from 10% to 75% depending on which model you're running.

This is a different game with different rules.
Are you still playing by the old ones?

I used to believe the "2 by 2 rule" was gospel.
Wait two quarters before changing pricing. If you haven't changed in two years, you're stale.

I've changed my mind.

With AI moving this fast, you should be updating your pricing every two quarters. Some companies, even quarterly.

The old rules assumed stable margins and predictable costs.
That's gone.

One agent can have 60% margin. 
Another can have 10%. 
Same product, wildly different economics.

If you're still treating pricing as an annual exercise, you're already behind.

The companies winning in AI aren't the ones with the best models, they're the ones repricing fast enough to capture value as it changes.

How often are you revisiting your pricing?

Nobody wakes up thinking "today's the day I fix pricing."
But by the time pricing feels urgent, you've already paid the price.

It usually gets pushed. Delayed. Deprioritized.

There's always something more urgent, a product launch, a reorg, a board deck due Friday.
Meanwhile, the warning signs pile up quietly.

Your best rep starts discounting 30% "just to stay competitive." Finance notices tier 1 is overflowing while tiers 2 and 3 collect dust. A prospect tells you "you're too expensive", then signs with a competitor charging 40% more.

Each one feels manageable in isolation.

But together? They're symptoms of pricing that stopped reflecting your value a long time ago.
The hardest part isn't the fix. 

It's admitting you've been leaving money on the table while focused on everything else.

I've seen this exact pattern in hundreds of companies. 

If you want to win it, start by recognizing the early signals and acting before the damage compounds quarter over quarter.

How many of these signals are showing up at your company right now?

$300K to $30M ARR in two and a half years.
100x growth.

One change: the pricing metric.

The product was a dispatching tool for insurance companies. Seat-based pricing.

Here's the problem, the better we performed, the less revenue we got.

Customers optimized routes, needed fewer seats, and downsized at renewal.
We were penalizing ourselves for delivering value.

So we tested five or six different metrics. Ran correlations. Talked to customers.

Per claim made the most sense.

It aligned with how insurance companies already tracked value and cost. 

Claims scaled with their business. Our revenue finally moved with theirs.

That's when I realized: pricing isn't a math problem. It's a value alignment problem.

The metric you choose determines whether you grow with your customers, or get left behind.

If you're adding AI to your SaaS product, you're about to face a pricing decision that most companies get wrong.

Do you charge per seat? Per usage? Per outcome? Some combination?

The answer depends on how you layer your pricing model. And there are really only three layers to work with.

Base 
Your platform, features, functionality. What customers get access to regardless of how much they use.

Allowance 
What's included before overage kicks in. This is where most companies mess up. Too little creates friction before customers see value. Too much kills your expansion revenue.

Meter 
The unit you charge for when they scale. Get this wrong and customers game the system. Get it right and revenue grows with their success.

Every hybrid pricing model is just a different combination of these three layers.

Access Tiers? Just Base. 
Platform fee plus usage? Base + Meter. 
Credits with overage? All three layers working together.

I broke down five models we see working in the market right now, with specific examples like Intercom Fin's $0.99/resolution and when each model fits best.

Here's what I've learned after 400+ pricing engagements: the model you pick matters less than whether it matches how your customers actually buy and scale.

Most companies copy competitors. 
The ones that win design for their own customer journey.
Which model fits how your customers grow?

Labeling something as "AI" actually lowers trust.
I know. It sounds backwards.

Every company is racing to slap "AI-powered" on their product. 
The assumption is it increases perceived value.

The data says otherwise.
In willingness-to-pay research, the AI label barely moves the needle on what customers will pay. And in some cases, it actively creates skepticism.

Why?
Because the market is shifting from "play AI" to "may I", as in, "may I see proof this actually works?"

Early adopters bought the hype. 
The next wave of buyers wants evidence.

ClickUp figured this out. 
Their standard plan is $7. Their AI plan is $28, 4x the price.

But they didn't just slap "AI" on it and hope for the best.
Their positioning: "This replaces 4-5 other AI tools you're already paying for."

The value prop isn't "we have AI." 
It's "we simplify and centralize what you're already doing across multiple tools."

Simplification + consolidation = worth the premium.

The companies winning at AI pricing aren't selling AI. They're selling outcomes that happen to be powered by AI.

What are you actually selling?

If your sales team doesn't believe your solution is worth the price, they won't sell it.

They'll discount it. They'll apologize for it. They'll position it as "a bit expensive, but..."

I had a client where the salesperson literally felt bad charging customers. 
Not because the product was bad. Because SHE didn't believe it was worth what they were asking.

That feeling? It bleeds into every demo, every negotiation, every close.

You can have the perfect pricing model. The perfect packaging. The perfect positioning.

But if your own team doesn't buy what they're selling, your customers sure as hell won't.

The problem isn't your price. 
It's that you never convinced your team of the value first.

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Pragmatic Marketing, Product Management Certification Level 4

Invited as guest lecturer for lab to market capstone courses to speak on topics of product management, general management, and technology trends

I managed to work my way through all four years of college while achieving Provost honors.

Warren College - Minored in Japanese Language and Studies.

Hi, I'm Marcos Rivera

•  I have 25+ years of pricing expertise in Tech
•  I was the Head of Pricing for Vista Equity Partners
•  I have helped price 400 products...and counting​
•  I teach pricing confidence from MBA students to world-class CEOs
•  I am an award-winning author, speaker, investor, and entrepreneur

Here's My Story in a Nutshell

I was raised by a single mother in a one-bedroom apartment in the Bronx. The streets were hard on me, but I survived by applying what my mom taught me:  Stay curious, take the lead, and give help.

Fast forward to today, Software as a Service has transformed almost every business, from music to marketing to medicine. I learned a lot straddling dual roles as a product executive and pricing expert my entire career, but my AHA moment came to me after noticing an unwavering pattern:

Most B2B SaaS leaders spend time building value but not enough time capturing it!

So in the spirit of staying curious, I discovered that many B2B SaaS leaders see pricing as a "black box"; they guess, fumble, and wing it most of the time.  They needed help!

From there, I decided to take the lead and help B2B SaaS businesses by dedicating a practice that teaches them step-by-step directions for monetizing value and unlocking growth.

And this is where our story begins. Join us and take control of your most powerful growth lever - Pricing.  It would be my honor to help you! Send me a DM or head to our website: www.pricingio.com

You can also order my debut book, Street Pricing: A Pricing Playlist for Hip Leaders in B2B SaaS (link in bio)

Go capture that value!

Marcos

For this benchmark report, PricingSaaS has examined over 400 B2B SaaS companies across 10 different categories to uncover AI monetization strategies, usage based pricing metrics and created a recap of changes in Q1 of 2024.

We hope you find it helpful and insightful.

2024 B2B SaaS Pricing Q1 Benchmarks & Models

Pricing I/O is a training and coaching boutique helping high-growth B2B SaaS companies accelerate ARR growth and market share. We unlock growth by taking a simple, powerful, and easy to understand approach to monetization – we call this approach the 5Q Pricing Framework.

Pricing I/O: Your B2B SaaS Pricing Experts

25 years of pricing. 500+ SaaS companies.
One conversation where I held nothing back.

Rohit asked me the questions most people are afraid to ask:
→ What's the single biggest pricing mistake you see repeated?
→ How do you know if it's a pricing problem or something else?
→ Should AI features be bundled or priced separately?
→ What made you change your mind on pricing cadence?

I shared the 100x growth story I don't tell often.

Admitted where I got it wrong.

And broke down how to actually think about pricing AI, not the theory, the real decisions.

If you've got 35 minutes, this one's worth it.

Watch the full episode of The AI Pricing Podcast ↓
https://skd.so/OCIaV6

Most SaaS companies treat usage limits as technical guardrails.
Big mistake.

They’re your upgrade engine.

Data retention windows. 
Source limits. 
Processing hours. 

These aren’t just product constraints, they’re monetization strategy.

The key: Set limits where customers naturally hit them as they get MORE value. Not where they get frustrated.

When customers hit limits, they’re succeeding. That’s when they upgrade.

Here’s what that looks like:
→ Starter: 3 sources, 30-day retention
→ Pro: 10 sources, 90-day retention
→ Enterprise: Unlimited, 1 year+

That structure creates a $47K ARR expansion path per customer.
These should feel like growth milestones, not arbitrary restrictions.

What usage limit is driving the most upgrades in your model?

Should you charge for AI separately or bake it into the product?
I get this question constantly. 

And the honest answer is: it depends on what your AI actually does.

I've seen companies destroy expansion revenue by giving AI away for free when they should have charged. 

I've also seen companies kill adoption by charging separately for AI that should have been invisible.

The mistake is thinking there's one right answer. There isn't.

After working through this with dozens of companies, from $10M ARR startups to PE-backed portfolio companies, I keep coming back to three distinct approaches.

The first works when AI enhances the existing experience. 
Makes things faster, smarter, better, but the job-to-be-done is the same. 

Think autocomplete, smart suggestions. 
In this case, don't charge separately. 
Bake it in and raise prices across all plans.

The second works when AI unlocks adjacent use cases. 
Same user, but now they can do something they couldn't before. 
This is your premium tier or add-on play.

The third works when AI creates entirely new users or workflows. 
Different audience, different product. 

This needs its own identity, maybe bundled, maybe standalone.

The question isn't "should we charge for AI?" It's "where does AI create value, and for whom?"

Which of these three describes your AI?

Trove

I founded Trove in 2023. While we build our MVP, we are highlighting expert freelancers, consultants, and entrepreneurs with diverse perspectives, all of whom are dedicated to supporting companies to realize their full potential.

The data is clear: companies with more diverse perspectives perform better financially.

Although diverse perspectives are an essential ingredient for creating thriving companies, many organizations tend to look and think alike, to agree more often than they disagree. The reality is that unless a company’s addressable market looks and thinks like its people, it’s leaving upside on the table.

Trove is tackling this opportunity head-on and creating value for companies and individuals alike. Launched in 2023, we begin our journey by highlighting expert freelancers, consultants, and entrepreneurs, all of whom are dedicated to supporting companies to realize their full potential. Trove partners are experts in their fields with undeniable track records of impact and achievement. Critically, they also possess a remarkable ability to contribute unique perspectives and navigate diverse organizational and cultural landscapes. Shaped by distinct personal and professional journeys, they embody an exceptional blend of experience and freshness, credibility and authenticity. 

For an introduction to any Trove partner, email hello@trovecommunity.com or reach out to them directly via the contact info at the bottom of their story.

You can contact any Trove partner via their website or LinkedIn profile, or email hello@trovecommunity.com for an introduction.

Founder

Polaris Growth Fund

Providing support, guidance, and thought partnership to remarkable entrepreneurs and teams as part of PGF's Strategic Acceleration Team. My work at PGF primarily focuses on growth, marketing, and product management.

Operating Executive

Acacia Growth & Impact Consulting

Acacia Growth & Impact Consulting is a product management and marketing consultancy that delivers compelling, tangible impact to our clients and their customers. Our team of expert product strategists and marketers works with a diverse set of clients, including start-ups, venture capital and private equity firms, publicly traded companies, and non-profits. We possess hands-on operating experience at successful, high-growth organizations, enabling us to excel at both strategy and execution. 

Areas of expertise include:
 -- Product management
 -- Digital marketing
 -- Growth, retention, and engagement
 -- Loyalty programs
 -- Strategic planning
 -- Organizational strategy and hiring
 -- Interim product and marketing leadership

Founder and Managing Partner

University of Washington

* Instructor for HSERV590: Project Management at the UW School of Public Health
* Mentor to students in the MS in Entrepreneurship and Women in Entrepreneurship programs at the Foster School of Business

Faculty & Clinical Instructor

Five Four Ventures LLC

Building and bringing to market B2B and B2C SaaS and marketplace products.

Entrepreneur In Residence

Osmosis.org from Elsevier

* Developed and implemented product and marketing roadmaps, driving 75% YoY growth via improvements to pricing and packaging, user onboarding, core product features and functionality, and marketing optimization
* Built high performing digital team, including marketers, product managers, user researchers, and UX designers
* Established business & communication rhythms with investors, board members, and internal stakeholders

VP, Product Management & Marketing

Rover.com

* Built and led team product management department dedicated to growth and user experience,  dramatically improving UI/UX across web, mobile web, and apps, driving XX% YoY revenue growth
* Developed strategic roadmap for product investments via analyzing data, conducting competitive and user-centered research, and partnering with internal stakeholders to generate insights
 * Delivered quarterly updates on strategic plan and business performance to internal and external stakeholders, including executive team and investors
* Partnered with engineering & UX to implement improved resourcing, prioritization, and sprint planning processes 
* Represented company at recurring customer live stream events open to >200k users

Director of Product Management

* Built and led team of 13 marketers with $xM budget for user acquisition, retention, and engagement via brand, performance, and lifecycle marketing, driving >100% YoY growth and reducing CAC by 50%.
* Conceptualized, scaled, and led organization's first Product Operations team, responsible for growth hacking and running tests requiring no or low engineering support to inform product management roadmap.
* Developed and managed relationships with strategic partners and stakeholders to improve user value proposition and drive organizational growth.
* First and only management-level employee to win the Dog Gone Award, awarded bi-annually to the person most exemplifying Rover’s “focus on impact” and “relentless pursuit of inspiring outcomes” core values.

Head of Marketing 

* Built new team of seven marketers and operators responsible for driving pet sitter retention and engagement
* Partnered with data science to develop and implement metrics to evaluate supply (pet sitter) health and drive accountability for business outcomes across the organization
* Conceptualized and executed beta pet sitter loyalty program, which scaled based on those learnings
* Wrote master creative briefs to ensure design and messaging consistency across business units.

Marketing Lead, Retention & Engagement

Starbucks

* Spearheaded personalization in Starbucks app, including personalized offers & recommendations, enabling extension of 1:1 marketing to 4M additional loyalty members and driving $24M+ incremental revenue
* Managed multichannel personalization capabilities innovation, including as business product owner of proprietary personalization engine, which increased incremental revenue by 100% versus legacy system
* Collaborated with internal & external stakeholders on substantial enhancements to personalization capabilities and UI/UX, including business requirements development & prioritization, user acceptance criteria & testing, and GTM
* Represented business in personalization-related RFPs and pilots for core and international markets, including machine learning, loyalty, and campaign management vendors
* Grew existing financial products marketing program from $40M to $80M+ by partnering with vendors on new products, network/channel expansion, and data exchange to unlock new audiences & improved targeting
* Developed relationships with American Express, Chase, and Discover, and built operational and strategic blueprints for driving $50M incremental revenue annually through targeted credit card linked offers
* Mentored PMs and marketing managers on business strategic planning, technical & operational processes, and career development

Product Lead, Global Brand Loyalty | Personalization

* Managed Starbucks Rewards offer calendar and $70M P&L, including segmentation, targeting, and offer strategy for 12M+ active SR members, leading to 20% annual growth in incremental revenue
* Spearheaded expansion of personalized marketing program from one to multiple weekly offers, driving $500k additional incremental revenue on a weekly basis
* Developed offer incentive conversion approach to support Starbucks’ transition from transaction- to spend-based loyalty program, resulting in +10% return on discount spend and +15% customer engagement
* Grew financial products marketing program from $14M to $40M in one year through offer testing and optimization, audience and channel expansion, and product innovation
* Built custom tools to streamline forecasting and reporting for business, finance, and analytics teams
* Developed and institutionalized relationship with marketing organization, enabling integration of strategies and calendars, as well as formalized loyalty support of brand marketing initiatives

Product Marketing Manager, Global Brand Loyalty | Personalized Marketing

Wayfair

•	Managed $40 million business of company’s top strategic category, including improving COGS by more than 150 basis points on quarterly basis and growing direct revenue by 73% year-over-year
•	Developed strategic category plans, including pricing initiative that contributed to 88% revenue growth in one quarter with minimal impact on landed margin, as well as vendor-level plans to grow key partnerships
* Spearheaded category analytics and reporting for senior leadership, including financial performance, vendor results, promotional efficacy, progress toward strategic objectives, and analysis of growth opportunities
* Organized initiatives of multiple functional teams, including merchandising, buying, marketing, and inventory planning, to ensure cross-functional alignment and progress on category initiatives
* Engaged in regular negotiations with vendors, resulting in significant product cost reductions and mutually lucrative marketing programs to foster top-line growth for both parties
* Mentored and collaboratively composed professional development plans for three direct reports, all of whom were among less than 5% of employees at their level promoted during 12-month cycle
* Received maximum performance-based award, given to less than 5% of employees

Senior Category Manager

Keds

* Managed project to sell-in secondary brand to major wholesale club in 8 countries, including logistics, marketing, and merchandising requirements, resulting in $6 million in incremental revenue
* Led product strategy, business planning, and licensee vetting for category expansion outside of footwear
* Spearheaded analysis of real estate and demographic data to inform brick & mortar growth strategy

Business Development Consultant

I bring 15+ years of product management, digital strategy, marketing, and growth experience across the private, non-profit, and public sectors. Data, customer-centricity, and a focus on impact are at the core of everything I do. The opportunity to make a difference gets me out of bed each morning-- and sometimes keeps me up at night! When I'm not working, you can find me at Seahawks and Mariners home games (and some away games, too), at the beach or on the water, or hiking in the beautiful Pacific Northwest with my best (dog) friend Posie.

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Marcos Rivera

Maureen Sarewitz

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taplio

The Battle

Marcos Rivera

Maureen Sarewitz

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Marcos Rivera's LinkedIn Performance

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