Managing Director & Partner
San Francisco - Bay Area
John Pineda joined Boston Consulting Group’s San Francisco office in 2004 and worked for a year in the London office as part of BCG’s Ambassador Program. He is a core member of BCG's Technology, Media, & Telecommunications and Marketing, Sales & Pricing practices.
John is an expert in pricing model transformation, monetization of digital platforms, and pricing to value to improve core business profitability. He has worked with clients across a wide range of industries including technology, data/business services, life sciences, industrial goods, and financial institutions. He has supported clients in implementing large-scale pricing programs, applying pricing quick hits tactics, and developing new subscription-as-a-service revenue models.
John is part of the team that developed Pricing Catalyst and other pricing tools. Pricing Catalyst is a cloud-based business-intelligence toolset that combines BCG’s consulting services with a powerful yet easy-to-use data science software platform customizable to each company's specific needs.
Prior to joining BCG, John worked as a consulting manager and manager of business operations in the technology services group at DoubleClick. John has also worked as a consultant at Accenture, where he configured SAP order-to-cash and pricing systems. He worked as a finance analyst at HP during his MBA internship.
As the student debt crisis indicates, current financing models aren’t working for students or institutions. Outcome-aligned financing options offer a promising solution.
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Comparing prices and products is easier than ever. Management must optimize its price communication to reassure customers that they are receiving fair value.
In tech, cloud-like pricing is so entrenched, it’s a purchase criterion unto itself. Other industries can learn from tech’s pricing transformation.
By formulating the right pricing strategy during due diligence, private equity firms can incorporate the potential for significant EBITDA increases into their investment theses and, ultimately, into their bids. BCG’s approach to assessing potential pricing improvements during due diligence helps PE firms capture this upside after acquisition.
As traditional product manufacturers become providers of data-driven services, they must rethink the most basic questions about customers, value, and pricing.
Pricing—a critical marketing weapon—can’t be deployed effectively unless companies create a dedicated pricing organization that all functions regard as a partner.
Effective pricing is one of the best ways to grow organically, but few companies have a strategic approach.
Cloud software could completely transform the way customers buy and use software. It could also threaten the familiar business models of software giants.
TMT companies that follow four simple rules can avoid the most common pitfalls and take advantage of a valuable pricing strategy to increase market share.