Many pricing leaders know they need more support — and struggle to get the business to see it the same way. 

They’re doing too much manually. They’re stuck reviewing every deal. They’ve got strategy ideas they can’t execute. And they’re one project away from burning out the only analyst they’ve got. But when they ask for headcount, the response is some version of: “We already have a pricing person — why do we need another one?”

This article is for the VP or Director who’s built credibility, earned trust, and still hears no. It’s a framework for making the case more effectively — with business logic, not burnout symptoms.

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Speak In Outcomes, Not Capacity

The biggest mistake we see is asking for support based on volume. “We have too many quotes.”, “We’re reviewing too many deals.”,  “I’m spread too thin.”.

Those things might be true — but they don’t resonate. Executive teams don’t add headcount to reduce someone’s calendar load. They add it to unlock new value.

Instead of framing the ask around what’s broken, frame it around what’s stuck:

- “We can’t move forward with a segmentation model until we have someone to own the analysis and system build.”

- “Field pricing adoption is low because we can’t dedicate resources to training or follow-through.”

- “Quote velocity has dropped because we’re still manually managing approvals — and don’t have capacity to rework the logic in CPQ.”

Tie every gap to a business lever: margin, speed, growth, governance.

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Use The Headcount To Build Leverage

When a pricing leader asks for help, the instinct is to give them “a person.” But a single generalist rarely solves the problem. Strong cases focus on leverage: what will this person take off your plate that allows you to do higher-impact work?

- If you’re doing analyst work as a Director, show what gets unblocked if you step back into strategy

- If you’re doing sales enablement reactively, show what shifts if someone owns proactive pricing adoption

- If you’re firefighting exceptions, show what changes when you can focus on upstream logic

A good pricing hire doesn’t just “fill a gap.” They increase the reach and credibility of the function. That’s leverage.

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Build Your Case Like You’d Price A Product

The business wouldn’t greenlight a price increase without understanding cost, value, and risk. Treat headcount the same way.

- Cost — show what this role would require (base, bonus, systems access)

- Value — quantify what it unlocks (margin lift, faster quotes, cleaner governance, better adoption)

- Risk of inaction — lay out what happens if the role isn’t added (talent loss, failed implementation, stalled initiative)

You don’t need a 30-slide deck. You just need to answer the same questions you’d expect a GM to answer when asking for resources.

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Common Objections — and How To Preempt Them

“We already have someone doing pricing.”

> “Right now, we’re covering execution and governance. But we aren’t staffed to drive strategy or deliver the improvements we’ve identified.”

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“Can’t you just make the system do more?”

> “We can — but system logic is only as good as the analysis behind it. We don’t have someone dedicated to building that out.”

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“Let’s hold off and revisit in Q3.”

> “By Q3, the CPQ redesign will be underway. If we don’t have headcount in place by then, we’ll either delay it — or cut corners again.”

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Final Thought

If you’re in a pricing leadership role, you’re already used to explaining the value of logic, structure, and margin control. Making the case for headcount is no different.

It’s not about how busy your team is — it’s about what the business could be capturing that it isn’t.

You’ve already built the credibility. Now it’s about connecting the dots between what pricing does — and what the organization needs next.