Director Strategic Pricing Systems, Tools and Enablement
Posted Jun 3, 2026 · We last checked this listing on Oct 6, 2026
Likely interview questions for this role
Written from this job description, not a generic list. Each one notes what the interviewer is really checking.
About your past
Walk me through a time you built a pricing governance model or set of guardrails from scratch across a large organization. What did it take to get business units to actually follow it?
What they are checking: whether they've done real governance design work versus just theory, and how they handle enforcement in a matrixed org
Tell me about a time you had to influence a VP or GM who didn't want to change their pricing or discounting behavior. What happened?
What they are checking: credibility and tactics for leading through influence without direct authority
Tell me about a margin expansion initiative you led end to end. What was the leakage problem, what did you change, and what was the actual dollar or margin point impact?
What they are checking: track record of translating pricing work into measurable financial outcomes
Describe how you've built a training or capability framework for a pricing function. What made people actually use it instead of letting it sit on a shelf?
What they are checking: experience with capability building and adoption, not just curriculum design
Tell me about a time your pricing recommendation was data-backed but still got rejected by leadership. What did you do next?
What they are checking: resilience and judgment about when to push, adapt, or walk away from a fight
What would you do
Say you inherit three different pricing tools across business units, none talking to each other, and leadership wants one enterprise view within a year. How do you approach that?
What they are checking: practical roadmap thinking for systems consolidation, not just strategy slides
If you found that a business unit was hitting discount leakage targets on paper but sales reps were routing around the system through manual exceptions, what would you do?
What they are checking: understanding of how governance breaks down in practice and how they'd close the gap without alienating sales
You need buy-in from Marketing, Product, Sales, Finance, and Operations on a new pricing framework, and each has a different incentive. How do you get alignment without watering down the framework?
What they are checking: cross-functional change management skill and willingness to hold a firm line under pressure
What does 'pricing maturity' mean to you, and how would you measure whether Generac's maturity actually improved a year into your tenure?
What they are checking: whether they can define and operationalize a vague strategic goal into concrete metrics
About the work
What's your experience with platforms like Pricefx, and how have you used them alongside an ERP like SAP to actually change pricing behavior in the field, not just report on it?
What they are checking: hands-on familiarity with the named tools versus resume-level exposure
How would you build a willingness-to-pay or elasticity model for a product line that mixes hardware, connectivity, and services?
What they are checking: depth in advanced pricing analytics beyond descriptive dashboards
How do you think about pricing differently for a physical product at end of life versus a growing SaaS or connectivity offering?
What they are checking: whether they grasp lifecycle-based pricing and can apply it beyond hardware-only thinking
How would you design a closed-loop process that connects competitive price intelligence, exception handling, and performance tracking so it actually feeds back into decisions?
What they are checking: systems thinking about end-to-end pricing operations versus siloed tool ownership
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As published by Generac.