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The Revenue Manager of Tomorrow

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When RGM complexity outgrows spreadsheets, the revenue manager’s job shifts from analysis to orchestration.

Why the next RGM role is less about “doing the work” and more about making decisions stick

Most CPG organisations still feel the same tension: RGM decisions span pricing, promotions, PPA, mix, and trade terms, but the work is often split across functions and solved pillar by pillar. The moment you try to plan promotion without price, or adjust pack architecture without understanding mix effects, the system becomes inconsistent and slow. [02:26]

This session reframes the “revenue manager of tomorrow” as a response to that structural problem. The discussion focuses on two shifts that change what RGM teams are accountable for: first, moving from siloed ownership to an integrated RGM operating model; second, moving from fragmented tooling to integrated decision platforms that can handle cross-effects, data integration, and forward-looking optimisation. [22:07]

What You'll Learn

Why the RGM pillars create complexity unless they are treated as one system.
Ivan explains that pricing, promotions, and PPA cannot be planned independently because each decision changes the context for the others, and mix effects compound the complexity. [03:04]
How “wave one” changes the organisation by bringing scattered RGM responsibilities into one function.
The session lays out how pricing, promotion, and trade-related decisions have historically lived across marketing, sales, and finance, and what changes when companies integrate them under a dedicated RGM setup. [10:10]
Where RGM should be steered globally versus locally, and why the boundary is moving.
Ivan describes why pricing often stays country-specific, while PPA tends to globalise through supply chain logic and retailer dynamics, with promotions still largely local due to mechanics and regulation. [12:39]
Why the second wave is about integrated tooling, not more analysis.
Ingo shows how separate methods for pricing and PPA can produce conflicting recommendations, and why teams need platforms that account for cross-effects and interactions across levers. [25:08]
What the revenue manager role becomes when platforms replace manual case work.
The session argues the job shifts toward managing decision systems, cross-functional alignment, and data quality, while ad hoc analytics becomes less central to delivering impact. [35:41]

Meet the Speakers

Ingo Reinhardt

Co-founder and Managing Director at Buynomics

Before Buynomics, Ingo was a Senior Director with Simon-Kucher & Partners, a global leader in pricing. He holds a Ph.D. in Management from the University of Cologne and Master's degrees in Management and Mathematics. Ingo was a PostDoc at the University of Oxford and published in the Strategic Management Journal.

Ivan Tretyakov

Revenue Growth Lead, ex-Danone

Ivan brings over a decade of experience in RGM. Before joining Buynomics, he led RGM and commercial strategy at Danone, where he enhanced decision-making speed and expanded portfolio coverage. Ivan holds an MBA from IE Business School.

Session Highlights

RGM is five pillars, but the work breaks when the pillars are managed independently.
Ivan explains that pricing, promotions, and PPA overlap in practice, and treating them as separate streams creates contradictions and slows planning. [03:04]

Volatility, fragmentation, and retailer power are not edge cases anymore, they are the operating context.
Commodity price volatility, fragmented consumer preferences, retailer alliance pressure, private label growth, and tariffs are described as recurring pressures RGM must juggle, not occasional disruptions. [04:34]

The first transformation wave is organisational, integrating ownership that used to sit across functions.
The session outlines how companies move from siloed pricing and promotion work toward dedicated RGM functions, or at least integrated decision-making under shared governance. [11:08]

Global versus local steering is a strategic design choice, and retail alliances are changing the logic.
Ivan describes why local pricing control becomes harder when retailers benchmark prices across countries, while PPA often consolidates globally through supply chain economics. [13:16]

Modern RGM raises the premium on soft skills because impact depends on implementation.
Ivan argues the value is no longer only in producing analysis, but in convincing stakeholders and ensuring sales and other functions execute decisions day to day. [40:37]

The second wave is tooling integration, because separate models produce conflicting answers.
Ingo illustrates how price ladder logic can recommend a decrease while elasticity suggests an increase, and why a unified approach is needed to account for cross-effects and switching. [25:48]

Q&A

How do you drive central strategy while still getting local execution and compliance?
Ivan suggests central teams should define guidelines and playbooks, then offer a menu of options that local teams evaluate and choose from, especially in PPA. This avoids forcing a single answer while still steering outcomes consistently. [38:25]

Does modern RGM really require more soft skills, or is that only true early in the maturity curve?
Ivan agrees it is always a mix, but argues soft skills become more valuable because implementation is the real bottleneck. Producing a great plan is not enough if sales and other stakeholders do not execute it in day-to-day work. [40:17]

Which external factors matter most for pricing decisions in high inflation markets?
Ingo explains the impact depends on time horizon, with short-term preferences changing less than mid-term behaviour. He also notes factors closer to the category and competitive set tend to matter more than broader variables that influence purchasing power more slowly. [41:48]

What are the minimum requirements to build a successful RGM function?
Ivan recommends starting by identifying which levers drive the most value or pain in your market, then dedicating people to those levers first. From a tooling standpoint, he emphasises basic visibility and analytical capability as the minimum foundation since RGM is data-driven. [44:14]

Why do integrated platforms matter if teams already have multiple tools for each lever?
Ingo argues separate tools often give contradictory recommendations, and teams end up averaging outputs rather than making a coherent decision. Integrated platforms are positioned as a way to model cross-effects and make one joined-up set of choices across levers. [26:47]

How does the revenue manager role evolve once an integrated platform is in place?
The session suggests the role shifts from manual ad hoc analysis toward managing a decision system and enabling cross-functional execution. Data becomes more critical, while running one-off case studies becomes less central. [35:41]