Overview
You own pricing strategy and deal approval processes for Uber's enterprise products across rides, delivery, and freight. This means building pricing models that balance competitiveness with margin targets, reviewing custom deal requests from sales teams, and analyzing pricing performance across segments. You work with sales, finance, product, and legal to structure deals that move fast without breaking margin guardrails.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Pricing Strategy & Deal Desk Operations |
| Sales Motion | Supporting B2B sales across multiple product lines |
| Deal Complexity | Enterprise - complex contract structures, custom pricing |
| Sales Cycle | Supporting deals from 1 month to 6+ months |
| Deal Size | $50K to $5M+ annual contracts |
| Quota (est.) | No direct quota - measured on deal velocity, margin protection, pricing model accuracy |
Company Context
Stage: Public company (IPO 2019)
Size: 149,401 employees globally
Growth: Mature business scaling B2B segments; rebuilding rev ops with AI-first approach
Market Position: Category leader in rides/delivery consumer, expanding enterprise footprint in corporate mobility, food programs, and freight
GTM Reality
Your Role in the GTM Motion:
- Sales teams bring you deals that fall outside standard pricing bands (60% of your volume)
- Product teams need pricing models for new features or market expansions (20%)
- Finance escalates margin concerns or asks for profitability analysis (20%)
Cross-Functional Dependencies:
- Sales: You're their blocker or enabler - they need fast approvals but you protect margin
- Finance: You need their buy-in on discount thresholds and margin targets
- Legal: Every non-standard term needs legal review, which slows things down
- Product: Pricing changes require product and engineering work, which has long lead times
Competitive Landscape
Main Competitors:
- Rides/Corporate: Lyft Business, local ride-share players in international markets
- Eats/Corporate: DoorDash for Work, ezCater, Grubhub Corporate
- Freight: C.H. Robinson, Convoy, traditional freight brokers
Pricing Pressure Points:
- Enterprises negotiate hard and use competitors for leverage
- Volume discounts expected but margin floors are strict
- Multi-product bundling adds complexity (Rides + Eats + Freight)
Common Deal Blockers:
- Custom payment terms (Net 60, Net 90)
- Data privacy requirements in enterprise contracts
- Integration requirements with client expense systems
What You'll Actually Do
Time Breakdown
Deal Reviews (35%) | Pricing Analysis (30%) | Model Building (20%) | Internal Meetings (15%)
Key Activities
- Deal Desk Requests: Review 5-10 custom pricing requests per day from sales teams. Check if discounts fit within approval bands, calculate margin impact, escalate to senior leadership if outside thresholds. Most need turnaround within 24-48 hours.
- Pricing Model Development: Build and maintain pricing calculators for different segments (SMB, mid-market, enterprise) and geographies. Update models quarterly based on competitive intel and margin performance. Requires SQL for data pulls and Excel/Sheets for modeling.
- Performance Analysis: Weekly reports on pricing performance - what's selling at what margin, where we're losing deals on price, where we're leaving money on the table. Monthly deep-dives by segment or region.
- Cross-Functional Alignment: Meetings with sales ops (are we approving deals too slowly?), finance (are we hitting margin targets?), product (how should we price this new feature?), legal (can we approve this contract term?).
The Honest Reality
What's Hard
- You're the Bottleneck: Sales teams are frustrated when you slow down deals, but finance will roast you if margins slip. You're always the bad guy to someone.
- Complexity at Scale: Uber has dozens of products, hundreds of pricing variables (geography, volume tiers, product mix), and thousands of custom contracts. Nothing is simple.
- Incomplete Data: Sales teams don't always give you the full picture. You're making pricing calls with partial information about competitive dynamics or client budget.
- Manual Process: Despite the AI-first vision, a lot of deal desk work is still reviewing contracts in Google Docs and manually calculating margin in spreadsheets. Systems are being rebuilt but it's not there yet.
- Global Coordination: A pricing decision in San Francisco affects sales teams in São Paulo and Sydney. Time zones make alignment slow.
What Success Looks Like
- Average deal approval time under 36 hours (currently longer in many cases)
- Maintaining margin targets while keeping sales velocity high
- Building pricing models that reduce custom deal volume by 20-30%
- Catching margin-eroding patterns before they become systemic problems
Who You're Supporting
Primary Stakeholders:
- Account Executives selling Uber for Business (corporate rides/eats programs)
- Enterprise sales teams closing large freight accounts
- Sales leadership who need pricing strategy guidance
What They Care About:
- Sales: Speed of approval, flexibility to win deals, clarity on what's possible
- Finance: Margin protection, revenue predictability, pricing discipline
- Product: Market feedback on pricing, data to inform feature prioritization
Requirements
- 3-5 years in pricing, deal desk, revenue operations, or FP&A roles
- Strong Excel/Google Sheets modeling skills (pivot tables, lookups, financial formulas)
- SQL ability to pull and analyze data from Salesforce, data warehouses
- Experience with B2B SaaS or marketplace pricing models
- Comfortable saying no to sales teams with data-backed reasoning
- Ability to work across time zones (calls with Amsterdam, LATAM, APAC teams)
- Understanding of contract terms, payment structures, margin analysis
- Bachelor's degree in business, finance, economics, or related field