James Pigott

Frequently engaged in complex or post-acquisition environments where commercial performance has drifted and pricing, product structures and revenue models have become misaligned. Operates at executive level to reset commercial logic across £1bn+ businesses, restoring clarity, improving margin and re-establishing control over revenue performance. Work typically involves resolving complex commercial challenges across pricing, customer agreements and product structures, often including legacy deals, bespoke terms and large, fragmented portfolios and translating these into scalable operating models that support both control and growth.

Commercial Lead - Commercial Proposition | Investment Platform | Operating Model at Residence Index UK (2024-09 – 2026-03)

Built the UK commercial operation for a Turkish property brand from the ground up, establishing the commercial model, initial projects, systems and go-to-market strategy.

• Defined the investment proposition and pricing approach, aligning product offering with UK investor expectations and risk appetite to enable conversion.
• Created and scaled the sales and outreach capability, establishing pipeline generation and delivering initial transactions.
• Developed commercial and investment cases supporting multi-million-pound development and funding decisions across supported living and residential assets.

Commercial Transformation Lead | Pricing Governance | Portfolio Realignment at Viasat / Inmarsat (2023-05 – 2024-08)

Reset a stalled commercial transformation initiative following the Viasat–Inmarsat integration, where pricing, product and deal structures were no longer aligned.

• Rationalised a fragmented product portfolio by defining a plan to reduce 2,000+ SKUs, migrate customers, and exit non-viable products. Established the commercial logic for CPQ and implemented a unified product taxonomy across both operating companies using LeanIX.
• Designed the commercial Target Operating Model for the integrated business, restructuring product organisation and accountability across aviation, maritime and land segments, removing duplication and aligning teams across a £1bn+ global revenue base.

Programme Director - Commercial Transformation | Revenue Model | Pricing Governance at LSEG / Refinitiv (2022-04 – 2023-05)

Brought in following LSEG's £20bn acquisition of Refinitiv to define and stabilise the commercial model during a high-risk platform and operating model transition, safeguarding a £5bn+ global revenue base.

• Led pricing and commercial governance across complex B2B institutional contracts ranging from £500 to £100m+, managing layered legacy agreements, add-ons and bespoke deal structures during migration.
• Defined and executed the commercial migration strategy, transitioning ~80% of customers to standardised products while ringfencing the largest institutional accounts, limiting revenue downside to a few £m while establishing a scalable pricing and packaging model.
• Defined the global commercial operating model, simplifying quoting and deal structures while establishing consistent pricing and governance across multiple legacy businesses.

Commercial Strategy | Investment Case | Operating Model at Currys (via Mindtree) (2021-12 – 2022-04)

Developed the commercial investment case for transforming Currys' UK retail and service model, securing executive approval for a multi-year programme.

• Quantified revenue uplift, cost-to-serve reduction and conversion improvement, linking commercial capability to tangible financial outcomes across sales and service channels.
• Defined the target operating model across retail, service, warranty and aftersales, aligning customer journey, commercial policy and operational delivery.

Enterprise Commercial Strategy | Pricing Transformation | Portfolio Simplification at Telefonica O2 (2014-04 – 2021-02)

Led commercial strategy for B2B roaming and enterprise propositions across a £1bn+ revenue portfolio during a period of major regulatory change.

• Redesigned roaming propositions in response to EU "Roam Like Home", delivering £25m+ incremental annual revenue and £7m margin improvement through new pricing structures and wholesale renegotiation.
• Simplified a highly fragmented product portfolio by rationalising 3,000+ tariffs and introducing modular pricing structures, improving scalability while maintaining flexibility for large clients.
• Migrated 4,000+ enterprise customers from bespoke contracts to a unified commercial model, strengthening pricing governance, consistency and control.
• Reduced enterprise onboarding timelines from months to weeks by standardising commercial structures and simplifying delivery.

Channel Strategy | Commercial Policy | Pricing Governance at EE - T-Mobile / Orange integration (2010-09 – 2012-04)

Brought in during the T-Mobile / Orange integration to align two separate commercial models, eliminating cross-brand arbitrage and establishing a unified pricing and discounting framework across dealer and partner channels.

• Defined a structured pricing "rulebook" governing discounting by deal size, value and strategic importance, restoring commercial control while supporting flexibility for large and complex agreements.
• Established a commercial deal desk to manage non-standard pricing and contractual terms by exception, reducing decision turnaround from 1–2 weeks to under 24 hours while improving governance and consistency.
• Introduced tighter controls across discounting, commissions and approvals, improving pricing discipline, sales conversion and partner retention.
• Re-engaged to redesign franchise governance across EE retail stores, identifying £1m+ in unpaid fees and increasing annual franchise income by £500k+.

Channel Strategy | Commercial Policy | Pricing Governance at EE - T-Mobile / Orange integration (2013-10 – 2013-03)

Strategic Sales & Marketing Consultant at Vodafone (Qatar) (2013 – 2014)

Assistant Director, Transformation Office at Ooredoo Group (2013)

Commercial Strategy, B2B and Consumer at Vodafone EMEA (2006 – 2010)

MBA