REVENUE STRATEGY & LEADERSHIP

Illustration: Morning Brew Inc., Photos: Adobe Stock

Pricing decisions can come from many places in an organization—the CEO, CFO—or they can even be influenced by product professionals. In the hands of the CRO, pricing can be used, predictably, as a revenue generator—at least that’s what happened at The Magnum Ice Cream Company.

The brand uses pricing to drive revenue in a way that (hopefully) lasts. Assisted by performance marketing company Ibotta, the brand, which houses Good Humor, Ben & Jerry’s, Magnum, Klondike, Talenti, and Breyers, said that it saw a 104% increase in incremental sales compared to last year’s promotional campaign.

Database-ics

Chris Riedy, CRO at Ibotta, is often looking from his revenue organization and into another. When doing so, he is adamant about the value of data. His team has 14 years of sales data that allows them to see trends and challenges relating to pricing and velocity inside of various categories.

When working with Magnum, it was about making an educated bet on the right offer.

“If Magnum all of a sudden is like, ‘Whoa, we’re under way more pressure. We need to move more units than we thought. Without all of that corpus of data to do the analysis, the closed loop measurement, the ability to optimize on the fly, you’re back in the paper coupon world,” Riedy said.

Despite the flexibility that an effective pricing and promotions approach can bring, Riedy and his team work with companies to weather changes.

“We’re in this moment right now where we are focused intently on evolving promotions, and our North Star is proving the incremental impact of the promotion,” Riedy told Revenue Brew.

Pricing power

The ice cream segment is highly seasonal, and cooler months like January are often slow periods. Magnum routinely tests different types of pricing and deals to accommodate for such fluctuating demand.

Read how pricing is becoming a key question for the rev org.—BS

      

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REVENUE STRATEGY & LEADERSHIP

Phil Moon, Adam Carr

While not a traditional component of the average go-to-market team, the partnership between a CRO and CFO is crucial to sustainable growth for any business. Docusign CRO Paula Hansen labeled it as “mission critical” to the success of an organization.

It seems AI-powered sales intelligence platform Apollo agrees. The company recently hired Phil Moon to take on the CFO role after working at companies like Homebase and Grove Collaborative.

Moon joined Apollo’s CRO Adam Carr—who has been at the company since March 2025—to sit down with Revenue Brew to discuss how they’ll work together to drive Apollo’s GTM strategy.

This interview has been edited and condensed for clarity.

Phil, why did you want to join Apollo as CFO and how are you leveraging your background?

Phil Moon: The first half [of my career] was in financial services. I did investment banking and then a couple investing roles. They were really great training grounds for me, but they just weren’t fulfilling. They didn’t hit the spot that I was looking for in terms of personal enrichment of my life. The second half of my career is my focus on operating roles at companies that have primarily focused on SMB and consumer. The reason why that’s important for me is I need to feel like I’m doing some good in the world and I think economic empowerment of small businesses is a really noble cause. It’s really tough to compete with the big guys and it’s worth trying really hard to level the playing field.

Read how Apollo strikes a balance between human-led and AI tools.—LI

      

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STORES

Ingrid & Isabel

While some retail founders have opted for venture-backed growth, Ingrid & Isabel Founder and CEO Ingrid Carney believes there’s still room for a slower path.

The maternity clothing brand—which Carney launched in 2003 after inventing the Bellaband, the brand’s best-selling pregnancy accessory—has grown into the largest maternity label by retail sales in the US without taking venture-capital or private-equity funding, according to the company.

Per Carney, she never entered the business with a hard rule against raising outside capital. “I didn’t go into this saying, ‘I’m not going to raise money,’” she told Retail Brew. “I went into this saying, ‘Should I raise money or can I do it on my own?’”

After working at multiple startups, including VC-backed businesses, Carney ultimately decided she wanted greater control over the company’s direction. “I saw the pros and cons of that,” she said. “So for this company…I wanted to determine the path rather than have a board determine it for me.”

That decision shaped not only the company’s ownership structure, but also how it approached growth. While many consumer startups chased aggressive expansion over the past two decades, Ingrid & Isabel focused on profitability and operating “within its means,” Carney said.

“I learned very early on what cash flow and profitability are, and that they’re not the same thing, and that in order to continue funding this myself, I have to be profitable now,” she explained. “If that means I can’t open 10 stores, then I don’t open 10 stores. If it means that in this year I can only make three leggings and not 10, then I only make three leggings.”

The approach also contrasts with a consumer startup model that for years rewarded quick growth, which often meant large amounts of outside capital.

Read how the retail environment has changed for founders.—JS

      

active pipeline

Stat: 1,800%. That’s how much Samsung’s operating profit is expected to increase YoY this quarter, though shares slumped over AI spending concerns. (CNBC)

Quote: “Our business today is not healthy. We must reset Xbox.”—CEO Asha Sharma following the announcement Xbox will lay off 20% of staff over the next year (Bloomberg)

Read: Taylor Swift’s wedding became a marketing moment for brands big and small. (the New York Times)

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