For CFOs, pricing leaders, and sales leaders at distributors and manufacturers whose product crosses a border.
Duty, freight, brokerage, and exchange rates all move on their own clocks. Your price list moves on a slower one. The difference between the two is margin, and on most cross-border books nobody is tracking it SKU by SKU or account by account.
In 45 minutes, Shafohi Alamgir and Ali Hasham walk through the five places cross border margin leaks, how to measure each one with data you already have, and how to put it in the EBITDA terms your 2027 plan will be judged on.
Shafohi has spent 22 years running pricing inside industrial distribution and manufacturing, at AG Growth International, Molex, and Wesco. Ali has spent 25+ years building commercial teams at WESCO, TruckPro, and Motion Industries. One finds where margin leaks. The other makes sure the fix reaches the invoice and holds.
.webp)
.webp)
.webp)
.webp)
.webp)
Most relevant if you have plants or entities outside the US, or product or components that cross a border on the way to your customer.
.svg)
You think in gross profit dollars, not revenue. See where cross border margin goes between landed cost and pocket price, and how to size it before 2027 budgets lock.
.svg)
You own the response to a cost change. Leave with four ways to measure it: cost lag, pass-through realization, qualification capture, and pocket price dispersion.
.svg)
Your team carries every increase to the customer. See where an approved increase gets lost between the announcement and the invoice.
.svg)
You hold businesses with cross border exposure. Take away the questions to ask every portfolio company about cross border pricing.
Your true cost changes before your pricing system sees it, so prices are set from an outdated base.
A favorable duty position, for example under USMCA, gets passed through by cost-plus formulas without anyone deciding to give it away.
An approved increase only partly survives seller discretion, negotiation, timing, credits, and rebates.
You hold businesses with cross border exposure. Take away the questions to ask every portfolio company about cross border pricing.
Similar customers pay very different net prices that economics, service, or strategy can't explain.
Most distributors are not under-earning. They are leaking margin.
Step 1
Step 2
Step 3
Step 4
Step 5
Step 6
Every handoff between the first step and the last is days of exposed margin. On October 22 we'll ask the room this question live and show how your peers answered. If you can't answer it by product family today, that's the first number to find.
Answer When You Register ↑
Answer When You Register ↑
This is a working session for finance, pricing, and sales leaders who want to see their own exposure before the 2027 plan locks.
.png)
A simple way to measure the days from a landed cost change to the invoice, by product family, using data already in your ERP.
.svg)
Which of the five your team can quantify today, and which no one is tracking.
.svg)
Cost lag, pass-through realization, qualification capture, and pocket price dispersion, explained in plain terms.
.svg)
How a few basis points of realized margin show up in EBITDA, and why each new EBITDA dollar is worth about eight at exit at a typical ~8x multiple.
.svg)
Score your own cross border pricing controls during the session and know where to start.
Closing the gap takes both seats. Pricing finds where margin leaks and how much of it is justified. Commercial execution makes sure the fix reaches the customer and holds.
.png)
Shafohi has spent 22 years running pricing inside industrial distribution and manufacturing, at AG Growth International, Molex, and Wesco. She built a pricing and revenue management function from scratch across a $1.5B portfolio, delivering $15M to $20M in annual EBITDA improvement three years running. At Molex she drove $100M in profit improvement across a $6B global portfolio, and at Wesco Distribution she ran pricing across 33 branches. She is a Certified Pricing Professional and Prosci certified in change management.
.png)
Ali has spent 26 years in B2B distribution, at WESCO International, TruckPro, and Motion Industries. He built Motion Industries' first outbound inside sales team, grew it to 90 sellers, and has built inside sales across hundreds of branches. At Revenue Optics he advises distributors, industrial companies, and PE-backed businesses on commercial execution.
