Subscription price increases across several brands and regions

Problem

Price increases ran on an undocumented process that took months. Some of the knowledge had left with the people who once ran it, the documentation was scattered and out of date, and the list of active products wasn't complete, so some products were missed.

My role

I led product execution for subscription price increases across several streaming brands and regions. Finance and marketing set pricing strategy. I owned product readiness, the product inventory, and the process, and advised the strategy team on feasibility.

What I did

Identified the products for sale. I mapped the fields that store and database records share, then built a tool to standardize the data and flag products that fell outside a market or were legacy items. Every exclusion has a documented reason.
Saved the product list. The inventory is captured once and kept on file, so later increases start from it instead of rebuilding it.
Standardized the process. I documented it so another product manager can run it, and I wrote the training materials the team uses.
Shared the work. I coordinate a monetization team through regular calls and pre-built tickets. I also documented the process so the increases don't depend on any one person.
Learned store-specific rules. These include notice windows and regional currency, and I built them into the process.

The result

Increases that once took months now take about two weeks, and scoping takes days instead of weeks. Internal setup time has dropped, and the same product inventory supports license setup on the new platform. Development leadership recognized the work as a meaningful contribution to company growth.