Lydia Di Liello, CEO & Founder of Capital Pricing Consultants, shares how and why she started a company to help manufacturers properly price their products. Danny: Hey, so, let's jump in today's episode. I have Lydia Di Liello, who is the CEO and founder of Capital Pricing Consultants. Lydia, thank you so much for joining me today on IndustrialSage. Lydia: Thanks for having me Danny. I'm looking forward to the conversation. Danny: I'm looking forward to it as well. So, for those who aren't familiar with you and Capital Pricing Consultants, can you just give us a little bit of a high level overview of who you are and what you do? Lydia: All right. So, as you said, Lydia Di Liello, I have owned Capital Pricing Consultants for the last five years. I have been in the revenue management and pricing sector for the last 25 years. So, I spent my time as an executive for most of that time, working in the space and then decided to go out on my own to really help other companies relative to the size of pricing and making money on sustaining profit. Danny: So, it's interesting. So, the science of pricing is– Well, there's obviously a whole psychology and, as you mentioned, science. It's very interesting. So, I'm excited to kind of dive into that in a little bit, but before we get into that, I'd like to know a little bit more about you, about your story, your journey. So, you said you started the business, but take me back. How did you get into this space? What did that first job look like? Tell me those details. I want to hear some stories. Lydia: So, my story's a little odd, Danny, in that I had graduated with my MBA, just coming out of school. So, I'm from the North East, Cleveland area, and General Motors, 25 years ago, was a huge employer. They actually had a lottery. In our town, if you worked for General Motors, you got a lottery ticket, and if you were chosen, you could appoint anyone you wanted who could pass the drug screening and the interview to come and work for General Motors. My brother-in-law hit the lottery, as they say. So, I went in, but the caveat was you had to work on the line second shift. I'm not much of a second shift kind of girl, but I survived it. Worked nine months actually on the line making harnesses for General Motors, and it was a wonderful learning experience. But, after nine months, I was able to post for any jobs that were in the office. So, I posted for absolutely everything in sight because I wanted off second shifts. Going to work at three and finishing at one in the morning, just not really my style. So, by chance, I started working in competitive intelligence in the GM offices. At that point, we were part of Packard Electric, one of their divisions. We really from that point, my career grew within General Motors up through the Head of Pricing for that division for Packard Electric, and then after 11 years and we actually wrote software as part of the role. I was with them for 10 years. I often joke that if I had only trademarked that software then, I'd be on a little island somewhere now, because a lot of the concepts that another pricing person and myself wrote are being used today, relative to conceptually what was important and how to manage prices. So, that was successful. From there, I spent one year on the dark side relative to– I went into supply chain management. So, I always joke with pricing people, I went to the dark side, and with the supply chain people, I tell them, I spent 10 years on the other dark side, but it's a lot of fun because you see both sides of the table, right? You learn what each group needs and wants. Danny: Absolutely. Lydia: From there then, I was quartered away to create a pricing department ground up for a custom pl...