About – Jake Lee
I help teams make pricing and product decisions that hold up in the room where they actually need to defend them.
Most of the time, I’m working with clients who have already tried using research to get some guidance – with mixed results. What they need is a way forward. They already know the analysis doesn’t speak for itself, and that best practices rarely survive real-world pressure.
I’ve been accused of seeing around corners, but I’ve just been around the block enough times to know where things fall apart. I’ve felt the pain when the method delivered a beautiful output and the strategy still didn’t go anywhere.
Before I founded Red Analytics, I spent years building models inside other firms. A lot of that work was technically right but didn’t lead to decisions. I wanted to do it differently. Cleaner. Closer to the decision. Built for what actually happens after the deck is presented and the room gets quiet.
Over time, I’ve learned the painful limits of even good analysis.
In the early days, I was asked what price point my model recommended and I hated the answer. It took years to understand why price sensitivity was wrong, and how fragile the rest of the model becomes when that happens.
I spent even longer rethinking how we build these models at all. Learning new tools that no client ever asked for, just to give myself the flexibility to adapt when the legacy approach couldn’t.
And even then, something was missing. I noticed clients still hesitated to act. That’s when I realized: the answer isn’t enough. The team needs clarity – the kind that lets them have the right debate, with the right trade-offs visible, so they can commit.
That shift changed everything.