No universal percentage.
Economics reflect the value contributed, level of exclusivity, margin profile, sales cycle, territory, capital deployed, delivery responsibility and strategic involvement. We use a family of structures and choose the one that aligns incentives best.
Sales, lead generation, business development, enterprise access, closing support.
A percentage of attributable collected revenue; deal-specific.
Cash investment.
Ownership percentage based on negotiated valuation and structure.
Cash plus commercial contribution.
Equity plus defined revenue participation or milestone economics.
Team, sales, growth, technology, business development, operations.
Negotiated equity tied to scope, milestones and ongoing contribution.
Both sides contribute assets, capital, IP, distribution, team or execution.
Shared ownership in a dedicated venture.
Commercial representation and route-to-market build-out.
Distribution margin, revenue share, exclusivity and/or territorial rights.
Cash, earn-out, seller rollover or mixed consideration.
Minority, majority or full ownership where there is strong strategic fit.
Attributable collected revenue — defined, protected and time-bound.
Rewarded for measurable value creation. Nothing else.
The partner company should feel that economics are tied to real outcomes, not generic consulting activity. Where equity or a JV is involved, vesting, milestones, dilution, governance and exit treatment are defined in formal agreements and reviewed by qualified advisers before execution.
Choosing the right structure.
Short answers to what founders ask most. Anything else, include it in your submission.
Revenue share, equity, joint ventures, distribution agreements and hybrids — selected for each opportunity.
It is agreed together after diligence, based on risk, commitment and where the value will be created.
Always. Every structure is documented and reviewed by legal, tax and regulatory advisers in the relevant jurisdiction before execution.
Bring the opportunity.
Let's explore what we can build together.
Strong product. Weak sales? Proven business. Difficult expansion? If there is a real commercial fit, we can work together through sales partnerships, market expansion, strategic partnerships, distribution or investment.