We're paid a quarter of what we add. Here is exactly how that's counted.

A paid diagnosis. $2,000.

You show us everything you're doing and everything you've already tried. We come back with a written plan: what's capping the business, in what order to fix it, and what each fix is worth. The plan is yours to keep and use, with us or without us.

We've never sold a partnership to someone we hadn't worked with first, and we don't intend to start.

The line you're already on.

Before anything starts we agree one number, from your payment processor's own records rather than a spreadsheet. We lock it before any work begins, because a baseline can't be measured after the fact.

• Your last three months as the working figure, checked against the last twelve month by month. If those disagree, we talk about why before anyone signs.
• Unusual months are flattened. A launch that tripled one month doesn't get to set a line your normal months can't clear — and it doesn't get ignored either.
• Cash collected, after refunds. Not invoiced, not contracted, not booked.
• Anything excluded is written into an exhibit attached to the agreement, by name, before signing.
• Once set it doesn't move. Not when the business grows, not at renewal, not in year three.

Everything above the line. No carve-outs.

It works this way because the changes don't stay in their lane. A change to the marketing moves the money on an offer you already had. Work on how the owner runs the business decides whether deals close at all.

A real example. We taught one partner a better way to run his low-ticket calls — calls he takes himself, with no salesperson anywhere near them. He now closes $10,000 deals off them regularly. Nobody on the sales floor closed those. They also wouldn't have happened.

We've run the other version, where a share is taken on one product line only, and it was a mistake in both directions. It made us argue about which sale belonged to whom, and it meant work that grew a different part of the business was work we weren't paid for.

Cash that arrived and stayed.

Refunds

If a sale we were paid on comes back, our share credits back against your next month — proportionally, with no time limit and no argument about fault

Chargebacks

Treated the same way. The share follows the cash, in both directions

Failed payments

A payment plan counts as the instalments actually collect, never at its contracted total

Not revenue

Transfers between your own accounts, loans, deposits — anything that isn't a customer paying you

After the money lands.

We invoice on cash that is already in your account. Never on a signature, a contract value or a projection. You see the same figures we do, from the same source, every week, so no invoice should ever contain a surprise.

Then we are not paid.

No growth in a month means no invoice for that month. If the business dips below the baseline you owe nothing, and nothing accrues to be collected later. A bad month isn't carried forward and clawed back out of a good one — each month is settled on its own and then closed. And if the business dips and climbs back, we aren't paid twice for the same ground.

People assume this part is marketing language. It isn't — it's the only way we're paid at all, which is why we turn down businesses we don't think we can grow.

Your team and your tools are yours.

We should be straight about this, because it's a real cost and most firms bury it. The sales floor, the coaches, the software, designers, editors and any ad budget are paid for out of the business, not by us. We don't mark any of it up and we don't take a cut of it.

It also means that on the day this ends, none of it leaves with us.

One source, and you hold it.

Every figure comes from your payment processor, in your account, which you control and we only read. We never calculate your revenue — your processor does. If a number is in question, we both open the same export and the export decides.

Designed to be leavable, built to stay.

There is no fixed term. We are not building something to hand over and walk away from, so we don't put an end date on it, and we don't lock you into one either.

On our side, we will raise ending it ourselves in three situations, and we'll say so out loud rather than drifting: if the business has been off track long enough that we don't think we're the right people to fix it, if the terms have been broken and not put right, or if something happens that neither of us should work around.

On your side, you can end it whenever you like. The accounts are already in your name. What we'd hand back is the sales floor — the people, the scripts and the standards — and access to everything is closed out inside a day.