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You do process design, systems work, or operational improvement, and it keeps running into the same wall: the financial data underneath is not good enough to support what you are recommending. That is the layer we build, and it is a co-delivery relationship rather than a reseller one.

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What do you deliver?

Tell us the engagements you run and where they hit the data. We will say where the line sits.

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Co-delivery, clear ownership linesNo reselling, no white-labelWe decline work that is yours
Where we fitOwnership linesTermsQuestions

Partners

Where the line usually sits.

These are the boundaries we hold in co-delivery, and stating them in advance is what stops the awkward conversation in month two.

Yours: process and change

Process design, operating model, org structure, and change management. We do process work only where it is a prerequisite to a system engagement, and we will hand it to you where you are already engaged.

Ours: the financial data layer

Integration, reconciliation, dimensional reporting, agentic automation, and the ledger. This is the part we will not subcontract.

Shared: diagnosis

A data diagnostic frequently produces findings that belong to your workstream rather than ours. We hand those over rather than expanding scope into them.

Yours: the client relationship

You keep it. We do not sell around a partner, and if a client later wants to work with us directly, that is their call and we will tell you.

Shared: requirements

Requirements derived from transactions rather than interviews is the single largest predictor of whether an implementation lands. That work is better done jointly.

Ours alone: policy and authority

Anything touching the policy engine, permission model, or agent authority stays with us at any price. Those constraints are what make the rest defensible.

Why we are strict about the lines

We have been called into forty-one stalled implementations, and roughly one in twelve failed primarily on partner capacity or turnover — the team that sold the project was not the team that delivered it, or rotated mid-way.

Co-delivery multiplies that risk unless ownership is explicit. So we write down which workstreams belong to whom before starting, and we do not take work that is genuinely yours even when a client asks us to.

The most common co-delivery failure is not disagreement. It is two firms each assuming the other owned something, discovered in month three.

What we will decline

  • Reselling. You cannot buy at a discount and mark up. A client pays published pricing whoever introduced them.
  • White-labelling. The product is presented as ours. Custom modules and portals carry the client’s brand, never a partner’s.
  • Subcontracting the platform work. We deliver the financial layer ourselves. That is the constraint that keeps quality predictable and it is also why we have no capacity buffer.
  • Work we would do badly. Manufacturing, warehouse management, and multi-country statutory compliance. If a client needs those, we will say so and name a competitor rather than attempt them.

Commercial terms

  • Referral: 10% of first-year subscription and 10% of initial professional services fees, paid quarterly once the client has paid us.
  • Co-delivery: negotiated per engagement, with each firm contracting directly with the client for its own scope. We do not subcontract to each other, because that puts one firm’s margin inside the other’s scope and it reliably goes wrong.
  • No volume tiers and no exclusivity in either direction. You should recommend competitors where they fit better, and we will keep doing the same.
  • Disclosure required. If you receive a referral fee, the client must be told.

What partnering does not get you

No preferential pricing for your clients, no roadmap influence, no reserved capacity, and no badge that implies we have vetted your delivery quality. We do not certify partners on referral, and a certification programme exists only for firms doing genuine co-delivery.

A partner page listing tiers and badges signals a channel built for the vendor’s benefit. What you get here is a straight commercial arrangement and a firm that will tell your client the truth, including when the truth is that they should not buy anything.

If you also advise on selection

Read our editorial policy first. We take no fees from any software vendor and we say publicly that most independent selection advisers take fees from vendors they recommend without adequate disclosure. Partnering with us carries a disclosure obligation to your client, and it is the one term we will not waive.

Questions

Common follow-ups.

Can we resell or white-label?
No to both. A client pays published pricing whoever introduced them, and the product is presented as ours.
Can we deliver the platform work ourselves?
No. We deliver the financial layer directly. That keeps quality predictable and it is also why we have no capacity buffer — a real limitation we state rather than hide.
How does co-delivery contract?
Each firm contracts directly with the client for its own scope. We do not subcontract to each other, because putting one firm’s margin inside the other’s scope reliably goes wrong.
Do we get preferential pricing?
No. No preferential pricing, roadmap influence, or reserved capacity. Tiers and badges signal a channel built for the vendor rather than the client.
What if our client needs manufacturing?
We will tell them to buy Acumatica or NetSuite. That is on our own industry page and it applies whether or not you introduced them.

Explicit lines, written before starting.

The most common co-delivery failure is two firms each assuming the other owned something. We write it down first.

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