Quick Answer
In a revenue-share acquisition partnership, one party funds and operates demand generation and sales while the other fulfills the work, and compensation is calculated from revenue that was actually completed and collected. The mechanics depend on accurate attribution and a shared definition of what counts.
Start with what counts
Before percentages, both sides need a shared definition of an attributable customer: an opportunity created by the acquisition system, closed through it, fulfilled by the operating partner and paid for by the customer.
Ambiguity here is what damages most revenue-share arrangements. Clear rules about existing customers, repeat work and referrals prevent disputes later.
The pipeline is the accounting system
Every opportunity carries its source. Stages move from inquiry through closed, scheduled, completed and collected. Compensation is calculated at the collected stage, not the closed stage, which keeps both parties focused on real outcomes.
Cancellations and adjustments
Jobs cancel, scopes shrink and customers occasionally do not pay. A workable agreement defines how those are handled rather than pretending they do not happen.
Why structures differ
A category with a two-thousand-dollar average job and sixty percent margins supports a very different structure than one with a two-hundred-dollar ticket and thin margins. Furlan Systems does not publish a universal percentage because a single number could not be honest across industries.
How Furlan Systems applies this
We fund and operate this work directly: capital, advertising, technology, follow-up, sales and closing. Operating partners provide capacity, operations, fulfillment and customer experience.