A growth partner who is paid when the numbers move

A partnership is a two-sided decision

You are choosing a partner, and the partner is choosing you. That sounds like a sales line, but it is the practical core of a results-based arrangement: if the business can't be measured, or can't handle more customers, Ali's time produces nothing either of you can count.

So the program is selective by design. We look for three things before talking about terms:

• A business people already buy from. The program grows something that works; it doesn't test whether an idea has a market.
• A way to count results. Sales, booked jobs, signed contracts, qualified enquiries: something that lands in a record both partners can read.
• Room to grow. If your calendar is full until spring, more demand only creates a waiting list.

If any of those is missing, we will say so in the first conversation and suggest a better route. The readiness review is how we check them properly.

What the program is, and what it isn't

The program is described in four facts, and we don't stretch them. It is performance-based. Ali invests time upfront. He is paid on measurable results. Partnerships are limited.

Everything else, including what counts as a result, how payment is calculated, how long the arrangement lasts and how either side can end it, is agreed for your business and written into the agreement. We don't publish a revenue share, a minimum or a standard term, because a percentage that suits a software firm with high margins would be wrong for a distributor running on thin ones.

It also isn't financing. What Ali puts in at the start is his time and experience. If you need capital, a loan or a shareholder, talk to a licensed adviser; we provide business and marketing consulting, not legal, tax, lending or securities advice. The program page goes through the structure in more detail.

Why measurement comes before any talk of payment

A results-based deal is only as fair as the baseline it starts from. Here is a short exercise with illustrative numbers. Replace them with your own.

Now suppose the same months last year were unusually strong because a competitor closed. If that isn't recognised, the baseline is inflated and real progress looks like failure. If last year was unusually weak, the opposite happens and ordinary recovery looks like growth. Neither outcome is fair to anyone.

That is why every partnership begins with a shared growth scorecard: one agreed set of numbers, kept in your systems, read the same way by both sides every month. Our guide to building a baseline you can trust walks through the method.

Proof from our HVAC work

Our published case studies come from heating and cooling companies, because that is where the group's portfolio was built. They are results from our HVAC work, offered as evidence of a method, not as a forecast for your industry.

• At CombiBoiler.ca, the work returned 300% ROI alongside 300+ monthly leads.
• HVACDeal.ca produced 500+ leads at a 12:1 ROI.
• BCWide.ca saw 3× leads in 90 days.

What transfers to other sectors is the discipline behind those numbers: decide what a result is, record it in one place, and then work on the few things that move it. The results page explains what each case does and doesn't show.

Across Canada, from one desk in Vancouver

The program is open to businesses in every province and territory. We've written a page for each region on what changes there: the provincial business registry where your agreement's legal names can be checked, the privacy law that governs any customer data you share, language rules in Quebec and Nunavut, and how seasons distort baselines. Start with the areas overview, or go straight to British Columbia, Ontario or Quebec.

Ali also leads the consulting practice at Sedighi.ca, and the group's broader advisory services are listed at BusinessConsulting.ca.

If a partnership isn't the right shape

Plenty of good businesses aren't a fit for performance pay, and that's no judgment on them. A start-up still searching for its first customers, a firm without clean sales records, or an owner who simply prefers a known cost may do better with hourly advice, a defined project or a monthly retainer. Those options have published price ranges on our pricing page and are described on the consulting options page.

To start, call or text (604) 632-4959 or email Ali@Sedighi.ca. Tell us what you sell, which province you're in, and roughly what a new customer is worth to you. We usually reply within one business day.