Sulphur · Scale & Capital
Partnerships, channels and deals — the revenue that keeps compounding after you stop paying for clicks.
Most founder-led companies have exactly one working channel, and it is usually paid. That is fine until the auction gets expensive, the account gets restricted, or the market you want next does not respond to the same playbook.
Business development is the answer, and it is also the thing founders defer longest — because it has no dashboard, the feedback loop is months not days, and it is uncomfortable in a way performance marketing is not.
Which partners actually move revenue for a company your size, what you can credibly offer them, and what the deal has to look like for both sides to keep it. We would rather find you three partners who deliver than a page of logos that do not.
Resellers, integrators, marketplaces, referral networks — the routes to market that are not an ad account. We map which ones fit your margin and your delivery capacity, then build the first ones with you.
A named list, a reason to be writing, and a sequence a senior person would actually answer. Volume is the last lever we pull, not the first.
Entering a country or a segment where nobody knows you. Positioning for that market, the first partners, the local proof you need, and an honest read on what it will cost before you commit.
Pricing, commercial terms, the pitch and the room. We sit in the meetings that matter rather than handing over a document and wishing you luck.
Where revenue comes from today, what it costs, and which of those routes has room left. We find out whether the constraint is demand, delivery or price.
The routes worth building, written down with the offer, the terms and the economics for each side.
First partners signed, first sequences running, first deals worked with us in the room.
Handover: a pipeline your team runs, terms they can negotiate, and partners who stay after we leave.
An outsourced SDR runs volume against a script you supply. We work upstream of that: deciding which routes to market are worth building, what the offer and terms have to be, and proving the first ones ourselves. Once it works, your team runs it — we are not trying to become a permanent line item.
Usually alongside. A good salesperson closes what reaches them; business development decides what should be reaching them and from where. If your pipeline is thin rather than badly converted, the problem is upstream of your salesperson and hiring another one will not fix it.
Partnerships and channels are slower than ads by nature — first signed partners typically land in the first quarter, meaningful revenue in the second or third. If you need revenue this month, paid acquisition is the honest answer and we will tell you so.
Sometimes. We are candid about where we have real networks and where we would be starting cold like anyone else. Where we lack the network we say so and price the discovery work accordingly, rather than charging you to learn.
If you are down to one channel and it is getting more expensive, that is the conversation.