The Growth Partner Program is a different way to pay for growth work. Instead of a monthly invoice for hours, Ali Sedighi invests his time upfront and is paid on measurable results. The terms are custom, written for your business, and agreed before work starts. Partnerships are limited, and the program only makes sense where results can be counted honestly.
What the program is, in plain terms
It is a consulting arrangement in which the consultant shares the risk of the work not paying off. You don't pay for effort; payment follows results that both sides agreed to measure in advance.
That sounds simple, and the idea is. The detail is in the definitions. "More sales" is not a measure. "New customers recorded in the sales log, with an enquiry source, compared against the agreed baseline period" is closer to one. Most of the upfront time goes into getting that definition right for your business.
Four things are fixed for every partnership:
- it is performance-based
- Ali puts his time in first
- payment is tied to measurable results
- the terms are custom and written
Everything else, including how payment is calculated, is decided per partnership. We don't publish percentages or revenue shares because there aren't any standard ones.
Who it's for
It's for established Ontario businesses with a proven offer, a way to count results and room to grow. Industry matters less than the following conditions:
- You already sell something people buy. The program grows demand; it doesn't test whether demand exists.
- You can count new customers. Through a sales log, a CRM, invoices or booked appointments.
- You have capacity. If your team is already turning work away, more enquiries won't help until that changes.
- You'll share numbers. Performance pay depends on open books for the measures involved.
- You want a partner, not a vendor. Decisions are made together, based on what the numbers show.
A Kitchener manufacturer selling to other businesses, a family-run Oakville clinic and a Durham trades company could all qualify. So could plenty of others. If the conditions aren't met, the fit assessment will say so and explain what to fix.
What's included
The upfront work, the plan and the growth activity tied to the agreed measure. In a typical partnership, that means:
- Diagnosis. Your numbers, customer sources, sales process and competitors.
- Baseline. An agreed starting point from your own records, so growth can be measured against something real.
- Measurement. Whatever tracking is needed, from the results measurement setup.
- Plan. The specific growth work most likely to move the measure.
- Review rhythm. Regular check-ins on the numbers, with changes made when something isn't working.
Costs outside Ali's time, such as advertising budgets paid directly to Google or a website rebuild, are dealt with in the written terms. Don't assume they are included or excluded; ask, and expect a written answer.
Timeline
Expect a few weeks of groundwork before growth activity begins, and results that follow your sales cycle. A business that closes sales the same week an enquiry arrives will see movement sooner than one with a three-month buying cycle.
| Phase | What happens |
|---|---|
| First conversation | Free, no obligation; we check the basic fit |
| Assessment | Numbers, sources and process reviewed |
| Terms | Baseline, measure, payment, term and exit written down |
| Groundwork | Tracking set up, plan agreed |
| Growth work | Activity starts, reviewed against the measure |
We won't put a promised date on results. The terms will say how long the arrangement runs and how it is reviewed.
How results are measured
Against a baseline from your own records, using a source both sides can check. The written terms name the measure, where the record lives, who maintains it and how disputes about a record are settled.
Seasonality matters in Ontario. A landscaping or heating business has very different winters and summers, so a fair baseline compares like with like rather than a slow February against a busy June. The guide on reading a performance agreement walks through these points one by one.
Mistakes to avoid
Most failed performance deals fail on definitions, not effort. Watch for these:
- Vague measures. "Growth" or "more leads" invites arguments later.
- No baseline. Without a starting point, any number can be called a result.
- Ignoring capacity. Results you can't deliver on hurt your reputation.
- No exit. Both sides need a clear, fair way to end the arrangement.
- Skipping your own advisers. Have a lawyer and accountant read the terms.
To ask whether a place is open, call or text (604) 632-4959 or email Ali@Sedighi.ca. You can compare this with the published fixed-fee ranges on the pricing page.
Frequently asked questions
What percentage of revenue do you take?
There is no standard percentage or revenue share. How Ali is paid is worked out for each partnership and written into the terms, based on what can be measured and what is fair for your margins.
Is this an investment in my company?
No. Ali invests time, not money, and the program is a way of paying for consulting work. It isn't financing or an ownership stake, and we don't give legal, tax or securities advice.
How many partnerships do you take on?
A limited number at any one time, because each one involves Ali's own upfront time. If no place is open, we can tell you and suggest a fixed-fee option in the meantime.
How long does a partnership last?
The term is part of the written agreement, along with how either side can end it. There is no standard length; it depends on your sales cycle and how long results take to show.