Sponsor Acquisition Call Guide — Humanda™ / Prymo

Who You Are

A senior rep at Humanda or Prymo. This is a peer conversation with a founder, CEO, or CMO — not a caller campaign. Match their energy and level.

The Insight Hook

The reason their channel partners are not recommending them is not the product. It is the incentive structure. That insight — delivered confidently — is what earns the conversation.

The Diagnostic Question

One question reveals everything: "How are you currently getting your product in front of the intermediaries who serve your ideal clients?" Their answer tells you which profile you are dealing with.

The Goal

A qualified second meeting where you walk through the ROI calculator together. Not a close on the first call. This is a relationship-level commitment — earn the meeting, not the signature.

Open

Peer Opener

Earn the conversation

0:00–1:30

Diagnose

One Question

Reveal the profile

1:30–3:00

Reframe

The Real Problem

Incentive structure, not product

3:00–6:00

The Model

Channel Wedge

How it solves what they just described

6:00–10:00

Qualify

Quick Screen

Margin, recurring, fit

10:00–13:00

The Meeting

ROI calculator walk-through

13:00–15:00

The Opener — Peer Level, Insight First

0:00–1:30

Rep — Standard Open

Hey [Name], this is [Your Name] with Humanda. I'll be direct — I'm not calling to pitch you something. I'm calling because we've built a channel partner acquisition model that solves a specific problem, and based on what I know about [their company], I think it's worth two minutes of your time to see if it applies. The problem is this: most companies that sell through intermediaries — brokers, advisors, consultants — have a great product but the intermediaries aren't recommending it consistently. And the reason is almost never the product. Do you have two minutes?

The opener names the problem before you ask for time. It signals that you are a peer who understands their world — not a vendor pitching features. "The reason is almost never the product" is intentionally provocative. Let it sit.

They say: "What is the reason then?"

Perfect — they just bought in. Move to Step 2 immediately. "That's exactly what I want to show you. Can I ask you one question first?"

They say: "We don't use intermediaries / that's not our model"

"Understood — who is the person your ideal client typically talks to before they reach you? Whether that's an advisor, a consultant, an attorney, a broker — whoever that trusted relationship is." If they genuinely have no intermediary-adjacent distribution path, this is a dead lead. Exit cleanly.

The Diagnostic Question — One Question Reveals Everything

1:30–3:00 · this answer tells you which profile you are dealing with

Rep

Before I explain what we do — one question: how are you currently getting your product in front of the intermediaries who serve your ideal clients? Walk me through what that actually looks like today.

Listen carefully. Their answer places them in one of two profiles. The branch below tells you exactly what to do with each answer.

Profile 1 Answer — "We have intermediaries but they aren't recommending us consistently"

They know the problem. Validate it and move to the reframe: "That's the most common answer I hear — and it's frustrating because you know the product works. The question is why the intermediaries aren't making it a habit. In almost every case it comes down to one thing: there's no structural incentive that makes recommending you worth their time and effort. It's not that they don't like your product. It's that the economics of introducing it don't compete with everything else on their plate. Does that resonate?"

Profile 2 Answer — "We haven't really cracked the channel yet / we sell direct mostly"

They haven't tried it yet or tried and stopped. Surface the vision: "That's actually the more interesting position to be in — because you haven't built bad habits yet. The companies that struggle most with channel distribution are the ones who tried a referral program, paid some fees, got some inconsistent results, and gave up. What you want is a model that creates adoption from the start by solving the economics problem on the intermediary's side. Can I show you what that looks like?"

Profile 1+2 Answer — "Both — we have some intermediaries but it's inconsistent and we want to scale it"

The best possible answer. Validate both sides: "That's actually the ideal scenario for what we built — you have proof of concept that the channel works, you just need the model that makes it scale predictably. The inconsistency is almost always an incentive structure problem, not a relationship problem. Let me show you what changes when you fix the economics."

The Reframe — Incentive Structure, Not Product

3:00–6:00 · the insight that earns the rest of the conversation

Rep

Here is the real problem. An intermediary — a broker, an advisor, a consultant — has a full plate. Their income depends on their core service. Recommending your product means they have to learn it, explain it, handle questions about it, and manage the relationship if something goes wrong. That is real work. And what do they get? A referral fee. Once. If and when the deal closes.

That math does not work for the intermediary. Not because they don't like you. Because the return on their time does not justify the behavior change you are asking for. So they recommend you occasionally — when it is obvious and easy — and forget about you the rest of the time.

The Channel Wedge solves this by flipping the economics. Instead of asking intermediaries to do more work for a one-time fee, you fund their marketing pipeline. You pay for leads on their behalf. Their cost decreases as your clients enroll. Eventually their cost hits zero and they start earning recurring income from your platform. Now recommending you is not a favor — it is the financially smart thing to do every single time.

The Medicine Nobody Wants to Take

Some products are genuinely valuable but have a channel adoption problem by nature — not because intermediaries don't see the value, but because introducing them creates friction in the deal. The broker who introduces {sn}'s B-VDR is adding a step, a new conversation, a new platform. The Channel Wedge converts that friction into incentive: the more they introduce it, the less their marketing costs. The product goes from being a favor they do for their clients to being the thing that funds their own business.

The Channel Wedge Model — How It Actually Works

6:00–10:00 · explain the mechanics simply, not technically

Rep

The model works like this. As the sponsor, you set aside up to $60,000 — a full year of marketing budget — for the right channel partner. That breaks down to $5,000 per month per active channel partner. That budget funds outbound calling campaigns run by our team — we work 1,000 qualified contacts a month on the channel partner's behalf and deliver confirmed appointments to their calendar. The channel partner gets pre-qualified leads. You get your product introduced into every conversation they have with those leads.

As the channel partner enrolls clients onto your platform, their monthly contribution decreases. At five enrolled clients (Phase 1) / six enrolled clients (Phase 2), their cost hits zero. After that, they start earning a revenue share from your platform fees — which means they now have a financial incentive to keep enrolling clients indefinitely.

The program self-funds. Each enrolled client generates platform revenue that covers the next channel partner's marketing cost. You are not paying for channel marketing forever — you are seeding a model that pays for itself as it grows.

The Scarcity Element

One important constraint: the marketing budget can only support a finite number of active channel partners at full funding at any one time. For {sn}'s current sponsorship program that number is 50. Once those 50 slots are filled, the program closes Phase 1 enrollment and transitions to the next phase. This creates real urgency on the {cp} side — which makes your acquisition calls more effective — and it creates a quality filter on your side, because you are selecting the 50 best-fit business broker channel partners rather than taking everyone who approaches. Phase 1 target is 50 active brokers. Long-term the program scales toward 2,000 business broker channel partners — but Phase 1 terms are only available to the first 50.

The One-Line Model Summary

"You fund their marketing. They introduce your product. As they enroll clients, their cost drops to zero. After that, they earn from your platform. The whole model becomes self-funding — and your channel partners are now financially motivated to grow it."

Phase 1 Social Proof — Deploy When They Ask For Evidence

"We are the sponsor running this program right now. We have two active business brokers — Mike and Kevin — who have been with us for a matter of weeks. In that time, Mike alone has surfaced over $100 million in deal flow. Two contracts are on the table: one with Paychex, one with Medvectis — directly from introductions he made through his existing broker relationships. If our platform were live at full capacity today, we would be tracking 15 or more enrolled clients from just two brokers in under a month.

We have three more brokers onboarding this week. We have no co-sponsors yet — Humanda is currently funding the entire program. We are building toward 50 active business broker channel partners in Phase 1, and our long-term target is 2,000. The model is working in week one. That is the proof."

Why This Works: Humanda is its own sponsor. You're not selling a model and pointing somewhere else — you're the living proof that the Channel Wedge converts motivated intermediaries into active distribution. Own it.

Quick Qualification Screen — Before You Book the Meeting

10:00–13:00 · three questions, honest answers required

Rep

Before I suggest we take this further — three quick questions. I'd rather tell you now if this isn't a fit than waste your time in a second meeting.

Q1 — Margin

"What is your approximate gross margin on the product you want to run through the program?" Needs to be 55%+ for the self-funding math to work. Below 40% is a hard disqualifier. Acknowledge this honestly if the answer is low.

Q2 — Recurring Revenue

"Is your pricing recurring — monthly or annual subscription — or is it primarily one-time?" The program works best with recurring revenue because enrolled clients generate ongoing platform fees that fund the next cycle. One-time pricing can work but the ROI math changes significantly.

Q3 — Product Validation

"Has the product been validated with real paying clients — do you have proof that it works and that clients stay?" The Channel Wedge amplifies distribution. It does not fix a product problem. If churn is high or the product is unproven, more channel partners means more visibility for the adoption problem, not less.

The Honest Disqualifier — Say This When the Numbers Don't Work

"Based on what you've told me about your margin, I want to be straight with you — the self-funding math is tight at that level. I would rather tell you that now than have you invest in a program that doesn't work the way it should. Let me show you the calculator in the second meeting and we can model it honestly together before anyone commits to anything."

The Close — Book the ROI Meeting

13:00–15:00 · the goal is the second meeting, not the signature

Rep

Based on what you've told me, I think there's a real fit here worth exploring. One timing note — we're in Phase 1 right now, pre-beta launch. Sponsors who come in during Phase 1 lock in significantly better terms than those who wait for Phase 2 — and we are actively building toward 50 business broker channel partners right now. The brokers being enrolled today are the ones your product gets introduced to first. That's not a pressure tactic — it's structurally real and the calculator will show you why. What I'd like to suggest is a 30-minute working session where I walk you through the ROI calculator — we plug in your actual numbers and you can see exactly what the program costs, what the self-funding timeline looks like, and what the break-even point is based on your specific margin and pricing. No commitment from that conversation — just a clear picture of whether the math works for you.

Does Tuesday or Wednesday work this week or next?

The ROI calculator is the closer — not the pitch. You are inviting them to do math together, not asking them to trust a model they haven't seen. That framing dramatically reduces resistance to the second meeting.

Strong Fit — Close Direct

"Perfect. I'll send you a calendar invite for [specific day/time] and I'll include the program overview so you're not walking in cold. The meeting takes 30 minutes and you'll have a clear answer either way."

Interested But Wants Info First

"I'll send you the sponsor overview and the ROI calculator link — you can run your own numbers before we talk. What day works for a follow-up? I just need [specific day] confirmed before I let you go."

Never pitch the price on the first call

If they ask what it costs before you have run the calculator together, say: "The program is structured around a $5,000 monthly marketing budget per channel partner — but the honest answer to what it costs you depends entirely on your margin and your enrollment rate. That is exactly what the ROI calculator shows. It takes 15 minutes to run and the number looks very different for every sponsor. That is why I want to do it together before you form an opinion about the investment."

Every sponsor prospect falls into one of these two profiles — or a combination of both. The diagnostic question in Step 2 reveals which one you are talking to. The reframe and value pitch are slightly different for each.

What Changes Between the Two Profiles

Profile 1 — Lead with the insight about why it has not worked. They have felt the pain. Your job is to name it accurately and show them what was missing.

Profile 2 — Lead with the vision of what channel distribution looks like when it is structured correctly from the start. They have not felt the pain yet — they need to see the opportunity before they understand the problem.

When They Ask: “What’s the Difference Between a Channel Partner and a Sales Rep?”

“Think about Coca-Cola at a restaurant. A Coca-Cola employee working there does their job — they push the product because that’s what they’re paid for. A restaurant owner who signed a distribution partnership with Coca-Cola makes sure every single table has a Coke because it’s in their financial interest to do so. Same product. Completely different motivation. Channel partners who benefit every time they introduce your product will introduce it all day long. The Channel Wedge is the structure that creates that motivation.”

Both Profiles — The Channel Wedge model is the same. The self-funding economics are the same. The ROI calculator is the same. Only the conversational entry point is different.

The Disqualifier That Looks Like Profile 1 But Isn't

A company whose channel partners are not adopting because the product itself is weak is not Profile 1. They have a product problem disguised as a distribution problem. More channel partners will not fix it — it will amplify the adoption failure. The qualification screen in Step 5 catches this. If client retention is poor or the product is unproven, say so directly and do not sell the program.

Run these checks before booking the ROI meeting. A sponsor who fails a hard KO criterion should be told directly — a bad sponsor match is worse than no sponsor.

Stage	Enrolled Clients	You Pay	Sponsor Covers	You Earn
BP0 — Entry	0	$5,000/mo	$0	—
BP1 ★ (locked)	1 client	$3,000/mo	$2,000/mo	—
BP2	2 clients	$2,000/mo	$3,000/mo	—
BP3	3 clients	$1,250/mo	$3,750/mo	—
BP4	4 clients	$500/mo	$4,500/mo	—
BP5 — FREE TIER ✓	5 clients	$0	$5,000/mo	Rev share begins
BP6	6 clients	$0	$5,000/mo	5% per enrollee
BP7	7 clients	$0	$5,000/mo	5% per enrollee
BP8	8 clients	$0	$5,000/mo	10% per enrollee
BP9	9 clients	$0	$5,000/mo	10% per enrollee
BP10+ (cap)	10+ clients	$0	$5,000/mo	15% — capped

★ BP1 Lock: once BP1 is achieved, that pricing is permanently locked for the rest of the Sponsorship Window even if the enrollee churns. All higher breakpoints remain rolling.

Sponsor Questionnaire

Sponsor Cold Portal

ROI Calculator

Open ROI Calculator

Sponsor Qualification Scorecard

Use before or during the second meeting to confirm fit across all 5 sections

Consultation Booking

calendly.com/d/cynt-nkv-stq

Max Channel Partners

50 per sponsorship program — structurally fixed, not a sales tactic

Marketing Budget per CP

$5,000/month total — sponsor funds it, CP's share decreases to $0 at Free Tier

Hard KO — Margin

Below 40% gross margin = program cannot self-fund. Say so directly.

Hard KO — Product

Unproven product or high churn = distribution problem is actually a product problem. Do not sell the program.

Full Call Map — 12–15 Minutes

0:00–1:30 · Peer opener — name the problem before asking for time
1:30–3:00 · Diagnostic question — "how are you currently getting to intermediaries?" Listen carefully
3:00–6:00 · Reframe — incentive structure problem, not product problem
6:00–10:00 · The Channel Wedge model — self-funding, decreasing cost, recurring income
10:00–13:00 · Quick qualification screen — margin, recurring, product validation
13:00–15:00 · Close on the ROI meeting — 30-minute working session with the calculator

Things to Never Say

· A specific price on the first call — always route to the calculator
· "This is easy" or "it basically runs itself" — it requires real channel partner management
· Guaranteed enrollment numbers or ROI outcomes
· "Let me know when you're ready" without a specific date
· "It's similar to a referral program" — it is structurally different and the comparison undersells it
· Push past a legitimate KO disqualifier — a bad sponsor fit damages everyone

Power Phrases to Memorize

· "The reason is almost never the product — it's the incentive structure"
· "You're not asking them to sell. You're asking them to introduce. One sentence."
· "The program is designed to self-fund — you are seeding it, not funding it indefinitely"
· "More channel partners with a weak product doesn't create a distribution problem — it creates a product problem with more visibility"
· "The cost looks very different for every sponsor — that's why we run the calculator together"

Objection Handling Framework

Acknowledge → Answer → Evidence → Next Step

ACKNOWLEDGE

Name the objection as reasonable. Never dismiss or apologize. One sentence.

ANSWER

Direct answer only. No preamble. Under 60 seconds. One angle — commit to it.

EVIDENCE

One specific, concrete proof point. A number, a result, a mechanic. Not a feeling.

NEXT STEP

Every answer ends with a forward move. Tuesday or Wednesday? Send the overview? Never let it land flat.

The five hardest objections for this track are below — each with a full worked A→A→E→NS response.

"What makes this different from other channel programs we've tried?"

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"We have 200 advisors in our network — at $5,000 each that's a million dollars a month."

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"What proof do you have this works? Do you have case studies?"

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"How long before the program actually self-funds? What's the timeline?"

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"This sounds like a referral program with extra steps."

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