Full Sponsor Playbook — Channel Wedge™

Humanda (Prymo Client) — Channel Wedge™ Phase 1 · Live Results

Active brokers

$100M+

Deal flow surfaced

Contracts on table

50→2k

Broker target

Prymo built this program for its first client — Humanda, a B-VDR platform targeting M&A business brokers as channel partners. These are Humanda's results inside the Prymo-operated Channel Wedge infrastructure. This is what you are selling: a custom version of this program built around the prospect's product and channel partner type, operated by Prymo.

Cold Opener

First 30 Seconds — When They Pick Up

Cold For cold outreach — not LinkedIn warm leads

"Hey [Name] — this is [Your Name] with Prymo. Quick question before I explain why I'm calling: does your company sell a high-ticket product or platform to a specific type of business, and is there a professional in the middle who already serves that business — an advisor, broker, consultant, or specialist?

[Let them answer.]

Good — reason I ask is we build a channel partner acquisition infrastructure that funds the marketing costs of channel partners so they actively push our clients' products instead of sitting on a commission list. We built this for one of our clients and the early results are significant. We're building the same program for one company per channel partner type. It takes 30 seconds to explain. Do you have that?"

The opener does three things: Qualifies them immediately (high-ticket product + intermediary relationship), creates curiosity without naming a price, and asks permission before pitching. Never lead with "$269,000" or "we build channel partner programs." Those kill the call before it starts.

The Core Reframe

The Question That Changes the Conversation

Drop This Early Use once — before minute 3

"Let me ask you something. If you spent $1 million on marketing this year — paid search, events, outbound, brand — what happens the moment you stop spending?

[Let them answer. They'll say: we stop acquiring customers.]

Right. Now what if you spent that same $1 million building and funding a network of channel partners — professionals who already have trusted relationships with your exact buyer — in a way that made it economically rational for them to actively push your product? Not just put you on a commission list. Actually integrate you into their business and introduce you to every relevant client they work with?

That network doesn't stop when the budget stops. It compounds. That's what a funded channel partner acquisition program does — and it's something almost no company has actually built."

Why this works: Every marketing leader has experienced the spend-to-acquire treadmill. This question makes them feel it. You're not pitching a product — you're surfacing a problem they've always had but never had language for. The channel partner acquisition frame is novel enough that it creates genuine curiosity before you've asked for anything.

Credibility

When They Ask "Is This Real / Have You Done This?"

Proof Script Say this — use specific details

"Yes — we built and operate this for our first client right now. Humanda makes a virtual data room platform for M&A transactions. Their channel partner is the business broker — already in the room when a business owner decides to sell. Instead of Humanda spending on ads to find business owners, Prymo built an infrastructure that funds the brokers' marketing costs so they actively introduce Humanda's platform to every client considering a sale.

Two brokers enrolled right now. One surfaced over $100 million in deal flow in his first few weeks. Two contracts already on the table — one with Paychex, one with Medvectis. Humanda is targeting 50 brokers in Phase 1 and scaling to 2,000.

Prymo built and operates that infrastructure. We're now building custom versions of it for one company per channel partner type — using the same model, designed around your product and your specific channel partner relationship."

Critical: Always use Mike. Kevin. $100M+ deal flow. Paychex. Medvectis. These are Humanda's results inside Prymo's program. Specificity is credibility. "We have a client in the program" is a sales pitch. Named people and real numbers from a real client are proof.

The 30-Second Definition

What You're Actually Selling — Know This Cold

The Clean Frame Use this when they ask "so what exactly do you build?"

"Prymo designs and builds a custom Channel Wedge program — that's our name for the infrastructure. It includes the economic model that makes it rational for channel partners to actively promote your product, the onboarding and integration systems that bring channel partners into the program, the outbound calling infrastructure that delivers appointments from your channel partners' contact lists, and the sponsorship structure that funds their marketing costs so their fee drops as they enroll more of your clients.

The $269,000 is the build cost — assuming full scope. From there you operate the program as the sponsor, and you pay Prymo monthly to run it. The ROI model shows you exactly when you break even and what the channel partner network looks like at scale."

Qualification Framework

Is This Prospect a Fit?

A full sponsor program works only when the economics on both sides of the channel partner relationship support the model. Qualify on these criteria before taking the conversation further.

Criteria	What to Look For	Why It Matters
Sponsor's product has high MRR + LTV	Monthly recurring revenue per client, long retention, meaningful LTV per customer	The revenue per enrolled client must make it economically rational to fund channel partner marketing costs
Channel partner makes high-ticket closes	Their CPs close deals that are large and long-duration — M&A, insurance, wealth, commercial real estate, HR consulting, etc.	High-ticket CP closes = the CP values trusted relationships. Sponsors who offer recurring benefit to those relationships can earn introductions.
CP has recurring mid-high ticket revenue	The channel partner also earns recurring or repeat revenue from their clients, not just one-time commissions	High LTV for the CP = they're motivated to protect and deepen client relationships. Your product must enhance, not threaten, that relationship.
Sponsor product serves the CP's client	The sponsor's product is something the CP's client genuinely needs — not just something the sponsor wants to sell through the CP	The CP will only introduce your product if it makes them look good to their client. Misaligned products kill broker trust.
No existing functioning CP acquisition program	"We give commissions" is not a program. API integrations are not a program. White-labeling is not a program.	If they already have a structured funded CP acquisition engine, there's nothing to sell. If they just have a commission structure — they're a perfect prospect.
$269k+ investment appetite	CMO or VP-level budget authority, or a founder who controls marketing spend	The build cost requires decision-maker access. Don't pitch this to someone who can't say yes.

Disqualification

Walk Away If You See These

Disqualify — Wrong Product Economics

Low-ticket, transactional product (no MRR)

Short customer duration (under 12 months typical)

Commodity product — CP can't differentiate by introducing it

The CP earns nothing from introducing the sponsor's product

Disqualify — Wrong Fit or Budget

No identifiable channel partner type

Channel partner already has a structured acquisition program

No decision-maker access — you're talking to a coordinator

Budget under $200k — the build won't be meaningful at that level

Ideal Profile

Who You're Looking For

The ideal Full Sponsor prospect sells a high-MRR platform or service to business owners or institutional clients. Their ideal channel partner is a licensed professional — broker, advisor, consultant — who already has trusted recurring relationships with those buyers. The sponsor has been growing through direct marketing and knows it's expensive, unpredictable, and stops when the spend stops. They've never been pitched a structured program to fund channel partner acquisition — because one hasn't existed in this form until now.

Examples of fits by analogy: A FinTech company whose channel partner is an HR firm serving employers (HR firm → employer is the broker → business owner equivalent). A healthcare SaaS whose channel partner is a benefits consultant. A commercial insurance platform whose channel partner is a business attorney. The relationship between sponsor and CP must mirror ours: sponsor has high-MRR product, CP has trusted ongoing relationships with the exact buyer, and CP currently acquires those clients through their own effort without a funded program.

Discovery

What You Need to Know Before You Pitch

The Full Sponsor conversation is a discovery conversation first. You need to understand their product economics, their channel partner relationship, and their current marketing spend before you can honestly tell them if this works. Ask these questions in this order.

Track 1

Product Economics

Revenue Model

"What does a typical client pay you per month, and how long do they typically stay?"

You need LTV. Monthly fee × average retention = whether the channel partner math works. Under $500/month with under 12-month retention is a red flag.

Client Profile

"Who is your ideal client — what type of business, what size, what stage?"

This tells you who the channel partner's client is. You need to know if the CP relationship to that client type is high-trust and recurring.

Product Role

"When a client uses your product, what does it replace or improve in their process?"

The channel partner has to be able to explain the product's value in one sentence. If the product is complex or needs long education cycles, CP introduction becomes harder.

Track 2

Channel Partner Relationship

CP Identification

"Is there a type of professional who already serves your ideal client in an ongoing trusted advisory capacity — someone who would benefit from introducing your product?"

This is the channel partner. They must already have the relationship — you're not asking them to build one. If no such intermediary exists, the model doesn't apply.

CP Economics

"What does that professional earn from their relationship with your ideal client — is it a commission, a fee, ongoing retainer?"

The channel partner needs to have meaningful recurring or high-ticket income from the client. Low-commission transactional CPs won't prioritize your introduction. High-LTV CPs will.

Current CP Relationship

"Do you currently have any kind of referral or channel partner arrangement with that professional group? How does it work?"

Commission-only = gap you can fill. Structured funded program = disqualify. API or white-label = different product, different conversation. You're looking for the commission-only gap.

CP Acquisition Problem

"Have you ever tried to build a channel partner network actively — not just list your company on their radar, but actually acquire them as distribution partners?"

Almost everyone says no. This sets up the reframe: they haven't done it because the model for doing it hasn't existed. You built one. Now you're selling it.

Track 3

Current Marketing Spend

Spend Baseline

"Roughly what does your company spend on marketing acquisition in a year — paid, outbound, events, all in?"

This is the comparison point. If they spend $500k/year on direct acquisition and it stops working when they stop spending, $269k to build a compounding channel network is a defensible number.

Acquisition Cost

"What does it cost you to acquire a single customer through your current channels?"

If CAC is high and LTV is strong, the math for channel partner acquisition is usually compelling. Run it. High CAC + high LTV = ideal candidate for this model.

The Core Question

"If your marketing budget stayed flat but you redirected it toward acquiring and funding a network of channel partners instead of direct spend — what would that look like in three years?"

This is the question that earns the next meeting. You're not asking them to answer it — you're planting it. The ROI calculator answers it. Offer to run it with them.

Call Architecture

How the Conversation Should Move

This is a multi-call sale. The first call has one job: earn the second one. The second call runs the ROI model together. The proposal comes after you know their numbers. Never try to close on the first call.

Open with the qualifier

Confirm they have a high-ticket recurring product AND an intermediary channel partner type before spending time on the pitch. If they don't qualify, end gracefully. Time is the asset.

"Before I explain what we do — quick question: does your company sell a platform or service with monthly recurring revenue, and is there a professional type who already serves your ideal buyer in an ongoing advisory role?"

Drop the reframe early

Before you explain anything, ask the spend-vs-channel question. Let them sit with it. This is the moment that creates genuine interest rather than polite listening.

"Can I ask — what happens to your customer acquisition when your marketing budget gets cut? [Listen.] That's the problem. Prymo built an infrastructure for one of our clients that solves exactly that — channel partners who are funded to actively push the product, not sitting on a commission list."

Give proof with specifics

Use the Humanda story as proof. Mike. Kevin. $100M+ deal flow. Paychex. Medvectis. This is what funded channel partner acquisition looks like when it works. They need to see a real example before they believe the model is real.

Run discovery

Ask the discovery questions from Track 1–3. You're listening for their LTV, their channel partner type, and their current marketing spend. You need those numbers before you can honestly tell them if the economics work.

Offer the ROI session as the next step

Don't pitch the price on the first call. Offer to run the ROI model with them — this positions the second call as collaborative work, not a sales pitch. They're invested before you've asked for anything.

"Based on what you've shared — your LTV, your channel partner type, your current spend — I'd like to run the ROI model with you on a second call. It takes about 45 minutes and it either validates the math or tells us this doesn't make sense for your situation. Either way you'll have real numbers. Does that seem worth your time?"

ROI session → proposal

Run the model together on call 2. If the math works, transition to scope and proposal. The proposal covers the $269k build investment, the scope of the custom program design, the consulting discovery phase, and the ongoing sponsorship structure.

Binary close

Tuesday or Wednesday. Never "let me know when you're ready." A prospect who can't commit to a next step is not a live opportunity — move them to nurture and prioritize active ones.

"Based on the ROI session — does this make sense to move forward? I'd want to schedule the discovery kickoff. Would Tuesday or Wednesday of next week work?"

Investment Overview

Know the Numbers Before the Conversation

Component	Cost	What's Included
Discovery & Consulting	Separate — TBD	Scoping sessions to design the custom wedge: CP type, economic model, NAICS mapping, program structure
Full Build — All Bells & Whistles	~$269,000	Custom Channel Wedge infrastructure: economic model, CP onboarding system, outbound calling setup, sponsor integration, portal and tools
Ongoing Monthly Sponsorship to Prymo	Custom — based on program scope	Prymo operates the program: CP management, calling infrastructure, sponsor integration, reporting, and platform maintenance
CP Marketing Funding	Sponsor-funded	The sponsor funds the channel partners' marketing costs — this is the core mechanism. Amount depends on CP type and breakpoint structure.

Never lead with $269k. By the time they hear the number, they need to already understand what they're buying and why the math works in their situation. Price before context creates sticker shock. Price after ROI context creates a decision.

ANES Framework

Acknowledge → Answer → Evidence → Steer

Acknowledge

Validate the concern without agreeing with the conclusion. "That makes sense" not "you're right to be concerned."

Answer

Give the direct, honest answer. Not a spin. Not a deflection. The actual answer.

Evidence

Back the answer with a specific — a number, a name, a real example from the program.

Steer

Move forward. Tie back to their specific situation and propose the next step.

"$269,000 is a big number. We can't justify that without seeing ROI."

Budget

Acknowledge

"Completely fair — you shouldn't justify it without seeing the math."

Answer

"That's exactly why I want to run the ROI model with you before we go any further. We plug in your LTV, your current CAC, your marketing spend, and your projected channel partner growth rate. The output tells you the break-even month and the 3-year network value. If the math doesn't work for your situation, I'll tell you."

Evidence

"Prymo put $150,000 into building and validating this model with our first client — Humanda — before charging a co-sponsor $999. We ran the math first. We're asking you to do the same."

Steer

"Can we put 45 minutes on the calendar to run the model together? Tuesday or Wednesday?"

"We already have channel partners — we give them commissions."

Logic

Acknowledge

"A lot of companies do. That's actually a good sign — it means you've already validated the channel partner relationship."

Answer

"A commission structure and a funded channel partner acquisition program are two completely different things. Commissions incentivize the close. A funded program incentivizes the relationship — the channel partner actively integrates your product because you're covering their marketing costs. You're not competing for their attention. You're funding their ability to work."

Evidence

"Humanda's brokers don't introduce the platform because of a commission. They do it because Prymo funds their marketing pipeline through the Channel Wedge program. Mike surfaced $100M+ in deal flow in his first few weeks. That's not a commission structure — that's a funded partner relationship built by Prymo."

Steer

"The question is whether your current commission partners are actively introducing you or passively listing you. If you want to test the difference, the ROI session will show you what the funded model looks like at your scale."

"We don't have $269k in the marketing budget right now."

Budget

Acknowledge

"That's a real constraint — I'm not going to push past it."

Answer

"Two options worth knowing about. First — $269k is the full build. Depending on your scope, there may be a phased approach. Second — if the math works and the budget isn't there yet, this is worth putting in the next budget cycle with real numbers behind it. Either way, the ROI session is the right next step."

Evidence

"The question isn't really whether you have $269k — it's whether $269k to build a compounding channel network beats your next $269k of direct spend. Most of the time when we run the model, the answer is yes."

Steer

"Let's run the model. If the numbers make sense, you'll have what you need to make the case internally for the budget."

"How do we know this will work for our specific channel partner type?"

Trust

Acknowledge

"You don't — and neither do we until we've done the discovery work."

Answer

"The model works when the economic relationship between your product, your channel partner, and their client meets specific criteria. That's what the discovery phase is for — before the build. If we get into discovery and the model doesn't apply, we'll tell you."

Evidence

"Prymo ran this analysis on Humanda's program first. Humanda's product is high-MRR and long-duration. Business brokers are high-ticket and recurring in their client relationships. The economics aligned and the results are live. That's the test — not the industry, the economics."

Steer

"The fastest way to answer your question is to run through the qualification criteria together. It takes 20 minutes. Can we do that now?"

"We need to think about it / bring it to leadership."

Timing

Acknowledge

"Of course — this is a real investment and it should go to the right people."

Answer

"The most useful thing you can bring to that conversation is the ROI model with your actual numbers in it — not a summary of a call. Let's build that first."

Evidence

"Every internal budget conversation moves faster when there's a model attached. 'We had an interesting call' loses to 'here's a 3-year ROI projection based on our LTV and current CAC.'"

Steer

"I'll send you a calendar link for the ROI session — 45 minutes. Bring whoever needs to be in the room for budget decisions. Tuesday or Wednesday?"

"Why wouldn't we just build this ourselves?"

Logic

Acknowledge

"That's a legitimate question — and if you have the infrastructure and expertise, you might be able to."

Answer

"The challenge is that this model is novel enough that almost no company has built one from scratch before — including us, and we're in it. The $269k isn't just software. It's the economic design, the CP acquisition methodology, the outbound calling infrastructure, and the ongoing operation. Most companies who try to build something like this internally spend more than that in trial and error before they have a working model."

Evidence

"Prymo spent over $150,000 and 18+ months building and validating this model with Humanda as our first client. You'd be buying the outcome of that work, not starting from scratch."

Steer

"The build-vs-buy question is worth exploring in the ROI session — I can show you what a self-build typically costs vs. what we're proposing."

Reading the Room

Close Signals vs. Politeness

At this price point, close signals are subtle. You're not looking for excitement — you're looking for engagement with specifics. Someone who asks vague questions is being polite. Someone who asks about their specific channel partner type, their own LTV, or the discovery timeline is genuinely evaluating.

Buy Signals — Move to Next Step

They name a specific channel partner type and ask how it would work for them

They mention a current marketing spend number without being asked

They ask about the discovery process or timeline

They ask who else needs to be in the room

They reference the ROI calculator or ask to see numbers

They say "we've tried channel partners before and it hasn't worked"

They ask what the ongoing monthly looks like

Polite Deflection — Qualify or Disqualify

"Sounds interesting — send me some info"

"Let me talk to my team and get back to you"

"We're not looking at new initiatives right now"

"What's the ROI?" — without engaging with the discovery questions

They ask about the product features but not the economics

They won't give you a number — CAC, LTV, or marketing spend

The Close

How to Ask for the Next Step

After ROI Session If the math works and they're engaged

"Based on what we've run — your LTV, your current spend, your channel partner type — the economics support this. The next step is a discovery kickoff: we spend a few sessions scoping exactly what your custom program looks like before we get into the build.

I want to put that on the calendar now while we both have the numbers fresh. Does Tuesday or Wednesday work?"

The binary close is non-negotiable. "Let me know when you're ready" is not a close. "Tuesday or Wednesday" forces a decision. A prospect who can't commit to a next step calendar date is not a live opportunity — move to nurture and work your active pipeline.

Key Links

Send After the ROI Session

📅

Book Discovery Kickoff

calendly.com/d/cynt-nkv-stq

📊

Channel Wedge Sponsor Presentation

channelwedgesponsorpresentation.netlify.app

🧮

CP ROI Calculator

channelwedgecpportal.netlify.app

📋

Co-Sponsor Playbook (reference)

humanda-cosponsor-playbook.netlify.app

Hard Rules

Do's & Don'ts for the Full Sponsor Conversation

✓ Do

Lead with the reframe, not the product. The spend-vs-channel question opens minds. The product description closes them.

Qualify before you pitch. Confirm high-MRR product + intermediary channel partner before spending 30 minutes on the conversation.

Use specific names and numbers. Mike. Kevin. $100M+. Paychex. Medvectis. These are Humanda's live results inside Prymo's program. Specificity is credibility at this price point.

Offer the ROI session as the next step. Not a proposal — a model. Collaborative work earns trust faster than presentations.

Be honest if the math doesn't work. "This doesn't apply to your situation" builds more trust than forcing a fit. You're not selling to everyone.

Binary close every time. Tuesday or Wednesday. Always a specific option. Never "let me know."

✗ Don't

Never lead with $269,000. Price before context creates sticker shock. They need to understand the value before they hear the number.

Never call it a "sponsorship" early. The word sponsorship sounds like marketing spend, not infrastructure investment. Use "channel partner acquisition program."

Never try to close on call 1. This is a multi-call sale. Rushing it signals desperation and kills credibility at the $269k level.

Never say "it works for any company." It doesn't. Specific criteria apply. Claiming otherwise is dishonest and will create problems in the discovery phase.

Never pitch to someone who can't say yes. Confirm budget authority before investing time. A coordinator who has to "bring it to leadership" is not the right first meeting.

Never accept "send me info" as a next step. It's a polite no. Push for the ROI session or qualify it out.

The One Sentence

If You Can Only Say One Thing

"Direct marketing stops when your budget stops. A funded channel partner network doesn't."