Equity Over Fees: Playing the Long Game

“I now think of myself as an entrepreneur first, investor second,” Maxwell shared. “And that means thinking long-term—building things people want to acquire.”

He’s flipped his model upside down. Instead of chasing consulting fees, he starts every business relationship by negotiating for equity.

“I’ll take a small stake up front, bring in my satellite team, and commit like a co-CEO. That’s when things really scale,” he said.

And it’s working. His current venture, Scorecard Marketing, is a software company hitting all the right notes:

• Defensible IP that’s hard to replicate.

• Recurring revenue from thousands of users.

• Scalability without needing more staff for every new client.

This trifecta—the “Holy Trinity” of business value—is what attracts investors and boosts company valuations. “That’s how you build real wealth,” Maxwell emphasized.

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Performance-Based Partnerships and Revenue Sharing

Here’s a major takeaway for consultants and marketers alike: don’t settle for retainers if you’re bringing transformational value.

Matt brought this home when he said, “I’m shifting to performance-based models. It’s more aligned, and frankly, more exciting.”

Maxwell agreed. “I want to get paid in proportion to the value I bring. That’s why I always lead with the revenue share or equity ask. Fees are just a side dish.”

This isn’t just about money. It’s about creating true partnerships. When you have skin in the game, you care more, commit deeper, and create better results.

In practical terms, these partnerships can take many forms:

• A 25% cut of new market expansion profits.

• A rev share agreement for underutilized channels like direct mail.

• An equity stake in a company you help scale into new regions.

And when structured correctly—with vesting schedules, clarity, and trust—they can be incredibly lucrative for all parties involved.

Monetizing Untapped Assets (And Why “Spare Bedrooms” Matter)

One of the most powerful metaphors to come out of the conversation was Maxwell’s “spare bedroom” analogy.

“When I earn equity in a company, I think of it like owning a spare bedroom in someone’s house,” he explained. “You helped build it, and now you get to benefit from its appreciation.”

He stressed the importance of securing these arrangements legally, with vesting periods to protect both sides. “Once you allocate shares, it’s serious. You can’t just take them back. That’s why it’s essential to think it through and document everything.”

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Quick Wins as a Litmus Test

One of the simplest but most profound insights from Maxwell was his philosophy of quick wins.

“I don’t even think about long-term investment unless I see early traction,” he said. “If I can’t generate a win in 30–60 days, it’s probably not for me.”

This insight serves as a filter. Rather than pouring time and energy into uncertain ventures, Maxwell qualifies deals fast. “Show me there’s potential. Then I’ll go all in.”

It’s a reminder to entrepreneurs: early traction doesn’t guarantee success, but no traction is often a red flag.

Lead Generation as a Revenue Engine

Of course, no conversation about business growth would be complete without talking lead generation. And in this case, Scorecard Marketing’s software offers a smart twist: quiz funnels that provide two-way feedback.

“We’re not just collecting emails,” Maxwell said. “We’re engaging, providing value, and delivering a personalized experience.”

Their clients pay anywhere from free to $119/month, and the model scales beautifully across geographies and industries.

That kind of lead gen innovation is exactly what smart marketers need to stay ahead in today’s competitive landscape.

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Holistic Consulting: Fixing the Foundation, Not Just the Funnel

Matt and Maxwell both shared a common pain point: getting brought in to solve one problem, only to discover the entire business model needs a tune-up.

“You start with lead gen, and before you know it, you’re reworking sales scripts, operations, even the offer itself,” Matt said.

Maxwell agreed. “That’s why I stopped working on commission-only roles. If I’m going to fix the whole house, I need to own part of it.”

It’s a reminder that effective consulting isn’t about isolated tactics. It’s about holistic strategy, guided by real ownership and aligned incentives.

Final Thoughts: Build for Longevity, Not Just Leverage

This conversation wasn’t just about frameworks or strategies—it was about mindset.

Maxwell said it best: “What I’m building now is a portfolio of spare bedrooms—businesses I’ve helped grow and now own a piece of. That’s the vision. That’s the legacy.”

And whether you’re launching a new offer, trying to scale your agency, or looking for a smarter consulting model, the takeaway is clear:

Build equity. Build value. Build long-term.

Because the biggest win isn’t just in revenue. It’s in creating something that lives on—because of your input.