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The Build, in detail.

The full method, the sequence, and what you are responsible for.

The three phases.

01

Build — weeks 1 to 8

We turn your domain into an operating company. Positioning comes first: what you sell, to whom, at what price, and why you are the person who should sell it. Then we stand up the entity, contracts, brand, site, pricing, delivery model, CRM, and the acquisition system. You leave week 8 with infrastructure you can run, not a strategy deck.

Owner time [HOURS PER WEEK DURING BUILD]. You are on sales calls from week 1. Decisions on positioning, pricing, and offers sit with you. We draft and build; you approve and show up.

Deliverables

  • Positioning and offer definition shaped around your domain
  • Entity setup and core contracts
  • Brand, site, and commercial pricing
  • Delivery model and CRM
  • Acquisition system ready to run

02

Grow — 6 months

We run outbound, partnerships, and pipeline for and alongside you until the business produces revenue on its own motion. You handle the clients we have onboarded. You stay in the sales process and in the community. We teach sales, process, retention, and AI. That teaching is a condition of the engagement, not a suggestion. The growth engine is $6,000 per month, 6-month minimum, cancellable at 30 days from month 3.

Owner time [HOURS PER WEEK DURING GROW]. Sales calls, client delivery, and learning the operating system are required. We do not run a business you refuse to stand in.

Deliverables

  • Outbound and partnership motion running with you
  • Pipeline management and sales process you can operate
  • Onboarded clients handed to you for delivery
  • Training in sales, process, retention, and AI
  • Community access for the duration of the engagement

03

Handover — transfer plus 60 days

Accounts, playbooks, relationships, tech, clients, and all IP transfer to you. Sixth Strand steps back to a minority position and stays available to support retention and scale. 60 days of advisory after transfer are included. Handover is not a separate fee.

Owner time [HOURS PER WEEK DURING HANDOVER]. You take primary ownership of delivery, relationships, and decisions. We advise; we do not remain the operating centre.

Deliverables

  • Full transfer of accounts, playbooks, relationships, tech, clients, and IP
  • Operating documentation you can run without us in the room
  • 60 days of advisory after transfer
  • Sixth Strand retained as a minority stake where agreed in the engagement letter

What we build, and what we do not.

We build

  • The productised professional practice. A clear offer, a defined buyer, and a delivery model that does not depend on reinventing the work every time.
  • The recurring service into a vertical you already know. Your standing is the distribution advantage. We build the commercial system around it.

We decline

  • E-commerce. Inventory, fulfilment, and paid acquisition are a different firm’s problem.
  • Consumer apps. Consumer distribution is capital-intensive and outside our method.
  • Software from zero. We are not a product studio and we will not pretend otherwise.
  • Anything requiring capital beyond the fee. If the model needs outside funding to start, it is the wrong engagement.
  • Anything outside your domain. Without your authority, the timeline doubles and both sides lose.

The stake, explained plainly.

Sixth Strand keeps a capped revenue share, plus a minority equity position where the business supports it. The point is alignment: growth, partnerships, community access, advisory, and scalability. Full commercial terms sit in the engagement letter. They are not held back for a sales call.

The revenue share is capped at [REVENUE SHARE CAP]. It applies to [REVENUE DEFINITION] and ends when [REVENUE SHARE END CONDITION]. The minority equity, where used, is [EQUITY RANGE] and is governed by the engagement letter, including what happens on exit, buyback, or wind-down.

We are paid in stages against work delivered, and the larger part of our return arrives after yours does.

Questions we get asked.

A productised professional practice, or a recurring service into a vertical where you already have standing. We do not invent a market for you. We build commercial infrastructure around expertise you already have.

Yes, if you can meet the owner-time requirements and take sales calls from week 1. The build is 8 weeks. If your employer contract, conflicts policy, or calendar cannot support that, wait until they can. We will not design around a schedule that makes the work fail.

You still own the company, the IP, the systems, and the work product. Revenue is the objective of the engagement, not a promised outcome. If the growth phase has not produced revenue on its own motion by the end of the contracted period, we review what failed: offer, channel, owner time, or market. Further work is a separate decision, not an automatic extension. If the Build itself is not delivered in 8 weeks, the fee is refunded pro rata.

Accounts, playbooks, relationships, tech, clients, and all IP transfer to you. Sixth Strand retains only the stake set out in the engagement letter: a capped revenue share and, where agreed, a minority equity position. You keep the name on the door.

So our upside arrives after yours. The fee covers the build and the growth work. The stake aligns us to retention, partnerships, network effects, and scale after handover. If we only took a fee and walked away, our incentives would end at delivery.

Build: [HOURS PER WEEK DURING BUILD]. Grow: [HOURS PER WEEK DURING GROW]. Handover: [HOURS PER WEEK DURING HANDOVER]. Across all phases you are on sales calls from week 1. Exact calendars are set in the engagement letter once we know your domain and constraints.

The main risk is that the business does not produce revenue on the timeline you hoped for. We build the company and run the acquisition engine with you. We do not control whether buyers say yes, how fast your market moves, or how consistently you show up on calls and delivery. Revenue targets are the objective of the engagement. They are not a guaranteed outcome.

You are paying a fixed build fee of $35,000 and a growth fee of $6,000 per month. If you cannot commit the owner time, or if you are building outside a domain where you have standing, both the cost and the calendar stretch. We screen for that because a bad fit wastes your capital and our capacity.

There is also opportunity cost. 8 weeks of build and 6 months of growth are months you are not putting the same energy into another path. Keeping a job during the build is possible only if the hours and conflict rules allow it. Leaving a role before the business is producing income is a personal financial risk we will name in the application conversation, not soften.

Sixth Strand keeps a stake. That means part of future revenue share and, where agreed, minority equity sits with us under the engagement letter. Read those terms before you sign. Ask what ends the share, what equity converts or buys back, and what happens if you wind the company down.

Finally, our capacity is small by design because growth work is hands-on. If we are full, you wait. If we are not the right firm, we will say so. The risk of working with the wrong partner is real. The application exists to reduce it on both sides.

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