Revenue Share Digital is a private acquisition partnership for established UK exterior home improvement operators.

I build and operate dedicated inbound demand infrastructure for one national operator per sector — funnel, ad systems, tracking, CRM — and align my return through structured revenue share after a controlled validation period.

I'm not an agency. I'm not a lead broker. I'm not a freelancer. I'm a single operating partner with full accountability for acquisition performance.

The structure is deliberately simple:

- £3K partnership activation fee, one-time, payable at the start

- £2.5K minimum monthly ad spend, in your own accounts under your own billing

- After validation, structured revenue share replaces any ongoing fixed fees

The activation fee covers funnel build, ad system deployment, tracking setup, and the validation phase work. The ad spend funds the actual paid acquisition during validation. Revenue share kicks in once acquisition economics are proven and we scale together.

No monthly retainers. No fees for activity. No hidden margins on ad spend. No referral fees from third parties.

The £3K covers the work I do to launch the partnership: funnel design and build, ad system setup, tracking and attribution infrastructure, CRM integration, and oversight of the validation phase of 90 days itself.

It's not refundable. It pays for the build work and my time, regardless of whether we proceed to revenue share.

If acquisition economics don't validate for your sector during the validation phase, the partnership ends there.

Nobody owes anyone else anything beyond that.

The validation phase exists specifically to answer this question before either of us commits to long-term revenue share.

If acquisition performance during validation doesn't meet the benchmarks we agreed upfront — cost per opportunity, lead intent quality, scalability within your territory — the partnership doesn't transition to revenue share. We stop and there's no further commitment from either side.

I don't scale assumptions. I'd rather end a partnership cleanly at month three than drag both sides through twelve months of underperformance.

I own everything operationally, the leads generated are yours to keep and they will not be resold.

I build a separate acquisition system targeting the channels and approaches I specialise in what's working.

If your existing setup isn't producing, most operators choose to pause or end those engagements before we activate.

There's no value spending budget across two competing systems trying to claim the same leads.

We discuss this explicitly during validation setup so attribution stays clean and you're not paying twice for what should be one acquisition engine.

The exact percentage is agreed during validation based on your specific economics: average order value, close rate, lifetime value, and operational capacity.

Typical ranges sit between 10–25% of revenue generated through the acquisition infrastructure I operate, though specific arrangements vary. Higher AOV with lower close rate tends toward the lower end of the range; higher volume with lower AOV toward the upper end.

The agreement is structured around revenue attributable to the demand engine I build — not your existing business or other channels. Reporting is shared and auditable at any time.

Validation typically runs for 90 days. The exact length depends on how long it takes to gather statistically significant data on cost per opportunity, lead quality, and close rate at your AOV.

Initial leads usually start flowing in week 2–3 once ad systems are live and optimised. Weeks 4–6 tend to be calibration — adjusting targeting, creative, and qualification criteria. By week 8–12, performance should be stable enough to validate or invalidate the model for your sector.

I'd rather take a clean 90 days to validate properly than rush to scale on incomplete data.

Three reasons.

First, exclusivity creates value for you. Your acquisition infrastructure isn't competing with another partner's identical infrastructure in your market. The leads I generate go to you alone.

Second, it aligns my incentives with your growth specifically. I can't scale by adding three more operators in the same sector — I can only scale by helping your business grow. That changes how decisions get made about creative, targeting, and budget allocation.

Third, it forces me to be selective. I can't fix the problem if I'm spread thin across competing operators. One per sector keeps me focused enough to actually move the needle.

It's deliberately limiting on my side. That's the trade-off.

I'm a multi-award digital marketer with over 20 years of performance-led acquisition experience, specialising in high-ticket UK home improvement markets.

I've worked big agency-side, client-side, and independently — and I've spent the last several years operating revenue-share partnerships directly with UK home improvement operators.

The live case study on this site is my current active partnership — 12 months in, £648K+ in attributed revenue, 20x revenue-to-capital ratio. I built and operate that engine myself, end to end. It's not a model I'm pitching from theory; it's running today.

I'm looking for a small number of long-term strategic business partners who want to work 1-2-1 with someone that equally invested in the growth of their business though expert digital marketing.

I want to work direct with business owners that are tired of agencies that over promise and under deliver.