Gember × Flex Your Idea
Tiered Growth Partnership
A lightweight, revenue-aligned management model for a high-potential earring brand that has product-market fit but no structured online engine.
The logic is simple. I lower the cost of entry so the brand can engage without strain, then I share in the upside as the channels I run actually move inventory. The KPI is the product itself. This is a scheme I would only extend to a brand I genuinely believe in, where the gap is management and alignment, not the product.
Three decisions to lock before we sign
Each of these moves the numbers materially. The calculator below defaults to the commercially safer position on all three, but you should make the call consciously.
Marginal, not whole-amount
Charge each band of revenue at its own rate, the way tax brackets work. The first SGD 5,000 at 15%, the next slice at 10%, the rest at 5%.
Attributed revenue only
The share applies to revenue my channels generate (website, social, paid, content), not the pop-up sales I never touch. Cleaner, fairer, and easy to defend.
Eyes open on the subsidy
At low volume, a percentage of a small number sits well under the market rate for full-service brand management. That gap is the cost of my goodwill.
The calculator
Adjust any input and the whole model recomputes. Defaults reflect a realistic online ramp from a brand currently doing SGD 1.5k to 3k a month at pop-ups.
Inputs
Everything here is editable.
Cumulative revenue and monthly fee
Month by month
| Month | Units | Revenue | Cumulative | Tier | My fee | Cum. fee |
|---|---|---|---|---|---|---|
| Year 1 | 0 | SGD 0 | — | — | SGD 0 | SGD 0 |
How the three tiers behave
Tier 2 is where the real partnership lives. It is the proving band, where the brand scales and the model rewards consistent execution.
What one sale actually costs her
This tracks the Average selling price from the calculator above. Drag that slider, or tap a price here, and every figure below updates instantly. The fraction going to the agency falls as the brand scales into lower tiers.
The cliff, and the Tier 3 choice
Crossing a threshold should never cut my fee
Under whole-amount tiering, the moment cumulative revenue ticks past a ceiling, the lower rate applies to everything. Earning one more dollar of revenue would slash my fee. Marginal tiering removes the cliff entirely.
Retainer or stay on 5%
Once the brand is consistently above the Tier 2 ceiling, give them a choice at renewal. A flat monthly retainer gives them predictability. Staying on 5% keeps me aligned to upside. Here is the crossover, using your current projection.
At the modelled volume, the retainer and the 5% path are close. The retainer wins for me once monthly managed revenue is sustained well above the Tier 2 ceiling.
Where this sits against the market
Indicative Singapore ranges for context, not quotes. Validate against your own recent deals. The point is to see how far the early rev-share sits below a normal retainer, so the goodwill is a choice and not an accident.
Managed brand, monthly
Site management, social, content, light creative for a small Singapore brand. This is the cost you are choosing to defer in Tier 1.
Performance-aligned
Common for early-stage, full-funnel management. Your declining 15-10-5 is generous to the client at scale, which is the right gesture for a brand you want to keep.
If ad spend is added
Keep any paid budget and its management fee on a separate line from this rev-share, so the two never blur. Bill ad management on committed spend, not blended in.
My recommendation
Run it marginal, on managed revenue, for a 12-month term
Bracket rates of 15%, 10%, 5% on revenue my channels generate. Define "managed revenue" precisely in the agreement, with attribution rules, so there is no argument about what counts. Pop-up and offline sales stay out of scope.
Frame it as a partnership, not a performance model
To Gember, this reads as a tiered growth partnership where my fee falls as they scale. That is true, and it is the more attractive story. The internal mechanics stay internal. The headline they hear is "my cost as a percentage drops the bigger I get."
Consider a modest floor to cover hard costs
A small monthly minimum, in the region of SGD 300 to 500, keeps the engagement lightweight while protecting you from months where revenue stalls through no fault of the work. Toggle it in the calculator to see the effect. Optional, but worth a conversation.
Build in the Tier 3 election and a renewal review
Write the retainer-or-5% choice into the contract as a renewal decision once they sustain above the Tier 2 ceiling. Review the whole arrangement at 12 months. By then the brand should be proven, and the model can graduate to something that pays you properly for a scaled account.
This is a commercial working model, not legal drafting. When you are ready to paper it, the clause-level language for managed-revenue definitions, attribution, the tier mechanics, the floor, and the Tier 3 election should go through proper review before signature.