Partner program
Take this to your clients' innovation budgets.
This page assumes you have read the agency page and, better, that you have run Cartora on one of your own client accounts. That is deliberate. Nobody resells a system they have not used, and the first conversation with your client goes very differently when you have.
- You keep the relationship
- We keep the engineering
- Revenue shares on collected cash
Across all our accounts, which clients need attention this morning?
Reading every connected account, each in its own environment
Three, ranked by what it is costing them.
| Client | What changed |
|---|---|
| Account A | Pacing 131% of plan |
| Account B | A tag stopped firing |
| Account C | Creative fatigue, week 4 |
This is the screen you would demo. Each client is a separate environment; none of them can see another.
Read fromEvery connected account
The split
Two things, and neither of us has both.
Most partnerships fail because one side ends up doing work it cannot staff. This one is drawn so that does not happen.
The relationship and the room
You know which client has an innovation budget, who signs, and what they have already tried. You have the standing to suggest something new, which is the part that cannot be bought.
The system and the engineering
The built product, the connectors, the per-client environments, and the maintenance when a platform changes its API. You are never asked to support what you did not build.
How it runs
From your own account to your client's, in order.
- You run it on one of your own client accounts first, because nobody resells what they have not used
- You name the client and register the lead in writing, which protects the introduction
- We present and price together; Cartora closes, so you are never negotiating on our behalf
- Each client runs in its own isolated environment, with its own credentials and audit trail
- Revenue shares monthly on cash actually collected, with a simple statement each time
- You stay the relationship. We stay the engineering
Isolation, drawn
Your clients never see each other, and neither do your teams.
Every client account is a separate environment with its own credentials, configuration and audit trail. When your client asks what stops their data reaching another brand you work with, this is the answer, and it is structural rather than a setting.
Own credentialsOwn configurationOwn audit trail
Before you ask
Ownership, protection, the pitch, and what it costs you to support.
Who owns the client relationship?
You do. You registered the lead, you are in every room, and the client keeps working with you. Cartora is the engineering behind an offer you are making, which is why partners never demo, price, promise scope or sign anything.
What if the client tries to go direct?
Lead registration is in writing before any introduction, and it is honoured. Commission is calculated on cash actually collected from that client, so the arrangement does not depend on goodwill or on anyone remembering who introduced whom.
What am I actually selling, in a sentence?
An AI operating system for their paid media and brand teams, built against their own data sources, running in the AI accounts they already pay for. It comes out of an innovation budget rather than a media budget, which is usually a different and easier conversation.
How much support does this cost me?
None that you have to staff. Platform breakage, maintenance and iteration sit with Cartora under the retainer. That is deliberate: an offer that costs you a support function is not an offer, it is a liability.
Start here
Name one client with an innovation budget.
Not a contract and not a commitment. One client, one conversation about what they would actually want, and an honest answer about whether this is it.