Field note · Issue 05 · By Anthony Peguero · July 2026

Paid per introduction, never per promise

Where the invoice triggers tells you what a firm really sells — and per-delivery pricing forces the filter to tighten on its own.

Look at where the money changes hands in most go-to-market services, and you’ll find the incentive problem immediately. Retainers pay for effort. Lead lists pay for volume. Agencies invoice monthly whether the quarter produced revenue or a deck explaining why it didn’t. The seller gets paid at the moment of promise, not the moment of delivery.

Under that structure, activity becomes the product. More sequences, more touches, more reporting — because activity is what the invoice justifies. The buyer’s outcome and the vendor’s income quietly decouple, and everyone pretends not to notice.

When you’re paid at the moment of promise, activity becomes the product.

Pricing per delivered introduction inverts every one of those incentives. If I route a conversation that doesn’t meet the standard — wrong person, dead need, closed window — I did the work and earned nothing. So the filter tightens on its own. Declining a weak match stops being discipline and becomes simple economics.

It also caps the model deliberately. Per-introduction pricing can’t scale like a retainer book, and that’s the point: a connector paid on delivery is structurally forced to stay small, selective, and accountable to the only metric that matters.

You can tell what a firm really sells by what triggers its invoice. Mine is the introduction itself.

— Anthony Peguero routes qualified introductions between companies under live pressure and the operators built to relieve it.

Where this played out: Clean-Seas West Virginia — 6 industrial introductions and Lasting Blueprint — 4 introductions in 78 days.