Deploy Surhires for your clients, and get paid for the work

Implementation consultants configure and deploy the product for staffing firms: data model, stage machines per client, custom fields, permissions, imports, integrations and the training that makes any of it stick. This is the core of the programme and most partners sit here.

Migration specialists move a firm off an incumbent system. That is a different discipline: attachment history, custom field mapping, activity streams, duplicate resolution at scale and a cut-over plan that does not lose a week of billing. It has its own certification for that reason.

RPO providers and recruitment advisers embed the product inside a service they already sell. They are not reselling software so much as standardising the toolchain their delivery teams run on, and they need multi-tenant thinking, template libraries and repeatable configuration rather than one-off consulting.

Independent recruiters and small agency operators who set the product up for peers are welcome too, at a lighter tier. Not every partner is a firm, and the person who has already deployed it twice for friends is frequently the best advocate in a local market.

Deal registration comes first because it is the thing that makes the rest credible. A registered opportunity is protected for a defined period, which means the partner who found the account, scoped the work and did the discovery is not competing with our own sales team on the same deal a fortnight later. Registration is confirmed or declined quickly, and a decline says why.

Beyond that: a recurring share of subscription revenue on business the partner brings, pre-release access to builds so a partner is not learning a new release in front of a client, a private enablement library with the configuration patterns that actually work, direct access to the product team rather than a general support queue, and co-marketing where there is something real to say. Certified partners are listed in the public directory once it opens.

Partners keep one hundred percent of their own implementation, migration, training and advisory fees. We do not take a cut of consulting revenue and we do not compete for it. Our interest is in deployments that stick, and the fastest route to that is a consulting business that finds this work worth doing.

Referral revenue is a recurring share of the subscription the partner's client pays, not a one-off finder's fee. Recurring rather than one-off is deliberate: a one-off bounty rewards introductions, and a recurring share rewards deployments that are still running in year two, which is the behaviour we want to buy.

The share is higher where the partner carries more of the work. A registered referral where we run the sale and the deployment sits at the base rate. A partner-led deployment, where the partner scopes, configures, migrates and trains, sits materially higher. Tier progression moves the rate rather than adding a badge, and tier is earned on certified people and successful deployments rather than on committed volume.

We are not publishing percentages on this page, because the numbers are not signed off and a number published today and revised at launch is worse than no number. The rate card, the registration window, the payment schedule and the tier thresholds are being finalised ahead of general availability and will be in the partner agreement. If you are evaluating the programme now, ask, and you will get the current draft with its status stated plainly.

Certification for anyone client-facing. A partner deploying the product for a paying firm should have completed the implementation curriculum, and anyone running a data migration should hold the migration certification. This is not a revenue gate; the training exists because a badly configured stage machine costs a client a quarter.

Honest scoping, which mostly means honest use of the status board. A partner who sells a client on an in-build feature has created a problem that lands on the client first and on both of us afterwards. The status page, the roadmap and the four-state vocabulary are as much a partner tool as a buyer tool, and we expect them to be used that way.

First-line support for the deployments a partner runs, escalating to us on product defects rather than on configuration questions. Accurate deal registration. Reasonable responsiveness to a client we have jointly introduced. And no use of the Surhires name, marks or directory listing before certification is complete.

No exclusive territories. Exclusivity sounds valuable and produces a market where one partner has no reason to work and every other partner has no reason to join. Deal registration protects the opportunity you actually worked, which is the protection that matters.

No committed marketing development fund, no lead guarantees and no promised volume of referrals. We are pre-launch; a vendor promising a pipeline it does not have yet is telling you something about the rest of its promises. Co-marketing happens where there is a real deployment to write about and a client willing to be named.

No reseller billing at launch. Partners are referral and implementation partners, and the customer contracts directly with us. A full reseller model with partner-of-record billing may follow if partners ask for it, and it will appear on the roadmap rather than being implied here.

The programme is open for applications and is admitting a first cohort ahead of general availability. Commercial terms are in draft. The certification curriculum exists and is being run with the first cohort, partly to teach and partly because the first group always finds the parts of the curriculum that are wrong. The public directory opens when there are certified partners to list, and not before.

That is an early-stage programme and we would rather describe it as one. The advantage of joining now is real: pre-release access, direct product influence at a point where the roadmap is still movable, and a directory listing from the day it opens. The disadvantage is equally real, which is that you are building a practice on a product that has not reached general availability. Both of those are true and you should weigh them.

The application asks how you work with staffing firms today, which markets and specialisms you cover, how many client-facing consultants you would certify, whether you run migrations, and where your implementation revenue comes from now. It takes a few minutes and it is read by a person.

What happens next is a conversation rather than an approval workflow: what you deploy today, what your clients keep getting stuck on, and whether this product actually fits the firms you serve. Sometimes the answer is that it does not, and it is cheaper for both of us to establish that in a call than in a signed agreement. If it does fit, certification is the next step and the directory listing follows it.