This is probably the most commented and misunderstood part of the iad model. Sponsorship — the possibility of developing its team, accompanying other advisers and being paid for their work — feeds both vocations and suspicions. After more than ten years in the network and a team built gradually, here is an explanation without beautification: what it is, what it brings back, and especially what it takes.
This article describes a principle of operation. Accurate rates, levels and conditions are included in the applicable DAI contract documentation, which is given to you before any decision is made: it is the DAI that is authentic.
The principle: compensation for the activity of his team
What sponsorship is not
Let's start by removing the most frequent confusion. The remuneration for sponsorship at iad is based on transactions carried out by the accompanying advisors. A godchild who registers and does not carry out any transactions does not generate any remuneration for his sponsor. This is a structural point: the sponsor's remuneration is derived exclusively from the actual sales realized and cashed by the advisers of his team. No sale, no commission — for them as for you.
This is what distinguishes the model of a pyramidal system, where remuneration would come from the memberships themselves. Here, the value created remains a real real estate transaction between a seller and a purchaser.
How compensation is built
When a consultant you sponsored makes a sale, a portion of the agency's fee goes to the sponsor, on several levels of depth. This share is added to the commission of the adviser who made the sale: it is not taken from him. The level achieved depends on the criteria of personal activity and team defined by the network.
In concrete terms, this creates a second source of revenue, more regular than sales commissions, which by nature remain irregular. For many experienced counsellors, this is what makes it possible to smooth an activity where two months are rarely similar.
What it really does bring
There is no standard amount
It is the question that always comes back, and the honest answer is disappointing: there is no number to announce. Sponsorship revenues depend on the number of advisers on the team, their actual production, their seniority, the market of their sector and the length of time they remain active. Two managers with the same number of godson can have very different incomes.
Beware of presentations that show amounts without specifying seniority, team size, and the rate of advisors actually active behind. An average calculated on the performance advisors alone has no informative value.
A useful benchmark for assessing an opportunity: always ask what percentage of the team is active, and not only registered. This is the indicator that says the most about the reality of recurring income.
Recurring income, but not passive
The term "passive income" is widely circulated. She's deceptive. A team that is not accompanied demobilizes, and a demobilized team stops producing — so generate recurrence. Income is recurring as long as activity is; it is not acquired.
In practice, accompanying advisers represents a real time of work: training, answers to field questions, regular points, presence at difficult times — a first mandate that does not succeed, a compromise that fails, a period without money. It's a trade in the trade.
What sponsorship requires
First know how to do the job
Developing a team before self-control in taking up a mandate, estimating and negotiating is the best way to fail on both tables. You can't go with someone on situations you've never treated. Advisors who succeed in building a sustainable team have almost always started by consolidating their own business for one to two years.
Developing your team by choosing the projects to accompany
There is a temptation to sponsor widely, thinking that there will be a few of them. It's as much a calculation error as an ethical problem. A poorly prepared person, who starts without transition cash and without a penchant for prospecting, will stop after a few months — with bitter experience and often very real financial difficulties.
An honest presentation of the trade, which frankly exposes the lack of guaranteed income, the duration of the start-up and the place of prospecting, naturally excludes fragile projects. They're fewer applications, but teams that hold.
Accepting to be available
A contactable manager changes concretely the first months of an advisor. This involves structuring its time: identified coaching slots, regular team points, organized training. Without this organization, the accompaniment dilutes and the team is reduced to a list of names.
Questions to ask before starting
If team development is part of your motivations, some questions allow you to seriously evaluate an opportunity:
- What are the exact rates and levels, and in what contract document do they appear?
- What conditions of personal activity must be met to qualify?
- How many advisors do the team count, and how many are active in the last 12 months?
- What concrete accompaniment is offered to the goddaughters, and by whom?
- What happens to pay if a godchild leaves the network?
- How long does it take on average between the start-up of an advisor and his first sale?
A serious interlocutor will answer these six questions in a straightforward manner, supporting documents. An evasive response is information in itself.
In summary
Sponsorship is a real lever of development, provided you look at it for what it is: an accompanying activity, demanding in time and skills, whose remuneration depends entirely on the actual production of other professionals. It's neither an annuity nor a shortcut. For those who like to transmit and build, it is one of the most interesting dimensions of the profession.
Are you interested in the project? Page discover the support offered to the iad advisors details the daily trade, status, fees and steps to start.
This article is not a financial council. It describes a method of remuneration, not an expected result. The income of an independent real estate adviser depends on the activity actually developed, the sales actually concluded and collected, the contractual conditions in force, the possible formation of an organisation, the level of expenses and the individual situation. No income, sales frequency and time limits are guaranteed.
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organisation of more than 130 councillors · intervenes in Narbonne, Narbonnais, the Minervois and several sectors of the Aude and Hérault
In real estate since 2013 within the iad network, he accompanies sellers on the Narbonnais and the Minervois and leads an organization of independent advisors. Discover Guillaume Roque's journey.