Independent Microsoft consultants and advisors have long found themselves navigating a challenging economic landscape, where the balance between expertise, autonomy, and reliable income is rarely straightforward. The recent launch of Entergrade’s revenue sharing program introduces a potentially seismic shift in this space, promising to realign incentives and expand opportunities for professionals across the United States, Canada, and even select US territories. As with any industry innovation, it brings both hidden complexities and significant opportunities worth unpacking.
Entergrade has positioned its new program as a solution to a classic problem: how do independent IT consultants and advisors, particularly those specializing in Microsoft ecosystems, turn sporadic contract work into a more stable, recurring revenue stream? The core of the Entergrade initiative is deceptively simple—empower professionals to not only deliver technical expertise but also share in the financial upside of continued client engagement with Entergrade’s suite of solutions.
Unlike the traditional pay-for-service setup, Entergrade’s revenue sharing program enables consultants to earn commissions based on the ongoing spend and engagement of the clients they refer or support on the Entergrade platform. In effect, it aligns consultants' incentives with the success and retention of their clients. This model, common in software sales and SaaS partnership ecosystems, is relatively new in the domain of independent consulting centered on Microsoft tools and services.
This design suggests a strategic awareness: the value of Microsoft specialists is not limited by ZIP code. For professionals in places like the Yukon Territory or American Samoa, where consistent consulting work may be hard to find, the program represents a compelling chance to amplify earning potential without the expense or disruption of relocating.
Consultants who sign up are assigned unique identifiers or tracking links. When they refer businesses or non-profit organizations to Entergrade’s Microsoft deployment, management, or support offerings, any subsequent purchases or contracted services generate a percentage-based reward for the consultant—so long as the relationship endures. This creates not just a new revenue source, but an incentive to foster sustainable, mutually beneficial engagements rather than seeking one-off projects.
For many consultants, especially those accustomed to the feast-or-famine cycle of hourly contracts, this ongoing financial relationship introduces a powerful stabilizing factor. It also means that a consultant’s contributions do not end with deployment; their expertise and advocacy are rewarded in proportion to how well their clients leverage and expand upon Entergrade’s Microsoft-focused technologies.
One subtle but significant challenge is ensuring the program does not devolve into a referral race or “churn and burn” scenario, where volume overtakes quality. Entergrade’s ongoing payment structure is a counterweight here: by tying consultant earnings to customer success and longevity, the program seeks to reward those who build real trust instead of those who maximize quick wins.
Still, the absence of strict performance minimums or quotas might tempt less scrupulous participants to game the system, potentially harming the program’s reputation in the long run. Entergrade’s vetting process for new participants, as well as its stated emphasis on transparency, will likely be pivotal in maintaining program quality and consultant credibility.
For clients, the presence of a consultant who is literally invested in their optimal use of Microsoft solutions may translate into better outcomes. Advisors who are compensated not just for the initial rollout, but for ongoing success, have strong incentives to deliver comprehensive support, identify opportunities for platform optimization, and help clients stay abreast of new features and security updates.
At the same time, independent consultants gain a lever to enhance their own practices. Instead of racing from one contract to the next, they can cultivate a roster of “revenue partners” that generate income even as they shift focus to new engagements. Over time, this could mean less burnout, more time for professional development, and a more resilient business model.
First, there’s the issue of dependency. Consultants who derive significant income through a single revenue sharing model are, by definition, tethered to the fortunes of that platform. Should Entergrade’s business falter, shift strategic focus, or alter the terms of the program, consultants could face abrupt income loss. Diversification remains key; no responsible professional should rely completely on any single platform’s partnership initiative.
Second, the actual revenue to be earned depends not only on initial client acquisition but on ongoing client spend. Economic downturns, changing IT budgets, or technological disruptions could all shrink recurring revenue, introducing a degree of instability that’s no less real than the old contract-based model.
Third, there are ethical and regulatory considerations—particularly in the US, Canada, and other jurisdictions with strict rules around data privacy, security practices, and business representation. Entergrade’s partners will need to be vigilant to ensure their actions reflect not only Entergrade’s brand reputation, but also comply with relevant legal standards. This is doubly important when operating remotely or across provincial or state lines.
Experienced consultants will need to judge whether Entergrade’s tools, support systems, and commercial terms match their own professional philosophies. For some, the program’s focus on recurring relationships fits like a glove, enabling them to act as trusted advisors instead of short-term troubleshooters. For others, particularly those steeped in bespoke development or highly specialized integrations, the standardization inherent in such revenue sharing models may chafe against their preferred ways of working.
Another point of consideration lies in client perception. Consultants must communicate clearly how they are compensated, and reassure clients that their recommendations are governed primarily by technical value—not just financial incentive. Full transparency, along with a demonstrated track record of placing clients’ long-term interests first, is critical to building (and protecting) trust in this new paradigm.
Entergrade’s provision of shared resources, best practice guides, technical training, and even group marketing initiatives points toward a future where independent consultants are less isolated. By cultivating a genuine community, the program could help raise the overall bar for Microsoft-focused consulting across North America.
Conversely, the risk of fragmentation—or the emergence of cliques and exclusivity—remains. To fully realize its community-building potential, Entergrade will need to continually invest in accessible learning platforms, equitable opportunities, and mechanisms for gathering participant feedback in ways that drive positive change.
For now, Entergrade has made a bold move in foregrounding not just its platform’s technical advantages, but its revenue-sharing philosophy as an agent for industry transformation. By centering independent professionals and clearly linking financial rewards to client satisfaction, Entergrade is signaling a belief in partnership as the primary path forward—not just in sales, but in shared, sustainable success.
The true test will come as the program matures: can Entergrade maintain quality control over a growing pool of partners, adapt to evolving customer needs, and sustain payouts if adoption scales rapidly? Will the revenue sharing model remain genuinely advantageous for consultants as market realities shift? And will clients embrace this blended incentive structure, or will they cling to the perceived “neutrality” of old-school fixed-fee consulting?
Best practices for would-be participants are emerging: vet the fine print, balance time investments between revenue-sharing partnerships and independent contracts, maintain sharp technical skills, and place a premium on transparent, client-centered communication.
Experimentation—entering the program with a carefully selected subset of clients or projects—may be the best way to evaluate whether Entergrade’s structure delivers on its promise. Early adopters who share their stories, both successes and setbacks, will have an outsized influence on the program’s evolution.
Still, as with all industry disruption, the ultimate impact will depend on execution, transparency, and the ongoing engagement of its professional community. Independent Microsoft experts—whether based in the heart of Silicon Valley or the wilds of northern Canada—now have access to a new, compelling lever for growth. The decision to embrace it, hedge against its risks, or await further industry evolution is not one to be made lightly.
It is, perhaps, precisely the kind of choice that reflects the modern consultant’s role: not only as a technical expert, but as a strategist stewarding both their clients’ futures—and their own.
Source: goSkagit Entergrade Launches New Revenue Sharing Program for Independent Microsoft Consultants and Advisors
The Emergence of a New Revenue Model
Entergrade has positioned its new program as a solution to a classic problem: how do independent IT consultants and advisors, particularly those specializing in Microsoft ecosystems, turn sporadic contract work into a more stable, recurring revenue stream? The core of the Entergrade initiative is deceptively simple—empower professionals to not only deliver technical expertise but also share in the financial upside of continued client engagement with Entergrade’s suite of solutions.Unlike the traditional pay-for-service setup, Entergrade’s revenue sharing program enables consultants to earn commissions based on the ongoing spend and engagement of the clients they refer or support on the Entergrade platform. In effect, it aligns consultants' incentives with the success and retention of their clients. This model, common in software sales and SaaS partnership ecosystems, is relatively new in the domain of independent consulting centered on Microsoft tools and services.
Broadening Participation Beyond the Lower 48
One of the notable features of the program is its inclusivity. Entergrade has opened eligibility not only to all fifty states, but also territories such as Puerto Rico, the US Virgin Islands, armed forces addresses, and an impressive array of Canadian provinces and territories. This geographic sweep effectively lowers barriers for talented consultants and advisors who may live outside major metro areas or even in non-contiguous states and regions where tech industry opportunities are less concentrated.This design suggests a strategic awareness: the value of Microsoft specialists is not limited by ZIP code. For professionals in places like the Yukon Territory or American Samoa, where consistent consulting work may be hard to find, the program represents a compelling chance to amplify earning potential without the expense or disruption of relocating.
Demystifying the Revenue Sharing Mechanism
At the heart of Entergrade’s program lies the question: how exactly does revenue sharing work in practice for the independent consultant? Details provided by Entergrade indicate a multi-tiered system that mirrors partner programs at some of the largest cloud service providers, but with key differences tuned for individuals and small agencies rather than corporate resellers.Consultants who sign up are assigned unique identifiers or tracking links. When they refer businesses or non-profit organizations to Entergrade’s Microsoft deployment, management, or support offerings, any subsequent purchases or contracted services generate a percentage-based reward for the consultant—so long as the relationship endures. This creates not just a new revenue source, but an incentive to foster sustainable, mutually beneficial engagements rather than seeking one-off projects.
For many consultants, especially those accustomed to the feast-or-famine cycle of hourly contracts, this ongoing financial relationship introduces a powerful stabilizing factor. It also means that a consultant’s contributions do not end with deployment; their expertise and advocacy are rewarded in proportion to how well their clients leverage and expand upon Entergrade’s Microsoft-focused technologies.
Empowering Autonomy While Ensuring Accountability
Yet, the advantages of such a revenue sharing program come hand-in-hand with new responsibilities. Entergrade asserts that participation in the program is open to both full-time independent professionals and part-timers or “moonlighters.” The company provides partners with promotional materials, technical documentation, and in some cases, direct access to platform support resources. This democratizes the potential to succeed, but it also places the onus on consultants to maintain their own technical sharpness, ethical standards, and customer satisfaction.One subtle but significant challenge is ensuring the program does not devolve into a referral race or “churn and burn” scenario, where volume overtakes quality. Entergrade’s ongoing payment structure is a counterweight here: by tying consultant earnings to customer success and longevity, the program seeks to reward those who build real trust instead of those who maximize quick wins.
Still, the absence of strict performance minimums or quotas might tempt less scrupulous participants to game the system, potentially harming the program’s reputation in the long run. Entergrade’s vetting process for new participants, as well as its stated emphasis on transparency, will likely be pivotal in maintaining program quality and consultant credibility.
Unlocking the Value of Microsoft-Focused Consulting
The Microsoft technology stack remains a colossal force—Azure, Microsoft 365, Power Platform, Dynamics, and countless related tools enable everything from small nonprofits to Fortune 500s. In this crowded and rapidly evolving field, differentiation is difficult. Entergrade’s revenue sharing program cuts through this noise by offering an additional, tangible benefit: a financial stake in the technology adoption journey.For clients, the presence of a consultant who is literally invested in their optimal use of Microsoft solutions may translate into better outcomes. Advisors who are compensated not just for the initial rollout, but for ongoing success, have strong incentives to deliver comprehensive support, identify opportunities for platform optimization, and help clients stay abreast of new features and security updates.
At the same time, independent consultants gain a lever to enhance their own practices. Instead of racing from one contract to the next, they can cultivate a roster of “revenue partners” that generate income even as they shift focus to new engagements. Over time, this could mean less burnout, more time for professional development, and a more resilient business model.
Risks and Limitations: Not a Panacea
Despite these considerable strengths, the Entergrade program is far from risk-free. Critical analysis reveals a number of inherent challenges that prospective participants must weigh carefully.First, there’s the issue of dependency. Consultants who derive significant income through a single revenue sharing model are, by definition, tethered to the fortunes of that platform. Should Entergrade’s business falter, shift strategic focus, or alter the terms of the program, consultants could face abrupt income loss. Diversification remains key; no responsible professional should rely completely on any single platform’s partnership initiative.
Second, the actual revenue to be earned depends not only on initial client acquisition but on ongoing client spend. Economic downturns, changing IT budgets, or technological disruptions could all shrink recurring revenue, introducing a degree of instability that’s no less real than the old contract-based model.
Third, there are ethical and regulatory considerations—particularly in the US, Canada, and other jurisdictions with strict rules around data privacy, security practices, and business representation. Entergrade’s partners will need to be vigilant to ensure their actions reflect not only Entergrade’s brand reputation, but also comply with relevant legal standards. This is doubly important when operating remotely or across provincial or state lines.
The Consultant’s Perspective: Greater Flexibility, Higher Responsibility
For established Microsoft consultants, the introduction of Entergrade’s revenue sharing comes at a time of significant shift across the broader IT industry. Cloud-first business models, the rise of remote work, and increasing reliance on distributed digital solutions make flexible, incentive-aligned partnerships more attractive than ever. Yet, with flexibility comes added responsibility—for both client outcomes and one’s own career strategy.Experienced consultants will need to judge whether Entergrade’s tools, support systems, and commercial terms match their own professional philosophies. For some, the program’s focus on recurring relationships fits like a glove, enabling them to act as trusted advisors instead of short-term troubleshooters. For others, particularly those steeped in bespoke development or highly specialized integrations, the standardization inherent in such revenue sharing models may chafe against their preferred ways of working.
Another point of consideration lies in client perception. Consultants must communicate clearly how they are compensated, and reassure clients that their recommendations are governed primarily by technical value—not just financial incentive. Full transparency, along with a demonstrated track record of placing clients’ long-term interests first, is critical to building (and protecting) trust in this new paradigm.
Potential for Community Building and Professional Growth
A quietly powerful aspect of Entergrade’s initiative is its promise to foster stronger peer networks among Microsoft consultants and advisors. Revenue sharing models, when thoughtfully administered, can facilitate knowledge exchange and joint venture opportunities. As more consultants join the program, opportunities for collaborative bids, resource pooling, and mutual support are likely to grow.Entergrade’s provision of shared resources, best practice guides, technical training, and even group marketing initiatives points toward a future where independent consultants are less isolated. By cultivating a genuine community, the program could help raise the overall bar for Microsoft-focused consulting across North America.
Conversely, the risk of fragmentation—or the emergence of cliques and exclusivity—remains. To fully realize its community-building potential, Entergrade will need to continually invest in accessible learning platforms, equitable opportunities, and mechanisms for gathering participant feedback in ways that drive positive change.
The Competitive Angle: A Signal to the Industry
While Entergrade’s approach is not entirely unprecedented, its scale and Microsoft-specific orientation stand out. Competitors—be they other consulting networks, managed service providers, or Microsoft’s own partner ecosystem—are likely to watch the development of this model closely.For now, Entergrade has made a bold move in foregrounding not just its platform’s technical advantages, but its revenue-sharing philosophy as an agent for industry transformation. By centering independent professionals and clearly linking financial rewards to client satisfaction, Entergrade is signaling a belief in partnership as the primary path forward—not just in sales, but in shared, sustainable success.
The true test will come as the program matures: can Entergrade maintain quality control over a growing pool of partners, adapt to evolving customer needs, and sustain payouts if adoption scales rapidly? Will the revenue sharing model remain genuinely advantageous for consultants as market realities shift? And will clients embrace this blended incentive structure, or will they cling to the perceived “neutrality” of old-school fixed-fee consulting?
Looking Ahead: Strategic Choices for Consultants
For Microsoft consultants weighing Entergrade’s offer, the decision is both exciting and complex. On one hand, the promise of recurring, passive-aligned income addresses some of the most persistent pain points of consulting—income volatility, burnout, and professional isolation. On the other, the model introduces new dependencies and a need for strategic clarity about one’s own professional brand.Best practices for would-be participants are emerging: vet the fine print, balance time investments between revenue-sharing partnerships and independent contracts, maintain sharp technical skills, and place a premium on transparent, client-centered communication.
Experimentation—entering the program with a carefully selected subset of clients or projects—may be the best way to evaluate whether Entergrade’s structure delivers on its promise. Early adopters who share their stories, both successes and setbacks, will have an outsized influence on the program’s evolution.
Conclusion: A Meaningful Inflection Point
Entergrade’s revenue sharing program for independent Microsoft consultants and advisors represents a meaningful inflection point in the world of technology consulting. Its breadth of eligibility, innovative incentive structure, and focus on recurring value rather than transactional gains holds the potential to reshape the industry for the better.Still, as with all industry disruption, the ultimate impact will depend on execution, transparency, and the ongoing engagement of its professional community. Independent Microsoft experts—whether based in the heart of Silicon Valley or the wilds of northern Canada—now have access to a new, compelling lever for growth. The decision to embrace it, hedge against its risks, or await further industry evolution is not one to be made lightly.
It is, perhaps, precisely the kind of choice that reflects the modern consultant’s role: not only as a technical expert, but as a strategist stewarding both their clients’ futures—and their own.
Source: goSkagit Entergrade Launches New Revenue Sharing Program for Independent Microsoft Consultants and Advisors
Last edited:
