· revenue engineEvery Hyper engagement carries a meetings guarantee, written into the contract. At onboarding we agree a number of qualified meetings to deliver inside the first 120 days. Hit it, the engagement carries on. Miss it, we continue to run the platform, the outreach and the coaching for free until we hit it. Invoicing pauses. Our team stays on the account. There are only two outcomes the contract permits, and the second one is materially expensive to us. That's the design. The guarantee is what aligns the incentives between you and the people running your outbound, and it's the reason there's no DIY tier underneath it.
This piece walks through how the guarantee actually works. What counts as a qualified meeting. How the target gets set. What happens when we're tracking ahead, on track, or behind. Why the guarantee sits where it sits in the commercial architecture. And the third outcome, which is rarer than the first two but worth naming: a setup-fee refund, in defined cases, when the engagement was the wrong fit from the start.
How the target gets set
The target is a number of qualified meetings, scoped to your ICP, your market and your sales team's capacity. It's not a generic SLA. We propose a number after we've seen the account list, the seniority of buyer the messaging's going at, the realistic reply rate for the segment, and the rep capacity available to take the meetings that book. The number reflects all of those. It goes in the contract as a 120-day target, with a monthly pacing curve that we share back to you weekly.
A meeting is qualified when it meets four criteria. The decision-maker or a defined adjacent role attended. The conversation was thirty minutes or longer (twenty-five for calls explicitly scoped to twenty-minute slots). A defined next step came out of the meeting, or a defined no, both of which are useful pipeline data. And the meeting was attributable to a Hyper-originated touch in the ninety-day window before the call. The four criteria are spelled out in the contract. There's no interpretive gap left for either side.
The two contractual outcomes
Outcome 01 · Hit the target inside 120 days
The expected one. The engagement renews on its standard cadence. The target for the next 120 days recalibrates based on what the first period showed us about reply rates, conversion at meeting stage, and rep capacity. The pacing curve resets. Invoicing continues. This is what happens for the great majority of engagements we run.
Outcome 02 · Miss it on day 120, and we work free
If the count is short on day 120, the contract switches mode. We continue to run the engagement. The team stays on the account. The platform stays live. Your invoicing pauses. We keep going until the original target is met. When it is, invoicing resumes from that day forward. You don't owe the back invoices. The cost of the gap was ours, by design.
This is the part of the guarantee that does the incentive work. Our team is paid the same whether we hit the target or not, but the company isn't, and the company has skin in your number. If the engagement is going to slip, we know about it weeks in advance, and our team adjusts the operation to close the gap. The guarantee is what forces that early visibility on both sides.
The third outcome, when the engagement was misfit
There's a narrower third outcome that doesn't apply to most engagements but is named in the contract for honesty. If, inside the first sixty days, both sides agree the engagement was a misfit, we refund the setup fee in full and the engagement winds down. This is rare and almost always picked up early, at the calibration call in week four or week six. The triggers are usually one of three things. The ICP we agreed at scoping turns out not to exist at the volume we both expected. The buyer persona we're writing to turns out not to be the actual buyer in your market. Or your sales team capacity to take meetings is materially below what was planned. In each case, continuing the engagement wouldn't serve either party, and we'd rather end it cleanly than let it drift to day 120 of an outcome neither side wanted.
The setup-fee refund is the commercial expression of that. It isn't a customer-rights gesture. It's an acknowledgement that the work we did to set up wasn't going to produce the outcome we proposed, and we take the cost of that misjudgement.
What the guarantee tells you about how Hyper's built
The guarantee isn't a marketing line. It's a load-bearing constraint on the commercial model and on the way the platform's operated. Three things follow from it that are worth naming, because they shape the engagement you'd have with us.
It rules out a DIY tier
If the contract guarantees an outcome, the company has to control the work. A self-serve plan run by your team would carry the guarantee in name only, and every miss would turn into a dispute about whether the platform was used correctly. We don't run that argument. The platform's run by our team. See why we don't sell a DIY tier for the long version.
It forces honest scoping
A guarantee that floats with whatever the customer wants would be uninsurable for us. So scoping is real. We say no to engagements where the proposed target isn't credible, where the ICP's too narrow to support a 120-day pacing curve, or where the buyer capacity to take meetings is insufficient. Hearing no from a vendor is unusual. You should read it as the guarantee doing its job.
It changes the cadence of the relationship
Weekly check-ins aren't a cosmetic operating habit. They're where the guarantee gets defended on both sides. Where we are on the pacing curve, what the conversion is at each step, what the brief needs to do differently next week. Both parties show up to that meeting with the same data. Most vendor relationships don't run that way. Ours does because the contract demands it.
The questions worth asking before signing
A few questions are worth asking explicitly during the commercial conversation. We'll answer all of them, in writing, before the contract is signed.
How is "qualified" defined?
Four criteria, named in the contract: decision-maker attended (or defined adjacent role), thirty-minute minimum, defined next step or defined no, attributable to a Hyper-originated touch in the prior ninety days. There's no clause that lets us redefine qualified later.
How is the target number set?
Proposed by us after seeing the account list, agreed before signing. The proposal includes the assumptions behind the number: reply rate, meeting acceptance rate, rep capacity. If any of those assumptions move materially during the engagement, the recalibration is documented and mutually agreed.
What does the work-free period actually include?
Everything the standard engagement includes. Research, outreach across email, LinkedIn DMs, landing pages, coaching, CRM writeback, weekly review. Our team and the platform stay live. The only thing that pauses is invoicing.
Is there a time limit on the work-free period?
No. We work until the original target's met. The contract doesn't put a cap on how long that takes, because doing so would be a way of capping our exposure to a missed target, and that defeats the point of the guarantee.
Has it ever been triggered?
Yes. Most engagements hit the target inside the 120 days. A small number have triggered the work-free clause. In those cases the engagement closed the gap inside the next eight to twelve weeks, the customer paid no more during that period, and the relationship has continued past it. The full operating record is something we walk through on a commercial call.
What about the setup-fee refund clause?
Triggered only inside the first sixty days, by mutual agreement that the engagement was misfit, against the three categories above. We don't use it as a let-out for ourselves. It exists to give the customer a defined exit when the scoping turned out wrong, without an argument about who pays for the wasted setup work.
Why this matters commercially
Most outbound vendors charge a subscription you pay regardless of whether the pipeline shows up. The expected value of their relationship with you is decoupled from the number that matters to your board. Most outbound agencies charge per meeting, which solves the alignment problem in one direction (no meetings, no fee) but creates a different problem: the incentive is to book meetings, not necessarily the right meetings, and a per-meeting fee structure quietly degrades the seniority of the buyer they reach for.
The Hyper model is annual subscription, with a meetings target, with a work-free clause if we miss it. The subscription pays our team to build the engagement properly. The target keeps everyone honest about the outcome. The clause means the cost of underdelivery sits with the company that built the platform, not with the customer who bought it.
That's what the guarantee actually buys you. It buys you a vendor whose financial position is tied to your pipeline number, in writing, for as long as the engagement runs. Most other commercial models in this market don't tie those two things together. We chose the one that does.
Read next
On the commercial reasoning behind the absence of a self-serve tier underneath the guarantee, read why we don't sell a DIY tier. On the operational work that the company does to hit the target, read the ten jobs, one by one. On the audit trail that gives both sides the same view of progress against the target, read how we plug into your CRM. And on the mechanism end to end, the writing page walks through the chapter version of the same argument.