How the per-meeting fee works

A CommandVA agreement is governed by two numbers. The first is public: $3,499 per rep per month, printed on the pricing page, month to month, thirty days notice. The second is written into each contract individually: a per-meeting fee, sitting directly beside the definition of what counts as a qualified meeting. Clients ask about the second number more than anything else in the agreement, so here is exactly how it works.

The mechanics

During the definition sessions in the first two days of onboarding, both sides write down what a qualified meeting means for this specific business: the roles that count as buyers, the situations that count as real, what the prospect must have agreed the meeting is for. The per-meeting fee gets set in the same conversation, sized to the ICP, the deal size, and how hard the market is to reach. Then both go into the agreement together, the definition and the price, on the same page.

The fee is invoiced only when three things are all true. The meeting was held, not merely booked. The person who showed up matches the definition. And your AE accepted it as real. Acceptance is your side's call, made by the closer who took the meeting. A meeting that books and evaporates costs you nothing extra. A meeting that holds but turns out to be the wrong person costs you nothing extra. We eat those, by design.

Why we price it this way

The structure exists because both pure models in this category have a known failure mode.

Pure pay-per-meeting pricing has the cleanest sticker and the worst incentive. A vendor paid only per booking is in the calendar-event business, and unless the contract is airtight, volume finds a way: soft meetings, curious tire-kickers, prospects who agreed to a call to end a call. The flat monthly retainer fails in the opposite direction. A provider paid the same regardless of output has no financial reason to care whether February produced anything, and in a category full of long contracts, some stopped caring.

Splitting the price splits the incentive problem. The monthly fee funds the thing that actually produces meetings: a named, full-time rep, the list, the message work, the management layer. The variable fee puts our upside on the same side of the table as yours, and the AE-acceptance clause keeps us honest about quality, because manufacturing soft meetings under this structure costs us money instead of making it. The monthly rate stays a fraction of the roughly $10,000 a fully loaded in-house seat runs, the stack we priced in the three-year cost of an SDR seat, and the variable piece scales with what you actually receive.

What it means for your math

The practical effect is that your cost tracks your outcomes. In a slow ramp month, the variable line is small, which matters exactly when it should. As meeting flow builds, so does the fee, and by then it is attached to accepted meetings your closers wanted. Modeling it honestly is straightforward because every input is known in advance, which shortens the guesswork in the payback math on an outbound dollar considerably. The definition does the real work in all of this, which is why we put it in writing before anyone dials.

If you want to see what the two numbers would look like against your ICP and deal size, book a strategy call. We will draft the meeting definition with you in the first conversation, fee beside it, so you can run the math before you sign anything.