SaaS finance teams have seen every residual story. BPS on origination. Bounties on leads that never fund. Revenue share that starts after a volume cliff. If you cannot explain the partnership in a board slide without a footnote, it will die in a budget review. You need a mechanic that matches funded outcomes, not clicks.
Loanable pays SaaS partners 50/50 of Loanable’s profit on each funded deal. Monday ACH. No minimum. Attribution is a unique partner link. Loanable is not a lender; 150+ marketplace lenders fund the customer. The same split applies whether the product is working capital, term, SBA, equipment, or a larger facility up to $50M. You are not marking up a buy rate inside your app.
What to tell finance
Revenue is contingent on funding, not on CTA impressions. Timing is weekly, not “net 45 from residual file.” There is no minimum that makes a single funded customer irrelevant. You should still forecast conservatively because you do not control credit boxes. Working capital can fund as soon as 24 hours; that is not a revenue recognition policy. Recognize when funded and when ACH is yours to book under your own accounting rules.
- No volume band that changes the 50/50 split
- No product that quietly pays a finder’s fee instead
- Dashboard visibility for funded placements
- No public API that lets you accrue “offers sent”
Internal split versus marketplace split
If you share economics with a channel or a white-label reseller, that is your contract. Loanable pays the partner on the ref code. Do not give three teams the same code and then argue about the Monday deposit. Issue codes the way you issue Stripe keys: deliberately.
Do not sell the split to end users
Users should not see your 50/50. They should see a marketplace application. Advertising “we make money when you borrow” may be required in some contexts; inventing a cash-back story that implies you are the lender is worse. Keep the partner economics in the partnership, not in the button copy.
Forecasting without lying to the board
Build a funnel: eligible users, clicks, completed applications, fundings, ACH. Convert at each step with conservative placeholders, not with a competitor’s press-release conversion rate. You do not control lender boxes. You do control ref survival and CTA placement. Put uncertainty in the model where it belongs — after the application, not before the click.
Do not annualize one good Monday. Do not treat as-soon-as-24-hour working capital as a revenue cadence. Do not put $50M facilities in the base case. Book 50/50 of Loanable profit when finance agrees it is yours. The marketplace of 150+ lenders is coverage, not a hockey stick. unique partner link is the only input you fully own.
Separate partner revenue from customer subscription revenue in the same monthly packet so nobody treats capital residuals as SaaS churn recovery. The 50/50 of Loanable profit is a funded-deal line. It will be lumpy. 150+ lenders and as-soon-as-24-hour working capital do not make it a subscription. Facilities up to $50M do not make it a pipeline you can book like ARR. unique partner link is the only lever you fully control besides CTA placement.
Give finance a sentence they can live with. Discuss a Loanable SaaS partnership and attach funded-deal 50/50, Monday ACH, and partner-link attribution to the product plan.