What a chain is worth.
A chain is one account you own, inside a silo — a service category. The high-level economics: what the people earn, what Band of Hands earns, and what the category rolls up to.
Pick a category, then drag any number — or type it. Nothing's locked; these are presentation defaults, not gospel.
What a single chain pays
What the silo rolls up to
Uses the same take and split from the left. Penetration is the slice of the category you actually serve.
Every silo's take is graded by source — A filings & government data · B analysts & trade · C vendor marketing — with the grade and the basis shown on each silo's own footnote above, so the copy always matches the silo you're reading. The strongest legs are anchored in a signed vendor contract and in public-company filings; the rest are conservative, web-sourced, and fully editable.
One rule keeps this honest: every take % is expressed as the effective share of the customer's category spend that becomes commission — the same denominator the TAM uses — so the two cards always reconcile. That matters most in the silos that earn a big cut of a small base: Payments is ~50% of the processor markup, not of card volume; Logistics is a 35–50% contingency on only the 2–5% it recovers (≈2% of freight spend); Supply Chain margin is transactional, not recurring; Energy is quoted in mils/kWh and moves with the commodity rate. Each is footnoted on its chip so nobody mistakes the headline for the take.
TAM figures are US-only and match the silo deck (combined ≈ $2.4T). Penetration defaults are deliberately tiny (≈1%) — diligence rewards a model that wins big on a small slice, not one that needs the whole market.
What this is not: a locked financial model. It's a high-level instrument for the room — every input moves, so you can answer "what if the take is two points lower?" without leaving the slide.