How Finology Shares Its Revenue with the People Who Build It

Most companies reward their teams at the end of the year, after the profits have been calculated, costs adjusted, and numbers cleaned up. But Finology doesn't.

Instead of waiting for profits, we share a portion of our revenue. While it’s a recent shift, it’s one we believe in deeply. And no, it’s not about being unconventional. It’s just what makes more sense for how we operate and for the kind of team we’re building. 

Why didn’t we go with the usual models?

Over the years, employee incentives have taken many forms: ESOPs, bonuses, profit shares, deferred rewards, etc. But each of these comes with its own set of challenges.

• ESOPs sound exciting, but are often hard to value. Employees wait for years, depend on unpredictable funding rounds, and rarely see real liquidity.
• Profit-based bonuses depend on too many variables. Marketing spending can be increased. Office upgrades can be accelerated. Profits, in most companies, can be pushed up or down based on managerial decisions.

Let’s call a spade a spade: When rewards feel distant or conditional, people stop chasing them.

So, how do we do it?

We introduced a revenue-sharing model. It came into action with June’s revenues.

Instead of using net profit as a benchmark, we’ve set a clear revenue threshold. It accounts for most fixed and variable costs. Once we cross that threshold, a part of the revenue beyond it is shared with the team. That’s it! It keeps things honest.

Linking rewards to profit creates a loophole. Overspend on a new campaign? Push a few costs into this quarter? Suddenly, profits look smaller and so do payouts. We’d rather avoid that. When the metric is revenue (post-threshold), the system is harder to manipulate and easier to trust.

Why this matters

Well, it’s a fair, feel-good policy. Don’t you think?

• It removes unnecessary delays. People don’t have to wait 12 months to find out if their work paid off.
• It keeps the team connected to business outcomes. Revenue isn’t some abstract number in a board meeting. It’s something everyone influences and benefits from.
• It’s better than token ownership. We’re not against ESOPs. But this model feels more real, more immediate, and more transparent.

At the Heart of It

Sure, we’ve only just begun… But this model reflects something we’ve believed for a long time:

“When people help build something, they should share in what it becomes.”

They don’t need complicated incentives. They just need something fair, something clear, and something that actually shows up in their bank account when the company does well.

That’s what this is about.