The compensation plan

Build an ensemble.
Build a team.

Orvanna sells artificial intelligence (AI) agents by subscription. A Conductor runs an ensemble of those agents and helps other people do the same. This brochure explains, with the arithmetic in plain sight, exactly how a Conductor is paid for that. Part one is the plan that runs today. Part two is a two-layer extension that has been modelled, verified, and attacked, and has never paid anybody.

Plan version 1.3 Effective month 2026-08 Part two: modelled, not operating Read start to finish

Contents Printable full plan

Before you start

How to use this brochure

This document is built to be read like a short book, from the first page to the last. It starts with the words, then the volume, then the one gate that decides whether anybody gets paid at all, and only then the money. Read it in that order once and the rest of it stops needing explanation.

Every example shows its arithmetic. Nothing is rounded off behind the scenes and nothing is described in a percentage without also being shown in dollars. There is no separate printed plan booklet, so this page, together with the version stamp in its footer, is the statement of the plan on this site. If a number here disagrees with a number anywhere else, this is the page to check it against.

Acronym key for this page: Personal Volume (PV), Sales Volume (SV), Commissionable Volume (CV), Team Volume (TV), artificial intelligence (AI), Quality Assurance (QA), Coordinated Universal Time (UTC).

Demonstration document. Orvanna is a demonstration company and its Conductor program is a working prototype: the member records and the organisation tree are synthetic, while the purchases behind them are real orders placed through the live storefront using sandbox test cards, including orders placed by visitors. No real money moves at any point, so every figure in this brochure is real to the demonstration's commission engine and to nothing else.

Not an income claim. The worked examples exist to show how the arithmetic runs. They are illustrations, not projections, and nothing here promises or implies that any person would earn any amount.

Would you rather see it than read it? There is an illustrated companion to this document that explains the plan almost entirely in drawings: one order followed all the way to every person it pays, the levels drawn to scale, how far your pay reaches as your rank rises, and a complete month reconciling on the page. Open the illustrated compensation plan.

The rules and the numbers are the same. One difference worth knowing before you open it: this page keeps the plan that runs today separate from the two layers that are only modelled, and the companion presents the plan as one piece without drawing that line. It is a single page and it prints cleanly.

Need the whole plan on paper? The complete plan — both parts, all twenty-four sections, every worked example — is set as a printable document. Open the printable compensation plan.

Same rules, same numbers, laid out for print rather than for scrolling. Your browser’s Print command saves it as a PDF with no further setup.

Start here: What is running, and what is only modelled

Part one, the plan that runs today.

How a Conductor earns, in one paragraphthe whole model
Conductors, customers, and the two things called yoursensemble vs team
Every word, defined before it is usedshort list
Volume, and the eighty percent ruleread this twice
The qualified month: the single gate100 SV
One organisation, every exampleten people
Earning one: your frontline, at ten percentworked
Earning two: depth, which rank unlocksworked
Earning three: customer sales rolling upworked
Earning four: Instant Payoutapproved, not built
The rank ladderfive rungs
A complete month, to the centevery line
The calendar, rounding, and finalityoperations
What version 1.3 does not dothe honest page

Part two, the Builder plan, modelled.

The Builder plan in one viewthree layers, two laws
Layer two: the Builder overrideworked
Layer three: the second-leg bonusworked
Law A: nothing carries overwith both exhibits
Law B: the twenty percent promisethe ceiling, enforced
What the model measuredthe numbers
What we attacked, and what it paid backanti-gaming
The hard questions, answered with numbersfor a hostile reader
What is not settledopen decisions
Key terms and definitionsfull glossary

Before you start

What is running, and what is only modelled

A compensation document is only worth reading if it is clear about which parts are real. This one is, in the first minute rather than the last.

Operating today

Part one, sections one to fourteen

Everything in part one of this brochure, from section one through the section headed "What version 1.3 does not do", which is section fourteen and the last section before the part two divider, is the plan the commission engine runs. It is unilevel version 1.3. Every monthly commission run this company has ever computed carries version 1.2 or version 1.3 of that specification, twelve runs across February to July 2026. Those runs produced statements. They are the plan.

Modelled, never paid

Part two, sections fifteen to twenty-four

Part two, everything from the section headed "The Builder plan in one view", which is section fifteen and carries the part two divider, through to the end of the glossary at section twenty-four, describes a two-layer extension called the Builder plan. It exists as a working implementation inside a compensation laboratory, where twenty-nine runs of it have been computed against recorded orders. It has never been the live plan, has never produced a statement, and has never paid one dollar to one person. Every figure in part two is a what-if computed from real recorded volume under different rules.

Solid is operating. Outline is modelled.

The important structural fact, and the reason part one is untouched. Layer 1 of the Builder plan is not a new version of the plan you are about to read. It IS the plan you are about to read, byte for byte: the same 10, 5, 5, 3 and 2 percent, the same five levels, the same rank-gated depth, the same 100.00 Sales Volume gate. That equality is a release test, not a claim: on the same month of orders, the Builder plan's level-pay lines and the live plan's lines were compared in both directions on earner, source, level, basis, rate, and amount, across 1,630 lines totalling 13,434.00, and there were zero differences. The two new layers are added on top and are paid out of money the live plan already leaves on the table. Nobody's existing pay is moved, reduced, or reshaped to fund them.

So read part one as documentation and part two as a proposal with its arithmetic and its bruises on display. Part two also carries the things that went wrong, the predictions that turned out false, and the one incentive inversion an outside reviewer found and we could not remove. Those are in there on purpose. A plan document that answers the awkward question before it is asked is worth more than one that waits.

Section one

How a Conductor earns, in one paragraph

A Conductor subscribes to one or more Orvanna agents, and every agent carries a Personal Volume (PV) figure equal to its price in dollars. Everything bought on that account in a calendar month adds up to their Sales Volume (SV), and 80 percent of that becomes Commissionable Volume (CV), which is the only number any commission is ever calculated from. Each month the company walks up the sponsorship tree from every buyer and pays a slice of that buyer's CV to the Conductors above them: 10 percent to the direct sponsor, then 5, 5, 3 and 2 percent to the next four up. Two gates decide whether a given Conductor actually receives their slice. First, they must be qualified, meaning their own SV that month was 100.00 or more. Second, the level must sit inside their paid depth, which their rank sets: a Member reaches one level down, a Builder two, a Leader three, a Director four, an Executive five. Anything that fails either gate is paid to nobody. That is the whole earning model: one mechanism, two gates, no bonus pools, no matching bonuses, no fast start, and no rebate on your own purchases.

One order through the monthly commission run, followed the whole way. Check the arithmetic yourself: 10 + 5 + 5 + 3 + 2 is 25 percent of Commissionable Volume, and Commissionable Volume is 0.80 of the price, so 0.25 x 0.80 is 0.20, which is $20.00 on a $100.00 order. That is 8.00 + 4.00 + 4.00 + 2.40 + 1.60 exactly.

Section two

Conductors, customers, and the two things called yours

Two roles exist in this plan, and one word does a lot of work, so it is worth spending a page on before any money moves.

Conductor

Somebody who has enrolled and holds a place in the sponsorship tree. A Conductor runs their own ensemble of agents, may sponsor other people, holds a rank each month, and can be paid commissions. Every person named in this brochure is a Conductor.

Customer

Somebody who subscribes to Orvanna agents through a referring Conductor without joining the tree. A customer pays the same prices and gets the same agents. A customer never holds a rank, never qualifies, and never earns. Their receipts always name them as the buyer.

The distinction that matters most in this document. Your ensemble is your agents, the software you subscribe to. Your team is your people, the Conductors you sponsored and everyone below them. The plan pays on both, but through completely different numbers: your ensemble drives your own volume and your qualification, while your team drives your Team Volume, your rank, and the commissions you receive. The two are never interchangeable, and this brochure never uses one word for the other.

Two different things, two different numbers. Agents above qualify you. People below pay you.

One naming note, so nothing reads as a contradiction later. The lowest of the five ranks is titled Member. That is a rank name, not a second kind of person. Everybody in the plan is a Conductor; a Conductor who has not yet met a higher rung holds the rank of Member.

Section three

Every word, defined before it is used

One sentence each, with no jargon inside the definitions. The full glossary is at the back of the brochure; this short list is the working set.

Sponsor: The one Conductor directly above you, the person who enrolled you.
Upline: Everybody above you: your sponsor, their sponsor, and so on to the top of the tree.
Downline: Everybody below you, at any depth, however far it goes.
Frontline: The Conductors you personally sponsored, and only those.
Leg: One frontline Conductor plus that person's entire downline, treated as a single branch.
Level: Plain distance down the tree from you: your frontline is level 1, their frontline is level 2, and so on.
Personal Volume (PV): The volume figure printed on a product, which at Orvanna always equals its price in dollars.
Sales Volume (SV): The total PV booked to your account in one calendar month, whether you bought it or one of your customers did.
Commissionable Volume (CV): 80 percent of your SV, rounded to two decimals, and the only number any commission percentage is ever applied to.
Team Volume (TV): The SV of everybody strictly below you, added up across your whole downline at every depth; it never includes your own SV.
Qualified month: A month in which your own SV reached 100.00 or more.
Active leg: A leg whose frontline Conductor is qualified this month; volume deeper in the leg never rescues it.
Rank: The title you hold for one month, recomputed from scratch each month, which sets how deep you are paid.
Paid depth: How many levels of your downline you are paid on: Member 1, Builder 2, Leader 3, Director 4, Executive 5.
Breakage: Commission that the percentages describe but nobody receives, because the person who would have received it failed a gate.
Commission run: One numbered, versioned batch calculation for one month, which produces every statement and is locked once it is final.

Team Volume excludes you. If your downline produced 2,500.00 of Sales Volume and you personally produced 200.00, your Team Volume is 2,500.00, not 2,700.00. Your own volume qualifies you; it never counts toward your own team requirement.

A leg is judged by its top person only. The plan asks whether your frontline Conductor is qualified, not whether the branch below them produced volume. That is deliberate: a rank is built by helping the people you personally sponsored stay active, not by sitting above one lucky branch.

Section four

Volume, and the eighty percent rule

The catalog is where volume comes from, so the catalog is where the plan starts. There are two tiers of agent, and volume equals dollars, one to one, always.

The twelve agents the compensation plan recognises
Tier	The agents	Price per month	PV per month
Domain agents run one business function end to end	Payment, Shipping, Pricing, Inventory, Marketing, Tax	$100.00	100
Support agents staff roles that assist the business	Software Engineer, Quality Assurance (QA), Secretary, Chief Executive, Accounting, Customer Care	$50.00	50

A subscription bills and grants its volume every month it stays active. Cancel it and the volume stops from the cancellation month forward; months already billed keep their volume.

The three volume numbers

Personal Volume (PV) is printed on the product. The Payment Agent is 100 PV because it costs $100.00.
Sales Volume (SV) is your month. Add the PV of everything booked to your account in one calendar month, your own subscriptions and your customers' subscriptions together.
Commissionable Volume (CV) is 80 percent of your SV. It is the base for every percentage in this plan, without exception.

Read this twice, because it is the number one misreading of any plan of this kind.

Every percentage in this document is a percentage of Commissionable Volume, and Commissionable Volume is 80 percent of the money. So a 10 percent level 1 is not 10 percent of what the person spent. It is 10 percent of 80 percent, which is 8 percent of what they spent.

Worked in dollars: somebody you sponsored spends $150.00 this month. Their CV is 0.80 x 150.00 = 120.00. Your level 1 line is 0.10 x 120.00 = 12.00. As a fraction of their $150.00, that is 12.00 / 150.00 = 8 percent. The plan says this out loud here rather than letting anybody discover it on a statement later.

Why 80 and not 100

The 20 cents on every dollar that Commissionable Volume leaves behind never enters the commission calculation at all. It is the company's margin, decided before any percentage is applied. That is also why the plan can say truthfully that the ceiling on an order is 20 percent of the price: the five level percentages add to 25 percent of Commissionable Volume, and 25 percent of 80 percent is 20 percent.

That ceiling has no exception. It holds on every order, at every rank, in every shape of organisation, and every mechanism that pays anybody today is settled inside it.

Section five

The qualified month: the single gate

Before any money is paid to anybody, one test runs. It is the only qualification test in the plan, and the same number does two separate jobs.

Qualified means your own Sales Volume reached 100.00 in that calendar month. That is the whole test. Exactly 100.00 qualifies; every threshold in this plan is "or more", never "more than".

Job one: it decides whether you can be paid

Commissions for a month are paid only to Conductors who were qualified in that month. An unqualified month means no commission lines are created for you at all. Not reduced, not deferred, and never made up later.

Job two: it decides whether your leg counts

Rank requirements count active legs, and your leg is active for your sponsor only when you are qualified. Your sponsor's rank therefore depends on you staying active, which is the whole reason sponsors help.

Ways to reach 100

One domain agent at 100 PV.
Two support agents at 50 PV each.
Any mix of agents that reaches 100.
Customer subscriptions booked to your account, which count exactly the same as your own.
Any combination of the above.

Qualification can rest on what you sell, not only on what you buy. A Conductor with no subscriptions of their own and two customers each holding one support agent has 100 SV and is fully qualified. This matters beyond the arithmetic: plans where the only route to qualification is buying your own product are the ones regulators call pay to play. This is the structural answer to that, and it is the reason the customer role exists at all.

If you do not qualify in a month

You are paid nothing that month.
Your leg does not count as active for your sponsor's rank, however much volume sits below you.
You cannot hold any rank above Member, even if your Team Volume and leg counts would otherwise reach Leader or Director.
Your own volume still pays your upline in full. Losing qualification costs you, not the people above you.

Qualification resets every month. There are no grace months in this version; a qualified March does nothing for April.

Section six

One organisation, every example

Every worked example from here to the end of the brochure comes out of the same ten person organisation, so you never have to learn a new cast. It is drawn once, here. The labels M1 to M10 are the same labels the plan specification uses, so anything here can be checked against it line by line.

The organisation is wider than a phone, so it scrolls sideways inside its own frame. The page itself never does.

Earning one

Your frontline, at ten percent

This is where most of the money in the plan is made, because level 1 pays 10 percent, twice the rate of any other level.

The rule. You are paid 10 percent of the Commissionable Volume of every Conductor you personally sponsored, for as long as you are qualified that month. Their own qualification does not matter. If they bought, you are paid on it.

Worked, every step

Take M2 and M6 out of the organisation. M2 sponsored M6. This month M6 subscribed to the Marketing Agent and the Customer Care agent.

Marketing Agent, $100.00, 100 PV. Customer Care agent, $50.00, 50 PV.
M6's Sales Volume for the month is 100 + 50 = 150.00.
M6's Commissionable Volume is 0.80 x 150.00 = 120.00.
M2 is qualified this month, and level 1 sits inside every rank's paid depth, so both gates pass.
M2's commission line is 0.10 x 120.00 = 12.00.

That is $12.00 on $150.00 of buying, which is 8 percent of what M6 actually spent. Not 10 percent, because the 10 percent applies to Commissionable Volume.

The same rule when the person below is not qualified

M8 sponsored M10. M10 subscribed to the Secretary agent only.

M10's Sales Volume is 50.00, so M10's Commissionable Volume is 0.80 x 50.00 = 40.00.
M10 is not qualified, because 50.00 is below 100.00. That does not matter here.
M8 is qualified, so M8's level 1 line is 0.10 x 40.00 = 4.00.

M10 earns nothing that month and M10's leg does not count as active for M8's rank, but M10's volume still pays M8 in full. That asymmetry is deliberate and it is written into the plan: all Commissionable Volume pays upline, whoever generated it.

Earning two

Depth, which rank unlocks

Levels 2 through 5 pay 5, 5, 3 and 2 percent of that person's Commissionable Volume, and you only reach them if your rank says you do. Paid depth is a hard cut: at depth 2 you are paid on levels 1 and 2 and you see nothing from level 3, however much volume is sitting there.

Level	Rate	Reached by
1	10 percent	every rank, including Member
2	5 percent	Builder and above
3	5 percent	Leader and above
4	3 percent	Director and above
5	2 percent	Executive only

Worked, every step

M3 is a Builder, so M3's paid depth is 2. Underneath M3 sit M7 and M8 on the frontline, and M10 one level further down beneath M8.

M7 subscribed to twelve domain agents and six support agents. Sales Volume = (12 x 100) + (6 x 50) = 1,500.00, so Commissionable Volume = 0.80 x 1,500.00 = 1,200.00.
M8 subscribed to two support agents. Sales Volume = 100.00, Commissionable Volume = 80.00.
M10 subscribed to one support agent. Sales Volume = 50.00, Commissionable Volume = 40.00.
M7 is level 1 for M3: 0.10 x 1,200.00 = 120.00.
M8 is level 1 for M3: 0.10 x 80.00 = 8.00.
M10 is level 2 for M3: 0.05 x 40.00 = 2.00.
M3's total is 120.00 + 8.00 + 2.00 = 130.00.

Now change one thing and nothing else. Suppose M3 held the rank of Member instead of Builder, so paid depth 1. M10 is out of reach. M3 earns 120.00 + 8.00 = 128.00, and the 2.00 is breakage. It is not pushed to the person above and it is not held for later. Nobody receives it.

The teaching point: rank buys reach, not rate. Going from Member to Builder does not increase what you earn on your frontline by a single cent. It opens a new row of people underneath them.

Earning three

Customer sales rolling up

Anybody can subscribe to Orvanna agents as a customer of a referring Conductor, without joining the tree. That order books onto the Conductor's account, tagged as a customer purchase with the customer's own identity kept on it so the receipt stays theirs.

The rule. The full Personal Volume of a customer purchase counts in the referring Conductor's Sales Volume. The customer never qualifies, never holds a rank, and never earns. In this version the referring Conductor does not receive a separate retail commission on the sale; the benefit is that the volume counts toward their own qualification, feeds their Commissionable Volume, and feeds their upline's Team Volume.

Worked, every step

M4 has no subscriptions at all this month. Two of M4's customers each subscribe to one support agent: one takes the Quality Assurance (QA) agent, the other takes the Secretary agent.

QA agent $50.00, 50 PV. Secretary agent $50.00, 50 PV.
Both orders book to M4's account, so M4's Sales Volume is 50 + 50 = 100.00.
100.00 reaches the gate, so M4 is qualified this month without having bought anything personally.
M4's Commissionable Volume is 0.80 x 100.00 = 80.00.
M4 earns nothing directly on these two sales. M4's sponsor, M1, earns 0.10 x 80.00 = 8.00 at level 1.
Because M4 is now qualified, M4's leg counts as active for M1's rank, and M4 is eligible to be paid on anybody in M4's own downline.

Earning four

Instant Payout approved, not built

TERMS APPROVED 2026-08-15. STILL NOT BUILT. IT PAYS NOTHING TODAY.

These two facts are both true at once, and the second matters more than the first. The terms on this page are now settled policy: the rate, who is paid, what triggers it, the caps, and the rule that it does not roll up to the upline. But no software computes any of it. There is no table, no column and no function for Instant Payout anywhere in Orvanna. Not one has ever been paid.

An approved mechanism that does not exist yet is the one people start describing as though it works. Nobody should tell a prospective Conductor that Instant Payout pays them, because today it does not pay anybody. Two questions are still open, and each one on its own gates building this at all: how an Instant Payout is recovered if the order behind it is later refunded or charged back, for which there is no mechanism today, and how these terms sit against the plan's 20 percent ceiling, which has no exception. The second question is taken up at the end of this section.

Every other payout in this plan resolves once, at the end of a calendar month. Instant Payout is the exception to that timing by design: it pays on the day, because the gap between doing the work and seeing the reward is what stops most new Conductors before they start.

The approved terms

Term	The rule
Who is paid	The sponsor, meaning the Conductor who personally enrolled the buyer. Not the buyer. This mechanism pays for selling, not for buying.
What triggers it	The first order ever placed by a Conductor you sponsored, placed within 30 days of that person's enrolment date. One Instant Payout per sponsored Conductor, ever.
Basis	The order price, excluding tax and any activation fee.
Rate	20 percent of that price.
Cap on one event	The basis is capped at $250.00, so no single Instant Payout ever exceeds $50.00.
Cap on one sponsor	At most 3 Instant Payouts to one sponsor in one calendar month.
Who is eligible to receive it	The sponsor must already have at least one completed purchase of their own. No monthly qualification gate applies, because a qualified month cannot be known at the instant a payment succeeds.
When it is paid	At the moment the payment succeeds, not at month end.
Against the rest of the plan	In addition to level 1 pay, never instead of it. No ordinary commission line is suppressed and nothing in sections seven to nine changes.
Against volume	It consumes no volume. Sales Volume, Commissionable Volume, Team Volume and every rank are completely untouched by it.
It does not roll up	An Instant Payout stops at the sponsor. It pays the sponsor and nobody above them. It creates no level pay, no depth pay, and no volume that could reach anybody further up. One first order produces exactly one Instant Payout, to exactly one person. Your rank makes no difference to it, because it has no levels for rank to reach through: a Member and an Executive receive the same Instant Payout on the same first order.

Read this sentence carefully, because Instant Payout breaks the rule the rest of this brochure taught you. Everywhere else, a percentage sits on Commissionable Volume, which is 80 percent of the money. Instant Payout is the one exception to that basis: its 20 percent sits on the order price itself. On a $150.00 first order that is 0.20 x 150.00 = $30.00, not 0.20 x 120.00 = $24.00. A reader who assumes the usual basis will underestimate this mechanism by a quarter.

Worked, every step

You sponsor somebody. Nineteen days after they enrol, they place their first order, a $150.00 subscription. You have bought agents of your own before, and this is your first Instant Payout this month.

The order price is $150.00, which is below the $250.00 basis cap, so the whole price counts.
Instant Payout = 0.20 x 150.00 = 30.00, paid to you the day the payment succeeds.
That 30.00 stops with you. Your own sponsor is paid nothing on it, and neither is anybody above them. An Instant Payout creates no level pay, no depth pay and no volume, so there is nothing for it to travel up. If you were the fifth person in a chain of Conductors, the other four would see nothing from this payment.
At month end the ordinary plan still runs. Their Commissionable Volume is 0.80 x 150.00 = 120.00. That volume does travel up the tree in the ordinary way, exactly as sections seven and eight described, because it came from the order and not from the Instant Payout.
Your level 1 line is 0.10 x 120.00 = 12.00, exactly as it would have been without Instant Payout.
Total to you on that first order: 30.00 + 12.00 = 42.00.

How the cap behaves

Suppose the first order had been $400.00 instead. The basis is capped at $250.00, so the Instant Payout is 0.20 x 250.00 = 50.00, which is the most any single Instant Payout can ever pay. The level 1 commission at month end is unaffected by the cap and is still calculated on the full order.

How this sits against the 20 percent ceiling, which is one of the two reasons it is not built. The ceiling in section four is the plan's central promise and it has no exception: no order pays out more than 20 percent of its price. The terms above were approved separately and have never been reconciled with that promise. The gap is worth printing rather than leaving for a reader to find. The worked example above pays 42.00 on a 150.00 first order, which is 28 percent of the price against a 20 percent ceiling, eight points over. Nothing computes that today and nobody is paid it, and until the two are reconciled nobody will be. That question has to be settled, and written down, before any of this is built. It is the second open gate on the build, alongside the refund and chargeback recovery named at the top of this section.

Section eleven

The rank ladder

Five rungs. Each one adds a level of reach, and nothing else. The percentages never change.

Rank	Everything below must hold in the same month	Reach
Member	enrolled	1 level
Builder	qualified, and 2 or more active legs	2 levels
Leader	qualified, Team Volume 2,500.00 or more, and 3 or more active legs	3 levels
Director	qualified, Team Volume 10,000.00 or more, and 2 or more legs each containing a Builder or higher	4 levels
Executive	qualified, Team Volume 40,000.00 or more, and 2 or more legs each containing a Leader or higher	5 levels

"A leg containing a Builder" means anybody inside that leg, at any depth, held Builder or higher this month.

The rules that govern the ladder

Every requirement on a rung must hold in the same month. There is no mixing of a good January with a good March.
You hold the highest rung you meet. Nobody is stuck on a lower rung because of the order things are evaluated in.
Ranks recompute from scratch every month. There is no retention, no highest ever achieved title, and no grace period. You are what you did this month.
Every threshold is inclusive. Exactly 100.00 qualifies. Exactly 2,500.00 of Team Volume makes Leader.
Every rank above Member requires your own qualified month. A large team alone never carries a title.

The top two rungs are counted differently, on purpose. For Leader you count active legs, which asks whether your frontline is qualified. For Director you count legs that contain a Builder or higher anywhere inside, and for Executive, legs that contain a Leader or higher. That is what makes the top of this ladder about developing other leaders rather than about accumulating volume.

Section twelve

A complete month, to the cent

The same ten people, one month, with nothing left out. This is not an illustration invented for a brochure: it is the plan's acceptance test, and the commission engine is required to reproduce every number below exactly.

Volumes and qualification

Who	Ensemble held this month	SV	CV	Qualified	TV	Rank
M1	Payment + Pricing	200.00	160.00	yes	2,500.00	Leader
M2	Payment + Software Engineer	150.00	120.00	yes	500.00	Member
M3	Shipping	100.00	80.00	yes	1,650.00	Builder
M4	QA + Secretary, both held by M4's customers	100.00	80.00	yes	0.00	Member
M5	Accounting	50.00	40.00	no	300.00	Member
M6	Marketing + Customer Care	150.00	120.00	yes	0.00	Member
M7	12 domain agents + 6 support agents	1,500.00	1,200.00	yes	0.00	Member
M8	Software Engineer + Accounting	100.00	80.00	yes	50.00	Member
M9	Payment + Shipping + Pricing	300.00	240.00	yes	0.00	Member
M10	Secretary	50.00	40.00	no	0.00	Member
Totals for the month		2,700.00	2,160.00

Cross check the Commissionable Volume column: 160 + 120 + 80 + 80 + 40 + 120 + 1,200 + 80 + 240 + 40 = 2,160.00, which is exactly 0.80 x 2,700.00.

The M2 case. M2 is qualified, has two frontline Conductors, and has 500.00 of Team Volume, and is still a plain Member. One of those two legs is headed by M5, whose own Sales Volume is 50.00. The 300.00 of volume sitting under M5 in M9 does not rescue it. A leg is judged by its top person.

The M8 case. M8 is qualified but has zero active legs, because M8's only frontline Conductor, M10, produced 50.00. M8 still earns 4.00, because being paid at level 1 requires only that M8 is qualified. Rank and earning are two different tests.

Show every commission line in the run, all fifteen

Earner	Source	Level	Source CV	Rate	Arithmetic	Amount
M1	M2	1	120.00	10%	0.10 x 120.00	12.00
M1	M3	1	80.00	10%	0.10 x 80.00	8.00
M1	M4	1	80.00	10%	0.10 x 80.00	8.00
M1	M5	2	40.00	5%	0.05 x 40.00	2.00
M1	M6	2	120.00	5%	0.05 x 120.00	6.00
M1	M7	2	1,200.00	5%	0.05 x 1,200.00	60.00
M1	M8	2	80.00	5%	0.05 x 80.00	4.00
M1	M9	3	240.00	5%	0.05 x 240.00	12.00
M1	M10	3	40.00	5%	0.05 x 40.00	2.00
M2	M5	1	40.00	10%	0.10 x 40.00	4.00
M2	M6	1	120.00	10%	0.10 x 120.00	12.00
M3	M7	1	1,200.00	10%	0.10 x 1,200.00	120.00
M3	M8	1	80.00	10%	0.10 x 80.00	8.00
M3	M10	2	40.00	5%	0.05 x 40.00	2.00
M8	M10	1	40.00	10%	0.10 x 40.00	4.00
Company payout for the month						264.00

Statements

Conductor	How it adds up	Statement total
M1, Leader, reaches 3 levels	28.00 at level 1, 72.00 at level 2, 14.00 at level 3	114.00
M3, Builder, reaches 2 levels	120.00 + 8.00 + 2.00	130.00
M2, Member, reaches 1 level	4.00 + 12.00	16.00
M8, Member, reaches 1 level	4.00	4.00
M4, M5, M6, M7, M9, M10	no line reached them	0.00
Paid to 4 Conductors of 10		264.00

264.00 out of 2,160.00 of Commissionable Volume is 12.22 percent. Out of the 2,700.00 that came in the door it is 9.78 percent.

Where the rest of the money went

The structural ceiling is 25 percent of Commissionable Volume across five levels. On 2,160.00 that would describe 540.00. Only 264.00 was paid, and every dollar of the difference has a reason.

540.00 = 264.00 paid + 36.00 breakage + 240.00 that no tree this small could ever produce. In a deeper organisation the third slice shrinks, which is why real payout rates rise as an organisation matures.

There is no compression in this version, and it is worth being blunt about what that means. If the plan compressed, M5 being unqualified would let M2 slide into M5's place and collect the 24.00. It does not. In this version an unqualified Conductor is a wall in the tree, not a hole. Compression is named as the flagship change for a future version.

Section thirteen

The calendar, rounding, and finality

How a month closes

Every order is stamped with the month it counts toward at the moment it is created, in Coordinated Universal Time (UTC). Subscription orders always stamp the first day of the month. The stamp never moves afterward, so a late edit can never shift volume between months.
Cutoff is the end of the calendar month. Nothing enters a closed month.
The run computes volumes, qualification, ranks, and every commission line for that month.
Finalisation locks the run. A final run's statements cannot be edited, deleted, or quietly added to.
A recomputation never edits history. It creates a new numbered run, and the old one stays on record marked superseded. Every statement traces to the exact run that produced it.

How the arithmetic is rounded

Rounding happens in exactly two places and nowhere else:

Once per Conductor per month, when Commissionable Volume is computed as 0.80 x Sales Volume.
Once per commission line, when the rate is applied to the source Commissionable Volume.

Rounding is half up, so at exactly half a cent the Conductor gets the extra cent. Totals are never rounded twice. Your statement total is the sum of your already rounded lines, and the company total is the sum of the already rounded statements. That is what stops a statement from failing to add up.

With the current catalog, rounding never actually fires: every price is a multiple of $50.00, so every Commissionable Volume is a multiple of 40, and every rate lands exactly on a cent.

Same data, same plan version, same answer. The organisation is photographed once at the start of a run and every later step reads that photograph, so editing the tree while a run is in flight cannot change that run's output. Every figure is fixed point decimal, never floating point. Run the same month twice and it agrees to the cent.

Section fourteen

What version 1.3 does not do

A compensation plan is judged as much by what it declines to promise as by what it pays. Everything below is absent from this version on purpose, and each one will be published here before it changes.

Not in this version	What that means for a Conductor today
Compression	An unqualified Conductor blocks the levels below them rather than being skipped over. Volume that nobody is paid on is breakage and stays with the company.
Refunds and clawbacks	No rule yet exists for reversing volume or reclaiming paid commission. The rule will be published before refunds exist.
A retail commission on customer sales	Customer volume rolls up into your Sales Volume, but no separate percentage is paid to you on it.
Grace months and rank retention	Ranks are strictly monthly. There is no highest ever achieved title and no month of protection after a quiet month.
Bundles, packs, and one time purchases	The catalog sells curated bundles and packs, and offers one time purchase on every product. Version 1.3 of this plan recognises volume from the twelve individual agents only. Bundle, pack, and one time volume is not yet part of Sales Volume.
The activation fee	The checkout's priority activation fee is not a product, carries no volume, and pays no commission.
Disbursement	This system computes and locks statements. It does not move money. It should never be described as a payout system.
Instant Payout	Terms approved 2026-08-15, including the rule that it does not roll up to the upline. Not built. No software computes it, no table or column exists for it, and not one has ever been paid. It pays nothing today. Two questions are still open and each gates the build: how a payout is recovered if the order behind it is refunded or charged back, and how the terms sit against this plan's 20 percent ceiling, which has no exception.
The Builder override and the second-leg bonus	Described in part two of this brochure. They are modelled and verified in a laboratory and are not part of the live plan. No Conductor has been paid one cent by either layer, and none will be unless and until this brochure says a version that includes them is effective from a stated month.
A member-facing name for the Builder plan	The extension in part two is identified today only by its engineering code, `orvanna_builder`. It has no field name and no booklet. Naming it is a decision that has not been made.

On refunds and Instant Payout: the approved rule is that if an order which triggered an Instant Payout is later refunded or charged back, the amount is recovered from the sponsor's next monthly commission run. That recovery does not exist yet, and building it is one of the two conditions on Instant Payout ever being switched on.

Part two, the Builder plan, modelled

Section fifteen

The Builder plan in one view

Three layers and two laws. Layer 1 is the plan in part one, unchanged. The two new layers pay for something the plan in part one does not pay for at all: turning a recruit into a leader. The two laws decide when that money stops and how much of it can ever exist.

The three layers

Layer	What it is	Why it exists
Layer 1, the spine	Unilevel version 1.3, exactly as it runs today: 10, 5, 5, 3 and 2 percent of the source Conductor's Commissionable Volume across five levels, paid depth set by rank, one gate at 100.00 Sales Volume. Not a dial, not a parameter, not touched.	Everything the current plan already earns: it is explainable, it is proven, and a Conductor who understands today's plan already understands most of this one.
Layer 2, the Builder override	Any month somebody in your organisation holds Builder rank, you earn a percentage of that Builder's WHOLE group volume, and the developer one generation further up earns a smaller percentage of the same thing. Two generations deep, no more.	The team-building engine. Developing a Builder pays you on that Builder's entire organisation. Developing Builders who develop Builders pays a second generation.
Layer 3, the second-leg bonus	A bonus on your SECOND-strongest leg's volume, with a small step-up as you hold more active legs.	Balance. One giant leg pays nothing extra, by construction, so the rational move is a second real team, then a third.

The two laws

Law	What it says	What it protects
Law A, decay	Every layer recomputes from scratch each month, from that month's actual orders and that month's actual ranks. Nothing is banked, grandfathered, or carried forward. A Builder who lapses stops paying their upline that month.	Sustained engagement. Helping your people stay active is worth money to you, every month, and the plan prices it exactly.
Law B, the waterfall	Every source member-month contributes a fixed pool: 25 percent of its Commissionable Volume, which is 20 percent of its price. Layer 1 draws from that pool first, layer 2 second, layer 3 last. When the pool runs out, the junior layers share what is left in proportion.	Solvency. No order can ever pay out more than 20 percent of its price, whatever the rates are set to, because the ceiling is the arithmetic the amounts are computed by, not a limit somebody watches afterward.

The rates as modelled. Builder override generation one, 1.5 percent of the Builder's group volume. Generation two, 1.0 percent. Second-leg bonus, 2.0 percent of the second-strongest leg, stepping to 2.3 percent with three active legs and 2.5 percent with four or more. The pool that funds all of it is 25 percent of Commissionable Volume per order. These figures are not guesses: they are the output of a single calibration pass described in the section on what the model measured, and every laboratory run records the exact rates it used.

Seniority runs downward: the spine draws first, the override second, the bonus last. The ceiling is the arithmetic the amounts are computed by, not a limit somebody checks afterward.

Section sixteen

Layer two: the Builder override

The plan in part one is passive about leadership. It pays you on whatever depth happens to exist below you, and it pays you nothing extra for the work of turning a recruit into somebody who can build. Layer 2 is the answer to that, and it is the oldest mechanism in this industry.

What gets paid

Your group volume is your own Commissionable Volume plus the Commissionable Volume of everybody in your entire downline, at every depth, with nothing excluded.

Any month a Conductor in your organisation holds Builder rank or higher, that Builder's whole group volume becomes a basis. The qualified Conductor above them with no other Builder in between earns generation one, 1.5 percent of that group volume. The next qualified Conductor above that, with one Builder boundary crossed, earns generation two, 1.0 percent of the same group volume. There is no generation three.

The rule that makes this different from the classic version

In the plan family this mechanism comes from, promoting somebody removes their whole group from your volume. The plan punishes the promotion it says it wants, and the field learns to hold its best people down. That is called a breakaway, and this plan does not have one. No volume ever leaves anybody's group, at any rank, ever. A nested Builder's group stays inside every group that encloses it. Developing a Builder is pure addition to your check with zero subtraction anywhere, and there is no rank a Conductor below you can reach that costs you a cent of volume.

Stated honestly, because it is the cost of that choice: because groups nest, one order's volume can back override claims for several Conductors at once. Layer 2 is therefore not bounded by its own rates. It is bounded by Law B, in the section on Law B, which is where all the bounding in this plan happens.

How the two generations are found: the walk

Start at the Builder. Walk up the sponsorship chain toward the top, carrying a counter that starts at zero. At each Conductor you meet, first check whether they earn, then check whether they are a boundary.

If they are qualified and the counter is zero and generation one is not yet assigned, they earn generation one.
Otherwise, if they are qualified and the counter is one and generation two is not yet assigned, they earn generation two.
Then, if that same Conductor holds Builder rank or higher, add one to the counter.
Stop when the counter reaches two, or at the top of the tree.

Three consequences worth stating:

Generation one usually goes to the Builder's own sponsor, which is the case everybody pictures.
If the sponsor is not qualified that month, the walk passes over them without counting them, and generation one goes further up. An unqualified Conductor neither earns nor blocks.
One Conductor can collect generation one on one Builder and generation two on a deeper Builder in the same month. They are separate walks.

A note on who can earn it. You do not have to be a Builder yourself to earn a Builder override. You have to be qualified, and there has to be a Builder below you. The walk already demands that somebody did the development work; adding a rank test on the earner would gate the same behavior twice. This is a decision, recorded as an open question in the section on what is not settled, not an oversight.

One walk per Builder. Every Builder in your organisation runs their own walk, independently, every month. The counter is advanced by Builders met along the way, which is what makes a generation a step in Builders rather than a step in levels.

Section seventeen

Layer three: the second-leg bonus

The most effective known way to make a compensation plan reward teamwork is to pay people on their weaker side rather than their stronger one. It is why binary plans dominate the fast-growth end of this industry. It also brings the two worst gaming problems in the industry with it: strategic placement in an artificial tree, and volume banked and carried forward. Layer 3 takes the engine and leaves both problems behind, because there is no artificial tree in this plan to place anybody in, and nothing carries forward.

What gets paid

A leg is one Conductor you personally sponsored plus that person's entire downline. A leg's volume is the Commissionable Volume of everybody in it, whether they are qualified or not, because volume is volume. A leg is active when the Conductor at its head is qualified this month, which is the same definition part one already uses.

Rank your legs by volume, highest first. If you are qualified and at least two of your legs are active, you earn a bonus on the volume of your SECOND-strongest leg. The rate is 2.0 percent with two active legs, 2.3 percent with three, and 2.5 percent with four or more.

One giant leg pays nothing extra, and that is the point. With one leg there is no second leg, so there is no basis and no bonus. With two legs of wildly different sizes, the bonus is computed on the smaller one. The plan will not pay you more for making one leg enormous. It will pay you for building a second real team, and then a third. That is the entire design intent of this layer, said plainly.

Two details a careful reader will ask about. Legs are ranked by volume across ALL of your legs, while eligibility and the rate step count only ACTIVE legs. So a Conductor with two active legs and a third, fat, inactive leg is paid on whichever leg is second by volume. Ties are broken by the identifier of the Conductor at the head of the leg, so the answer is the same every time the month is computed.

The rate steps are deliberately shallow. Large steps at magic numbers are what produce end-of-month buying to cross a threshold, and the section on what we attacked shows the arithmetic of why these steps are never worth buying: splitting volume across more legs loses more to dilution than the step gives back, at every count.

An illustration, not a laboratory result: the 600, 400 and 8.00 figures are shapes chosen to show the mechanism.

Section eighteen

Law A: nothing carries over

Every layer recomputes from scratch each month, from that month's orders and that month's ranks. There is no banking, no carryover, no highest-ever title, no grace month. The Builder set is recomputed monthly, so the override walk's boundaries are recomputed monthly. Legs are re-ranked monthly, so the second-strongest leg and the rate step are recomputed monthly. If a Builder below you lapses, your override on them stops that month.

What that is worth, exactly. Two exhibits, side by side, both required, in that order.

Exhibit one, the acceptance fixture: the loss is exactly the override, to the cent

Four Conductors. A sponsors B. B sponsors C and D. Everybody holds one domain agent at $100.00, so everybody has Sales Volume 100.00 and Commissionable Volume 80.00, and everybody is qualified.

Month one. B has two active legs, so B holds Builder. B's group volume is 80 + 80 + 80 = 240.00. A is a Member and reaches one level, so A's level pay reaches B and stops. A's check is 8.00 of level pay plus a generation one override on B's group.
Month two. C cancels. B is still qualified but now has one active leg, so B is not a Builder. A's level pay is unchanged at 8.00, because B's own volume did not change. The override is gone.

A's whole month-over-month loss is the override, to the cent, and the engine's attribution machinery assigns 100 percent of the change to the single cause. That is the retention agency made visible: A's check tells A precisely what keeping C active was worth.

Conductor	Month one	Month two	Change
A	8.00 of level pay, plus a Builder override of 3.60, being 1.5 percent of B's group volume of 240.00	8.00 of level pay. The override is gone.	-3.60, exactly the override
B	16.00 of level pay, plus a second-leg bonus of 1.60	8.00 of level pay. The bonus is gone.	-9.60, being 8.00 of lost level pay on C plus the 1.60 bonus

Note on the rates in this exhibit. The figures above are stated at the rates of record: the Builder override at 1.5 percent, the bonus at 2.0 percent. The engine's acceptance fixture itself is RECORDED at the plan's earlier draft rates, and it is deliberately kept that way, because a fixture is a contract the engine is tested against and every run stores the exact rates it used. What the fixture exists to prove is that A's whole month-over-month loss equals the override, to the cent, and that property does not depend on the rate.

Exhibit two, the same law with a real member, at the rates of record

In the modelled census of 1,001 Conductors, one member's entire check is a single Builder override: 7.80, being 1.5 percent of a Builder's group volume of 520.00. That Builder sits two hops down and is not somebody the earner deals with daily.

The Builder misses qualification for one month. A holiday, a card decline, a quiet month.

That member's check goes from 7.80 to 0.00. One hundred percent of it, gone, in one month, because of somebody else's bad month. The engine attributes the whole drop to the lost Builder. Four other Conductors' pay moved in the same counterfactual: the Builder themselves lost 33.20 of their own pay, and three uplines lost between 4.00 and 12.40 of level pay.

This is not an edge case chosen to be alarming. It is what a plan with no grace month does, and today several modelled members are in that fragile class: in July, one member's check is 100 percent override lines, another's 90 percent, another's 87 percent.

The countermeasure is stated in the plan, not in the marketing: hold more than one Builder and more than one active leg. A check resting on one person is a check resting on one person's month.

Both panels are drawn to the same scale so neither hides the other.

The one thing an outside reviewer found that we could not remove

When this plan was handed to a reviewer briefed to break it, one claim broke. The claim was that decay makes every upline the retention agent of everybody below them. That is true for the one or two Builder generations nearest a lapse. Above that, when the ceiling of Law B is already binding, it inverts.

The mechanism is Law B doing exactly what it says. When somebody lapses, their claims disappear from pools that were oversubscribed, and the relief is shared out to everybody else claiming those same orders. So senior checks can RISE when a deep member fails.

The reviewer built it and ran it. Nineteen Conductors, eight nested Builders, one order whose pool was binding at a proration factor of 0.526315. One mid-stack Builder lapses to zero Sales Volume. The field loses 100.00 of Sales Volume, one hundred real dollars of monthly revenue.

Conductor	Before	After the lapse	Change
E, four Builder generations above the lapse	212.91	220.35	+7.44
B1	47.91	50.95	+3.04
B2	43.91	46.95	+3.04
B3	39.71	42.75	+3.04
B4	34.92	35.77	+0.85
B5, two above the lapse	31.29	20.00	-11.29
B6, directly above the lapse	28.60	11.60	-17.00
B7, the Conductor who lapsed	25.89	0.00	-25.89
B8, below the lapse	16.00	16.40	+0.40
Company payout	481.14	444.77	-36.37

Six checks rose when the field lost a member. E's second-leg bonus rose from 10.60 to 15.00 while the volume it was computed on FELL from 1,360.00 to 1,280.00: less volume, more bonus, to the cent. The proration factor on the binding order went from 0.526315 to 1. The ceiling held on both sides, to the microcent: that order paid 19.999996 before and 20.000000 after.

Why we publish this instead of hoping nobody notices. Three facts make it survivable, and each one is checkable.

It cannot be farmed. You cannot make somebody lapse. You can only decline to help them recover, and every deliberate attack built to extract this returned less than doing nothing.
It is capped by Law B and it is never new money. The gain is exactly the freed share of pools that were already full: 7.44 on a 212.91 check, 3.5 percent, in a fixture built to maximise it. The company pays LESS on every lapse, not more.
The incentive still points the right way where anybody can act. The Conductors nearest the lapse, the ones actually positioned to notice and help, lose the most: 17.00 and 11.29 against a senior gain of 7.44.

This is not a corner of the parameter space. At the rates of record, 154 of the 641 modelled Conductor-months that carry any volume have a binding pool, roughly one in four, so the inversion is live in any month this plan is presented on. It is therefore watched rather than assumed small: every run pair counts the members whose pay rose because somebody below them lapsed, and sums the gain, as a standing measurement.

Green rose, red fell, and the slashed row is the Conductor who lapsed. The company paid less in total, so every gain above came out of somebody else's lost claim on the same orders.

Section nineteen

Law B: the twenty percent promise

Part one of this brochure already makes a promise: the most any order can ever pay is 20 percent of its price. Layers 2 and 3 do not raise that ceiling by one cent. They spend the head-room under it that the current plan leaves unspent. All the team-building money in this plan is reclaimed breakage, and nothing else.

How it works

The unit, defined once, because it is not the unit a reader expects. The ceiling is computed per source member-month: one Conductor's whole month of orders, taken together, counts as one unit. The modelled March holds 1,001 of those units, of which 641 have any volume at all. That same March holds 1,462 separate orders from those 641 buying Conductors, and 357 of them, 56 percent, placed more than one order. So a count of 1,001 is a count of Conductor-months and never a count of orders, and this document does not use the two words for one thing.

What the promise means exactly. The ceiling binds across a Conductor's whole month of orders taken together, not on each order separately. Across that month it holds exactly, and zero of the 1,001 modelled Conductor-months exceeded it. Inside a month that binds, one order can draw more of the pool than another, and 1,178 of March's orders, 81 percent, sit in months carrying more than one order.

Every source member-month contributes a pool equal to 25 percent of its Commissionable Volume. Since Commissionable Volume is 80 percent of the price, and 0.25 x 0.80 = 0.20, that pool is exactly 20 percent of the money that came in the door: the same ceiling the plan already publishes.

Then the layers draw from that pool in order of seniority.

Layer 1 draws first and is always paid in full. The five level rates add up to 10 + 5 + 5 + 3 + 2 = 25 percent of Commissionable Volume, and there is at most one Conductor at each level, so layer 1 can never claim more than the pool holds. The spine always fits. It is never reduced. That is what makes "layer 1 unchanged" a fact rather than an intention.
Layer 2 draws from what is left. If the override claims on that order fit, they are paid in full. If they do not, every override claim on that order is scaled down by the same factor.
Layer 3 draws from what is left after that, by the same rule.

The factors are computed as closed formulas over the complete set of claims on each order, never by draining a ledger in some order, so no sequence of members or claims or layers can change any answer. Same orders in, same cents out, every time.

One order, followed all the way, at the rates of record

Take one modelled Conductor's month: Sales Volume 100.00, so Commissionable Volume 80.00, so a pool of 20.00. This Conductor sits inside a Builder's group and heads that Builder's second-strongest leg, so all three layers claim against them at once.

Layer	Who is paid	Arithmetic	Amount
Layer 1	the sponsor, at level 1	0.10 x 80.00	8.00
Layer 1	the next Conductor up, at level 2	0.05 x 80.00	4.00
Layer 2	the Builder's generation one upline	0.015 x 80.00	1.20
Layer 3	the Builder, on the second-strongest leg	0.020 x 80.00	1.60
Total paid on this order			14.80
The cap		0.25 x 80.00	20.00
Unspent			5.20

Three layers, four separate payments to three different people, and the order still pays out 14.80 of a 20.00 ceiling with 5.20 unspent. Every plan in this industry that pays overrides pays several people on one order. The only honest question is whether the sum is bounded, and here it is bounded by the same arithmetic that computes it.

And what happens when the ceiling actually binds

The engine's acceptance fixture contains an order where it binds exactly. That order carries 40.00 of Commissionable Volume, so a pool of 10.00. Level pay takes 8.00 across three Conductors. An override claim of 1.60 fits, leaving 0.40. A second-leg bonus claims 2.00 against 0.40 of remaining pool, so it is scaled by 0.40 / 2.00 = 0.200000 and paid 0.40. The order pays 8.00 + 1.60 + 0.40 = 10.00 exactly, which is the cap, to the cent. (Recorded at that fixture's draft rates, as noted in the section on Law A.)

An independent reviewer then built worse cases on purpose. In one, the proration factor lands on a repeating decimal, 0.454545, and the paid total on that order comes to 7.999992 against 8.000000 of remaining pool: strictly under, because every reduced amount is rounded DOWN, never up. In another, the pool is exhausted entirely, the factor is 0.000000, and every override and bonus claim on that order pays nothing while the claims stay fully recorded and auditable. Across all 1,001 modelled Conductor-months, zero exceeded the cap.

How often it binds, and who feels it. On the modelled March census at the rates of record:

154 of the 641 Conductor-months that have any volume are reduced on at least one layer: 24.0 percent, roughly one in four. Of those, 120 are reduced at the override layer and 83 at the bonus layer, with 34 reduced only at the bonus layer. An earlier draft of this document printed "120 of 1,001, about one in eight", which understated the frequency twice over: it counted only the override layer, and it divided by a population including 360 Conductor-months with no volume, which can never be reduced. Both errors ran in the same direction.
35 of the 207 paid Conductors, about 17 percent, have at least one reduced line.
The total reduced away is 943.68, being 638.00 from layer 2 and 305.68 from layer 3, against 17,417.12 paid: about 5.4 percent of the run.
The worst-affected Conductor loses 324.14. For the worst RATIO the answer depends entirely on the denominator, so both are printed: that reduction is 21 percent of the Conductor's total claims, and 34.5 percent of the claims the ceiling can actually reach, the second being the honest one, because the first denominator contains the spine and the spine can never be reduced. And the true worst case is not a ratio at all: five Conductors lost 100 percent of their structure claims, sums between 1.60 and 5.52 reduced entirely away.
Every cent of it comes off layers 2 and 3. The spine is structurally untouchable, so no Conductor's live-plan-equivalent pay is ever reduced by this.

The honest phrase is that proration is routine and junior: a working feature, not an edge case. An earlier draft of this plan predicted it would be rare. The measurement retired the word "rare" rather than defending it.

The statement rule. This is a commitment, not a nicety. A reduced line is not recomputable by the person receiving it. It depends on other people's claims against shared orders, order by order, at six decimal places. One real example: a modelled Conductor's bonus line shows a rate of 2.0 percent and a basis of 120.00. Rate times basis is 2.40. The line pays 0.17, a 93 percent reduction, and nothing on that member's statement explains it.

So the plan requires, as a rule of the plan and not as a feature of some internal tool: every reduced line on any Conductor's statement must print the amount claimed, the amount paid, and a one-line reason ("this order reached its 20 percent cap, and the two bonus layers shared what remained"). The engine already keeps the claimed and paid figures per line. A statement that shows a shrunken number without showing the claim and the why is not acceptable, and any build of a member-facing screen without it fails its release test.

The hatched block on the right is drawn outside the vessel on purpose: it is a claim the engine records in full and pays nothing on.

Section twenty

What the model measured

Everything below is computed from the same recorded orders the live plan runs on, replayed under the modelled rules. Read the caveat first, because it applies to every number in this section.

What this model can and cannot show. The laboratory replays orders that really happened, under different rules. It can show exactly how pay would be redistributed toward structure and how the ceiling behaves. It cannot show that a single Conductor would have BEHAVED differently under those rules. Every statement below is a claim about the shape of the payout, not a measured behavioral response. Only live months with real people can show whether the incentive works. Separately, the modelled population is generated with steady growth and almost no cancellation, so it cannot certify how volatile real checks would be.

The headline: the development premium

The plan is supposed to pay for development. Here is whether it does, held against the fairest possible control: Conductors with the SAME personal volume, differing only in whether they developed a Builder.

Sales Volume band	Conductors with a sponsored Builder	Their mean pay	Conductors with none	Their mean pay	Multiple
100.00 to 149.99	8	52.47	141	6.66	7.9 times
150.00 to 299.99	8	725.57	186	7.90	92 times
300.00 and above	8	955.31	97	11.77	81 times

Read the counts before the multiples. Each mean in the Builder column is computed over EIGHT Conductors, and this is a population where five people take 90.2 percent of the structure budget, so a band mean can be moved a long way by one person. The multiples are real and they come from real recorded volume. They also rest on eight members a band. Both halves of that belong in any quotation of them, and the sample size is the first thing a professional will ask for.

These three rows never appear without the four numbers below them. That is a rule of this document.

34 Conductors in the modelled population of 1,001 personally sponsored at least one Builder in March. 24 of those 34 were ALSO QUALIFIED that month, and 24 is the number the table above uses, because a Conductor who is not qualified cannot earn and does not belong in a comparison of earnings. Both numbers are printed, because this companion is mandatory and therefore has to be exact: 34 did the sponsoring, 24 could be paid for it.
44 Conductors earn any money at all from the two new layers.
The top five of those 44 take 3,590.97 of the 3,983.12 that the two layers paid, which is 90.2 percent of the entire structure budget. The top ten take 94.2 percent.
22.9 percent of the company's total payout comes from the two new layers (3,983.12 of 17,417.12).

Read together, those numbers say something specific and defensible: the premium on development is enormous and real, and today it is concentrated in a very small number of people, because a very small number of people have done that work. The 22.9 percent on its own would be a misleading number. It measures that two layers exist and that the top of the tree captures them. It does not measure a field-wide pull, and it is never shown alone in this document.

The premium is enormous and it is concentrated. Both halves of that sentence are the finding, which is why the strip at the foot of this figure is part of it and never separated from it.

What this plan does NOT do, said before anybody else says it

It does not pay more people. Under the modelled March, the live plan pays 206 Conductors of 1,001 and this plan pays 207. One more. A different plan family tested in the same laboratory, stairstep breakaway, pays 448. This plan's concentration is also slightly HIGHER than the live plan's, not lower: a Gini coefficient of 0.9687 against 0.9625, and a top-ten-percent share of 95.33 percent against 94.25 percent.

The honest sentence, and the only one this document will make: the same paid population, a far deeper premium on development. Anybody who describes this plan as broadening participation is describing a different plan.

What it costs, and the drift

The live plan pays 14.6085 percent of Commissionable Volume on the modelled March. This plan pays 18.9399 percent on the same month. That difference is not hidden behind an averaging phrase: the two figures are printed side by side everywhere this plan is discussed, and the phrase "size held equal" is banned from every surface, because it would not be true.

And the cost RISES as a field matures, because a more developed field produces more Builders and more balanced legs, which is the entire point of the plan. That drift is real, intended, and measured rather than discovered later.

Month, modelled	Commissionable Volume	Payout	Percent of Commissionable Volume	Conductors paid
February 2026	83,560.00	15,508.27	18.5594	180
March 2026	91,960.00	17,417.12	18.9399	207
April 2026	99,680.00	19,061.18	19.1224	228
May 2026	111,160.00	21,610.86	19.4412	249
June 2026	118,800.00	23,217.51	19.5434	262
July 2026	138,040.00	27,167.87	19.6812	285

That is 1.12 points of drift in five month-steps, about 0.22 points a month at this stage of maturity. And it is bounded: no month, however mature, can pass 25 percent of Commissionable Volume, because Law B enforces it per order. The classic failure this describes, a plan discovered at 45 percent payout in year three and emergency-amended with the field's trust as the price, is arithmetically unreachable here.

Where the drift comes from also matters. It comes out of the gap between the 14.6 percent the live plan actually pays and the 25 point ceiling the price already carries. What a maturing field shrinks is the company's unpaid remainder, never the margin the product was priced against.

Six modelled months of the Builder plan against the live plan's March figure, with the structural ceiling drawn where it actually sits.

How this plan compares to four other plan families

Same recorded month, same members, five plan families computed in the same laboratory.

Plan family modelled	Payout	Percent of Commissionable Volume	Conductors paid	Gini	Top ten percent share
Unilevel version 1.3, the live plan	13,434.00	14.6085	206	0.9625	94.25
Matrix, three wide by seven deep	15,039.20	16.3541	237	0.9418	91.41
Binary, spillover placement	15,129.40	16.4522	166	0.9658	97.45
Binary, volume-balanced placement	16,083.60	17.4898	145	0.9705	98.30
The Builder plan	17,417.12	18.9399	207	0.9687	95.33
Stairstep breakaway	21,025.60	22.8639	448	0.9330	89.12

Section twenty-one

What we attacked, and what it paid back

Before this plan was shown to anybody, a reviewer was hired to break it, briefed as a veteran of this industry and told to attack it with everything the industry knows. Every attack below was RUN in the engine at the rates of record, not argued on paper. The numbers are what the engine paid.

Attack one: split your recruits across more legs to chase the rate step

The same six recruits, the same total volume of 700.00 Sales Volume, rearranged three ways.

Arrangement	Level pay	Overrides	Second-leg bonus	Attacker's total	Total paid to the field
Two legs, nested, two Builders emerge	32.00	7.20	4.80 at 2.0 percent	44.00	79.20
Three legs, one recruit under each	36.00	0.00	3.68 at 2.3 percent	39.68	63.68
All six flat on the frontline	48.00	0.00	2.00 at 2.5 percent	50.00	50.00

The bonus FALLS from 4.80 to 3.68 to 2.00 as the rate step rises, because the dilution beats the step at every count. Fixed downline volume V split across two equal legs pays 0.0100 x V, across three 0.0077 x V, across four 0.0063 x V. Two real balanced legs is the optimum, which is the design goal wearing its own name. Splitting also destroys overrides: the nested arrangement pays 7.20 of them, the split arrangements pay none.

The uncomfortable finding from the same test, published because a reviewer will find it anyway. The attacker's own best outcome is the flat, undeveloped shape, 50.00, because the 10 percent frontline rate beats every development rate in the plan. The plan pays the FIELD most for the developed shape, 79.20 against 50.00, and it pays the individual most for the flat one. This plan does not reverse a unilevel's preference for width among your own recruits, and it should never be pitched as though it does.

Attack two: starve your strongest leg so the second one looks bigger

Base month: legs of 240.00 and 120.00, bonus 2.40, total pay 38.40. Then the strongest frontline's Sales Volume is cut from 300.00 to 100.00.

Result: the legs become 80.00 and 120.00, the second-ranked value FALLS to 80.00, the bonus falls to 1.60, level pay falls from 36.00 to 20.00, and total pay falls from 38.40 to 21.60. Removing volume from any leg can never raise the second-largest value, and there is nothing to bank it into, because nothing carries over. Volume withheld is pay lost, permanently.

Attack three: fund a fake Builder to trigger overrides

Create and pay for a downline account that reaches Builder, purely so its group pays you a generation one override. Builder needs two active legs, so the puppet needs two other accounts at 100.00 Sales Volume each. Cost: $300.00 a month of real money.

Line	Amount
The attacker's pay before the attack	8.00
Level pay after	24.00
Generation one override after, 0.015 x group volume 240.00	3.60
Second-leg bonus after	1.60
The attacker's pay after	29.20
What the attack actually earned	21.20
What the attack cost, every month	300.00

7.07 cents returned per dollar spent. A 92.9 percent loss, every month, forever, because Law A makes the puppet a subscription rather than a purchase.

The floor under that is structural, and it has to be stated precisely, because the general form of it is false. For commission generated BY the self-funded volume itself, no plan funded under a 20 percent ceiling can return more than 20 cents on a self-funded dollar, so a self-funding attack of that kind loses at least 80 percent, and this one loses 93.

What that bound does not cover, stated here rather than left to be found. It does not cover self-funded volume bought to UNLOCK pay on other people's volume, and unlocking is exactly what the 100.00 qualification gate does: a Conductor's own 100.00 purchase is what makes them eligible to collect level pay on their team. A Conductor who spends 100.00 to unlock pay on a large team is not bounded at 20 cents on their own dollar, because most of what they collect is generated by somebody else's volume.

Nor does the bound cover the approved Instant Payout terms, and that is a fact about the bound rather than about the ceiling. The Instant Payout section works a self-funded first order of 150.00 returning 42.00, which is 28 cents on the dollar, above the 20 this bound implies. That is one of the two unreconciled questions gating the build, set out in that section. It is not an exception to the ceiling: the ceiling has none, and Instant Payout pays nobody anything today.

The 20-cent figure is a bound on one channel. It is not a law of the plan, and an earlier draft of this page stated it as one.

Funding an artificial second leg to reach the bonus is the same trade: $100.00 a month of real subscription to return at most 0.025 x 80.00 = 2.00, a 98 percent monthly loss.

Attack four: buy rank and income with your own money

One Conductor, Sales Volume 10,000.00, no downline. Total earned: 0.00. Rank: Member.

Your own purchases buy your qualification, which is the industry-standard low gate, and they buy nothing else. Builder requires two ACTIVE legs, which means two other people each reaching 100.00 Sales Volume in that month. Leader and above require Team Volume, which excludes your own. And a large one-time purchase cannot spike a month: a $2,000.00 one-time order is recognised as 200 Personal Volume a month for ten months, not 2,000 at once, so it cannot be used to grab a rank for an override month.

What none of the reason codes can do

A separate check on the engine's output rather than its prose. In a full run of 1,001 Conductors:

Exactly four kinds of commission line exist, and every one of them is computed from Commissionable Volume, which is 80 percent of product dollars. No line, no rate, and no parameter anywhere in this plan pays on a count of recruits, enrollments, or sign-ups.
Zero lines pay a Conductor on their own volume as the source. Overrides pay the upline on a Builder's group. The bonus basis is a leg, which excludes you by construction.
Zero lines have a missing or non-positive basis.
Zero Conductor-months exceeded the 20 percent ceiling, in every run made, including every hostile fixture built specifically to break it.

Splitting recruits across more legs is deliberately absent here: it costs the attacker nothing, so it does not belong on a money-spent chart. It is drawn on its own terms in the next figure.

The rate rises and the payment falls, at every step. Dilution beats the step every time, so the rate step cannot be farmed, and splitting forfeits the overrides on top. What the plan does not do is reverse a unilevel's preference for width among your own recruits, which is why that sits inside the figure rather than beside it.

What survives after every attack fails is the behavior the plan was built for: qualify yourself, keep two or more real legs active, develop Builders, and help them stay qualified, because Law A re-prices all of it every month. The best exploit anybody found is doing the work.

Section twenty-two

The hard questions, answered with numbers

The objections a professional will raise, each answered inside this document with figures rather than assurances. The reader is assumed unfriendly and numerate.

Overrides on group volume stack across generations and across nested Builders. The budget blows up.

The claims stack without limit. The PAYMENT cannot. Take an order carrying 80.00 of Commissionable Volume, so a pool of 20.00, sitting under ten nested Builders, so the override claims against it total two and a half times its entire pool. If a full five levels of qualified upline sit above it, level pay takes the whole 20.00, the remaining pool is zero, and every one of those override claims pays 0.00. If only two levels of qualified upline exist, level pay takes 12.00, the remaining 8.00 is shared across 48.00 of claims at a factor of 0.166666, and the ten Builders collectively receive exactly 8.00. In both cases the order pays out at most 20.00, to the cent.

In the actual modelled census the worst real order carries override claims at 0.56 of its pool, and zero of the 1,001 modelled Conductor-months paid over pool.

Paying on the weaker leg makes people sandbag the strong one or split volume artificially.

Both are worked with engine numbers in the section on what we attacked. Sandbagging loses: total pay falls 38.40 to 21.60. Splitting loses: the bonus falls 4.80 to 3.68 to 2.00 as legs are added, and overrides are forfeited entirely. There is nothing to bank volume into and no placement tree to park it in. Directing genuine new recruits into the weaker leg IS profitable, and that is the intended behavior, paid at the designed rate under the ceiling.

One qualifier this answer carries: that is the RANKING channel. The waterfall channel has the passive inversion disclosed in the section on Law A, which is bounded and watched there.

Monthly decay churns leaders who have one bad month.

Stated plainly: this version has no grace month, and the trade-off is real. Three things bound the damage.

First, the qualification bar is low and wide. 100.00 Sales Volume is one domain agent, and customer volume counts toward it, so a working leader's qualification rarely turns on a single order of their own.

Second, the loss lands FIRST on the one or two Builder generations nearest the lapse, and those are exactly the people positioned and now paid to intervene. The plan does not punish the bad month. It prices, for the sponsor, what preventing it was worth, to the cent. Above a binding ceiling the sign inverts, and that is disclosed in full in the section on Law A rather than left for a reader to find.

Third, it is measured. Decay events and their summed effect are counted every run, so the churn cost is an observed number before this plan is presented, not a hope. Across 215 modelled member-month pairs there were 22 declines, four to seven Conductors a month with falling override income, two drops of more than half, and one total wipe, which is the exhibit shown in the section on Law A. And the caveat rides along: the modelled population grows steadily and almost never cancels, so those six months certify only that decay is attributable and countable, never that real churn would look like that.

If observed decay proves too sharp, a one-month grace for Builder status is a single parameter, and adding it would be an amendment rather than a redesign. That decision is deliberately still open, and the section on what is not settled says so.

This double-pays the same volume.

Every override plan in this industry pays several people on one order. The honest question is whether the sum is bounded. The section on Law B follows one order all the way: three layers, four payments, 14.80 paid of a 20.00 ceiling, 5.20 unspent. The plan never pays more than the 20 percent of revenue the company already promises today. It pays the same ceiling to more purposes.

The ceiling will reduce the field's checks and they will be furious.

An earlier draft predicted proration would be rare and junior. The measurement kept the word junior and retired the word rare: 154 of the 641 Conductor-months that carry any volume are reduced on at least one layer, 24 percent, roughly one in four, and 35 of the 207 paid Conductors carry at least one reduced line. Those numbers, refreshed every run, are carried in any presentation of this plan.

What makes it survivable is structural and stated in the section on Law B: the spine is never reduced, so nobody's live-plan-equivalent pay ever falls; and every reduced line must print what it claimed, what it paid, and why. A shrunken number a member cannot recompute is survivable only when the statement itself shows the claim, the payment, and the reason.

Your payout ratio will creep as the field professionalises. You have built cost drift into the design, and it compresses margin exactly when you scale.

True, and answered structurally rather than denied. The drift is real, it is intended, it is plotted in the section on what the model measured at 0.22 points of Commissionable Volume a month at this maturity, and it is bounded above at 25 percent of Commissionable Volume per order by the same arithmetic that computes the payments. Every point of drift comes out of the gap between the 14.6 percent the plan pays today and the ceiling the price already carries. What maturity shrinks is the company's unpaid remainder, never the priced margin.

Section twenty-three

What is not settled

Part one of this brochure has a page listing what the live plan declines to do. Part two has this one: the decisions that are genuinely still open, published while they are open rather than after they are made.

Still open	Where it stands today
Whether this plan runs at all	It is modelled. It has never been the live plan. Nothing here becomes real without a version of this brochure stating an effective month.
A one-month grace for Builder status	Today: no grace, everything strictly monthly, the same as the live plan's ranks. The reviewer agrees with no grace, and noted that grace would blunt the near-upline's incentive to help while doing nothing about the inversion disclosed in the section on Law A, which lives in the ceiling rather than in the rank. This is to be re-decided with both exhibits from that section in hand.
The rates	1.5 percent, 1.0 percent and 2.0 percent are the calibrated figures of record from one calibration pass. They are parameters, recorded with every run, and a different budget produces different ones.
The size of the plan	The calibration aimed for 2.0 to 4.0 points of Commissionable Volume above the live plan and landed at 4.3314, which is 0.33 of a point above the target. That residue was ACCEPTED AND DISPLAYED rather than tuned away, because iterating the rates against the ceiling's own proration would have been fitting the number instead of measuring it. It is printed here for the same reason.
Whether an override earner should have to be a Builder themselves	Today, no: qualified is enough, because the walk already requires that a Builder exists below. Recorded as a decision, with the alternative noted.
Which legs the ranking runs over	Today, all legs by volume, while eligibility and the rate step count only active legs.
A name	The extension has an engineering code and no field name and no booklet.

How this was checked before it was shown to anybody. The plan passed three independent release gates, and it was not presentable until all three passed. An arithmetic gate: an independent implementation recomputed the entire 1,001-Conductor month from the raw data, every layer, every factor, and matched to the cent with zero differences, then built three hostile cases of its own design that the ceiling survived. A quality gate. And a red-team gate, briefed to make the plan fail, which ruled it NOT PRESENTABLE on its first pass, broke one claim this document made, and forced four corrections including the disclosure now in the section on Law A. The plan was amended the same day and the gate passed on re-inspection. The broken claim is disclosed in this brochure rather than quietly repaired.

One more property worth stating: two independent implementations of this plan must agree to the cent, and running the same month twice produces the same ordered set of lines and the same digest.

Section twenty-four

Key terms and definitions

The full list, in alphabetical order, including every term used anywhere in this brochure.

Active leg: A leg whose frontline Conductor is qualified this month. A leg with a large downline and an unqualified frontline Conductor is not active.
Breakage: Commission that the level percentages describe but nobody receives, because the person who would have received it was not qualified or the level was outside their paid depth.
Builder override: A payment to a qualified Conductor above somebody who holds Builder rank this month, computed on that Builder's entire group volume. Part two of this brochure only. Modelled, not operating.
Cap, or ceiling: The most one order can ever pay in commission: 25 percent of its Commissionable Volume, which is 20 percent of its price. Enforced inside the calculation, order by order.
Commissionable Volume (CV): 80 percent of Sales Volume, rounded to two decimals. The only base any commission percentage is ever applied to.
Commission run: One numbered, versioned batch calculation for one month. It produces every statement and is locked once it is marked final.
Compression: Skipping over an unqualified Conductor so the next qualified person moves into their slot. This version of the plan does not do it.
Conductor: Somebody who has enrolled and holds a place in the sponsorship tree. Conductors run an ensemble of agents, may sponsor other Conductors, hold a rank each month, and can be paid.
Customer: Somebody who subscribes through a referring Conductor without joining the tree. A customer never qualifies, never holds a rank, and never earns.
Decay: The rule that every layer recomputes from scratch each month from that month's orders and ranks, with nothing banked, carried forward, or grandfathered.
Downline: Everybody below you in the tree, at any depth.
Ensemble: The set of Orvanna agents a Conductor subscribes to. The ensemble drives that Conductor's own volume. It is never the word for their people.
Frontline: The Conductors you personally sponsored, and only those.
Generation: In the Builder override, a step counted in Builders rather than in levels. Generation one is the first qualified Conductor above a Builder with no other Builder in between. Generation two is the next one up, past one Builder boundary.
Group volume: A Conductor's own Commissionable Volume plus that of everybody in their entire downline at every depth. Groups nest: nothing ever leaves a group when somebody inside it ranks up.
Leg: One frontline Conductor together with that person's entire downline, treated as one branch.

Level: Plain distance down the tree from you to somebody in your downline. Your frontline is level 1, their frontline is level 2, and so on. Levels never skip in this version.
Paid depth: How many levels of your downline you are paid on, set by your rank: Member 1, Builder 2, Leader 3, Director 4, Executive 5.
Personal Volume (PV): The volume figure carried by a product, which at Orvanna always equals its price in dollars.
Pool: The money one order makes available for commission: 25 percent of its Commissionable Volume.
Proration: Scaling every claim of one layer against one order down by the same factor, when those claims are larger than the pool that order has left. Level pay is never prorated.
Qualified month: A month in which your own Sales Volume reached 100.00 or more. The single gate for being paid and for your leg counting as active.
Rank: The title you hold for one month, recomputed from scratch each month, which sets your paid depth. The five ranks are Member, Builder, Leader, Director and Executive.
Sales Volume (SV): The total Personal Volume booked to your account in one calendar month, whether you bought it or one of your customers did.
Second-leg bonus: A bonus on the volume of a Conductor's second-strongest leg, paid only when at least two legs are active. Part two of this brochure only. Modelled, not operating.
Spine: The name part two gives to layer 1, which is the live plan of part one, unchanged.
Sponsor: The one Conductor directly above you, the person who enrolled you.
Structure-linked share: The fraction of the total payout that comes from the Builder override and the second-leg bonus rather than from level pay. Never quoted without the participation counts beside it.
Team: The Conductors you sponsored and everybody below them. The team drives Team Volume and rank. It is never the word for your agents.
Team Volume (TV): The Sales Volume of everybody strictly below you, added across your whole downline at every depth. It never includes your own Sales Volume.
Upline: Everybody above you: your sponsor, their sponsor, and so on to the top of the tree.
Volume month: The calendar month an order counts toward, stamped when the order is created and never moved afterward.
Waterfall: The order in which the layers draw from an order's pool: level pay first, overrides second, the second-leg bonus last.

Which document governs. There is no separate printed plan booklet. This page, together with the version stamp in its footer, is the statement of the plan on this site, and where any other page or summary disagrees with it, this page is the one to check against. Rule changes take effect at the start of a stated month and are never applied backward.

Back to the top of the brochure

Build an ensemble.Build a team.

How to use this brochure

Contents

What is running, and what is only modelled

Part one, sections one to fourteen

Part two, sections fifteen to twenty-four

How a Conductor earns, in one paragraph

Conductors, customers, and the two things called yours

Conductor

Customer

Every word, defined before it is used

Volume, and the eighty percent rule

The three volume numbers

Why 80 and not 100

The qualified month: the single gate

Job one: it decides whether you can be paid

Job two: it decides whether your leg counts

Ways to reach 100

If you do not qualify in a month

One organisation, every example

Your frontline, at ten percent

Worked, every step

The same rule when the person below is not qualified

Depth, which rank unlocks

Worked, every step

Customer sales rolling up

Worked, every step

Instant Payout approved, not built

The approved terms

Worked, every step

How the cap behaves

The rank ladder

The rules that govern the ladder

A complete month, to the cent

Volumes and qualification

Statements

Where the rest of the money went

The calendar, rounding, and finality

How a month closes

How the arithmetic is rounded

What version 1.3 does not do

The Builder plan in one view

The three layers

The two laws

Layer two: the Builder override

What gets paid

The rule that makes this different from the classic version

How the two generations are found: the walk

Layer three: the second-leg bonus

What gets paid

Law A: nothing carries over

Exhibit one, the acceptance fixture: the loss is exactly the override, to the cent

Exhibit two, the same law with a real member, at the rates of record

The one thing an outside reviewer found that we could not remove

Law B: the twenty percent promise

How it works

One order, followed all the way, at the rates of record

And what happens when the ceiling actually binds

What the model measured

The headline: the development premium

What this plan does NOT do, said before anybody else says it

What it costs, and the drift

How this plan compares to four other plan families

What we attacked, and what it paid back

Attack one: split your recruits across more legs to chase the rate step

Attack two: starve your strongest leg so the second one looks bigger

Attack three: fund a fake Builder to trigger overrides

Attack four: buy rank and income with your own money

What none of the reason codes can do

The hard questions, answered with numbers

Overrides on group volume stack across generations and across nested Builders. The budget blows up.

Paying on the weaker leg makes people sandbag the strong one or split volume artificially.

Monthly decay churns leaders who have one bad month.

This double-pays the same volume.

The ceiling will reduce the field's checks and they will be furious.

Your payout ratio will creep as the field professionalises. You have built cost drift into the design, and it compresses margin exactly when you scale.

What is not settled

Key terms and definitions

Build an ensemble.
Build a team.