Contract fees are (normally) split according to the following rule:

1. 15% for the IT Cortex network itself (covering the brand name, the definition of the services, the selection of the methodology and tools, the invoicing and administrative costs and, last but not least, the fiscal support and assistance). This latter aspect is a significant added value of IT Cortex for its consultants and also possibly for its customers.
2. 10% for providing the lead (typically mentioning that customer X, with Mr. or Mrs. Y as contact person, has a business need Z). The weight of this contribution tend to increase in a tight market. The lead fee still applies for follow-up contracts.
3. 10% for the sales (i.e. meeting with the prospect, putting together the proposal and securing the resources). This fee can be split among several consultants. (In the case of an answer to a call for tender, lead and sales fees are combined).
4. 65% for execution (i.e. performing the actual consulting work).

In case a specific consulting tool (e.g. a methodology, a simulation tool, etc...) needs to be part of the proposal its utilization fee is paid to its owner (be he, or she, part of the IT Cortex network or not) off the total proposal fee. The income balance is split according to the predefined rule. Similarly, if IT Cortex subcontracts some work, this cost is taken off before splitting the remaining fee. Those external costs are of course taken into account at proposal stage but no uplift is applied to them.

IT Cortex pays its consultants as soon as it receives the money from its customers. Its bank statements are open to all its consultants.

Partial payments by the customer respect the predefined fee splitting (i.e. no party gets paid first).

Some IT Cortex consultants are just providing leads (typically senior executives who want to slow down their professional activities but who are still nurturing business relationships).

There are no level and no hierarchy whatsoever within the IT Cortex network. The customer replaces the boss or the manager or the partner. IT Cortex will shun consultants with poor performance and favor those who satisfy - or delight - their customers (especially in a tight market). The network auto-organizes itself and auto-improves its business fitness as explained in Our Organization.

When there is a difference in seniority and skills among several consultants assigned on the same project the global execution fee can be split according to agreed-upon keys (defined at proposal stage).

Every IT Cortex consultant is senior, experienced and motivated and therefore does not need to be "managed" - even though some coordination is necessary in large projects. Project coordination is part of what is termed as project execution from the IT Cortex perspective. It does not justify claims for higher fees.

Every consultant is free to join and leave the network (on the condition that he/she has fulfilled his/her commitments, i.e. typically complete the assignments that he/she has accepted). IT Cortex is also free to allocate resources on incoming projects. Therefore the network acts as a open business market, with suppliers and consumers. This market does not demand any entry fee nor departing fee.

The network fee and the lead fee remain due, during a period of two years, by consultants who secure, for themselves, follow-up contracts with a customer, while having worked for that same customer - or any related company - under the IT Cortex umbrella.

Every consultant is free to work partially for himself and partially for the IT Cortex network - for different customers, within the constraints of his/her commitments.

Tools and methodologies are never forced upon consultants performing an assignment. They are therefore not used as an additional rent benefiting the IT Cortex network.

IT Cortex does not employ permanent members of staff.

As experience has shown, the key success factors of a successful consulting network reside in:

1. avoiding greed (similar networks have failed by the combined effect of a market downturn and the  excessive greed of their founders)
2. having a large and diversified skill mix among the consultants (strengths and weaknesses of each consultant are quickly known within the network and new assignments are staffed accordingly)
3. respecting the freedom of each consultant (freelance consultants are independent by nature and this bend of character needs to be respected)
4. ensuring that independent consultants have more interest to join the network than to work on their own or through agencies (like interim management agencies).
5. setting-up a virtuous "give and take" circle whereby consultants who contribute the most to the network are also the ones who receive the most from it.
6. allowing flexibility within the "self-organized" arrangements taken by the network members.