Most reseller pitches stop at “buy credits at $5, sell at $15, keep $10.” That’s the headline. The spreadsheet is messier.

At 10 active customers, you’re effectively running a hobby. Margin per customer after refunds and support time (assume 30 minutes/month/customer at your hourly rate) is maybe $4-5. Total monthly net: $40-50. Real but not life-changing.

At 100 customers, you’ve hit a different operation entirely. Support time scales, but not linearly — repeat questions get answered faster, you build templates. Refunds settle to a steady-state rate (we see 4-6% across the network). Margins climb to $7-9 per customer. Monthly net: $700-900.

At 1000 customers, you need infrastructure — a dashboard, a help desk system, possibly an employee. Your effective margin per customer drops slightly (call it $6-7) but volume more than makes up. Monthly net: $6000-7000.

The chokepoints are real. Support load is the #1 reason resellers fail to scale past 200 customers. The #2 reason is taking too many refund-prone customers (anyone who haggles aggressively during the sales call will haggle on the refund call too — pattern-match it).

We made the reseller program because the network economics work better at scale, and because resellers who run it well help us reach corners of the market we’d never reach directly.

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