Equity Split for Strategic Partners vs. Operators in Trades Businesses

Hey everyone, looking for some business entity structure advice from those who’ve done partnerships with “strategic” vs “operational” partners. I was recently approached by a close friend and his business partner who have deep relationships with government, union, and large commercial entities. They regularly help route high-value plumbing, electrical, and HVAC contracts to trusted service providers, but they don’t have the time or desire to run day-to-day operations of a service business. They’ve suggested forming a joint venture or partnership, where they bring in steady commercial work and I’d run the business, managing jobs, crews, and operations. We’d still need a Master Plumber or Master Electrician on board (likely 10% ownership minimum to use their license under Texas law). The big question: How would you structure ownership and incentives so that: • They’re rewarded when their relationships bring in real work • I retain control and upside as the operating partner • We leave room for a licensed tradesperson to come in • And equity isn’t over-allocated upfront? I’m leaning toward something like: • Majority operator ownership • Small founding equity for the “deal-flow” partners that vests or grows based on revenue they actually generate • A separate profit-share or commission on projects they bring. Has anyone here done something similar in a service business context? 

 Would love to hear how you aligned incentives or structured voting rights, profit splits, and vesting. Appreciate any thoughts — especially from those who’ve partnered with strategic partners or licensed professionals in blue-collar acquisitions.