The AIzaadi business model: how certified trainers earn

Three ways to see it

1. 1

   Three revenue streams flow through a certified trainer. The first is B2C cohorts, where individuals pay tuition. AIzaadi handles enrolment, payments, LMS, certificates. The trainer delivers. Default split is 60% trainer, 40% AIzaadi. The second is B2G contracts, where federal or provincial governments pay AIzaadi for training their employees. AIzaadi pays the trainer a flat fee per cohort, currently PKR 350,000 to PKR 500,000 depending on cohort size and complexity, with a delivery bonus tied to learner satisfaction scores. The third is B2B corporate cohorts, where companies pay for their staff. Default split is 50% trainer, 50% AIzaadi, reflecting the higher sales effort.

2. 2

   Way one: understand what AIzaadi delivers in exchange for its share. The 40% on B2C is not a tax. It pays for the curriculum, the LMS, the bilingual content team, the certificate, the legal and compliance overhead, the marketing that fills your seats, the payment processing, and the support agents who answer learner questions on WhatsApp at 11pm. A solo trainer doing all of that themselves typically nets less than 60% of the same gross revenue and burns out within four cohorts. The split is the price of being able to focus on teaching.

3. 3

   Way two: target your first year for two B2C cohorts per quarter, no more. The temptation after certification is to sign up six cohorts and exhaust yourself. The data from year-one trainers is clear. Two cohorts per quarter, eight per year, gives you the time to recover, refine your delivery, and protect your reputation. The third B2C cohort in a quarter drops your average satisfaction score by twelve points. The fourth drops it by twenty-five. Reputation is the asset that compounds. Burning it for one extra cohort is the rookie mistake.

The why-tree

Try this with Claude

AI-edge prompt: 'Build me a twelve-month income forecast as a newly certified AIzaadi trainer in Faisalabad. Assumptions: B2C at PKR 18,000 per seat, twenty-five seats per cohort, 60-40 split. B2G one cohort in Q3 at flat fee PKR 400,000. B2B two cohorts in Q4 at PKR 800,000 each, 50-50 split. Show monthly cash flow, FBR tax estimate at the personal slab, and net take-home in a markdown table. Add three sensitivity scenarios: 80% utilisation, 60% utilisation, and one cancelled cohort.'