When Akam Hamak talks about Closr, he keeps returning to a part of the product that is not software at all. It is the deal offered to the people who sell for it. Closr runs on a commission structure that starts agents at 50 percent and climbs to as much as 60 percent, and Hamak calls the model the part he is proudest of.
The logic starts with what Closr removes from the seller’s job. The platform’s AI finds local businesses that lack a website, generates a personalized demo in under a minute, suggests a domain, and then handles hosting, publishing, and fulfillment after the sale. “A workspace, not a builder,” as Hamak puts it. The agent is freed from everything except the conversation.
That division of labor is what makes a high commission sustainable. Because Closr carries the technical and delivery burden, the agent’s contribution is concentrated in the one place it matters most, closing. Paying out half or more of the revenue is defensible when the platform has already done the building and the agent supplies the scarce skill.
Hamak designed the incentive to reward exactly that skill. Starting at 50 percent and rising toward 60 gives agents a reason to improve rather than to churn through leads, and it aligns the platform’s success with theirs. He is not trying to extract the most from each agent; he is trying to make the best agents want to stay.
The structure reflects his own history. A self-taught engineer who has built and tested nearly 100 online ventures, Hamak knows the difference between a tool and a business, and he built Closr to be both. The commission model is the business layer, the mechanism that turns capable software into income for the people using it.
It also fits his read on the market. With AI making websites cheap to produce, the value has migrated from building to selling. A commission that generous is Hamak’s way of routing money to where the value now sits, into the hands of whoever can persuade a small business owner to say yes.
There is a recruiting logic too. A clear, rising commission is a simple promise to make to prospective agents, and simplicity sells. Closr supplies the leads, the demo, and the fulfillment, and asks the agent to bring only the close, then pays them like the close is the whole job, because in this model it nearly is.
Hamak is candid that the model is still being proven. Closr is in beta, with agents applying to join, and the commission structure will meet the test every incentive eventually faces: whether it produces the behavior it was designed to reward. He is betting that paying sellers well for selling is not a cost to minimize but the engine itself.
The model also reflects a deliberate choice about who Closr is for. By paying agents the majority of the revenue, Hamak is signaling that the platform is built to attract capable, independent sellers rather than to squeeze a captive workforce. It is a filter as much as an incentive; the people drawn to a high-commission, bring-the-close arrangement tend to be the ones who back themselves, which is exactly the population Hamak wants populating the platform.
There is a longer-term logic in aligning his upside with theirs. If agents thrive, Closr thrives, because the platform earns only when deals close. Hamak has built a business where he cannot win unless the people selling for him win first, and he regards that alignment as a feature rather than a concession. It keeps the incentives pointed the same direction and spares him the adversarial dynamic that a stingier split would create.
Underneath the percentages is a philosophy Hamak returns to often: pay people well for the scarce thing they do, and the rest takes care of itself. He could have engineered a cheaper split and a larger house cut, but he judged that a platform built on generosity toward its best sellers would attract and keep the talent that makes it work. In his framing the commission is not what Closr gives up; it is what Closr is built around.
For agents weighing the offer, the pitch is unusually concrete. Bring the conversation, keep most of the money, and let the platform handle the rest. For Hamak, the commission is where his software becomes a livelihood for other people, and that, more than any feature, is what he wants Closr to be known for.
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