You own 60% of the thing that ate you.
The spinout runs on usage pricing from day one, with HubSpot's customer base as its first channel and no seat quota to defend. Partners sell its onboarding because it pays them per business, not per seat. By 2029 it serves 40,000 businesses, half of them never HubSpot customers. By 2030 it's worth more than its parent.
HubSpot, the CRM, is now a view the spinout renders. HubSpot, the company, is a holding company for an omni agent and a very good email utility. You're chairman of both. One of them matters.
You couldn't lead the pricing transition inside the P&L, so you moved it outside. The parent shrank. The child owns the relationship. This is what buying a neutral agent looks like when the acquirer actually lets it stay neutral.
One path that gets here
D · Buy a neutral omni agent for small businessC · Let it run as a separate brand with its own P&L, and point the partner channel at it