I/US MUSIC® MUSIC · RESEARCH · LONDON
Embedded sector-specific intervention model

BREAK
THE WALL

A professional framework for integrating into a defined sector, unit, function or project in order to remove blockage, redesign direction, and create measurable progress through whatever strategic, structural, design, innovation or creative means are required.

BREAK THE WALL is not framed as ordinary consultancy, a general service menu, or company-wide participation. It is an embedded operating model: the method is broad, but the sector boundary and commercial attribution are narrow and defined in advance.

The model supports two long-term forms: Specific Goal / Design Integration and Progressive Integration. Both operate inside a defined sector only, with payment and use rights determined by the nature of the engagement.

Main page View the two operating models Review core commercial rules

Operational summary

This framework is built for sectors that are blocked, underperforming, misaligned, structurally weak, creatively limited, or unable to progress under ordinary internal arrangements.

Broad intervention authority across strategy, design, systems, innovation and creative execution.
Commercial participation limited to the agreed sector only, not the whole company or unrelated branches.
Use, non-use, early termination and continuation rules must be defined at the start of the engagement.
Company finance/admin records remain the reference source, but the profit basis must be contractually specified.
2operating models
1defined sector per engagement
12month profit period where agreed
0automatic claim to unrelated divisions

Definition

What it is

BREAK THE WALL is an embedded intervention model for situations where a defined sector, unit, branch, function, stream or project is blocked, stagnating, misaligned, or unable to move into a viable next form.

The role is not function-limited. It may involve diagnosis, model design, redesign, strategy, systems work, product/service logic, innovation, structural change, narrative or experiential work, artistic/game design, and implementation planning or progression.

  • Broad in method: whatever disciplines are required may be used.
  • Narrow in attribution: only the defined sector is commercially relevant.
  • Embedded in reality: the model operates inside the system, not from a detached advisory position.

What it is not

It is not ordinary consultancy, not advisory-only work, not generic ideation, not company-wide profit participation, and not automatic transfer of IP, licensing rights or investment rights.

It also does not permit unpaid concept extraction. If the engagement is mainly foundational and not actively progressing, the payment logic must reflect that reality and protect the value of the creation itself.

  • No automatic claim to whole-company revenue, unrelated branches or unrelated sectors.
  • No assumption that realized profit is the only valid measure when the work is foundational.
  • No continuation of use after separation without the agreed clearance or payment logic being triggered.

Two operating models

Model 01

Specific Goal / Design Integration

This model is used when the company wants a defined outcome such as a new sector architecture, a system model, a redesign, a structural framework, a design logic, or another mission-specific creation.

The engagement may produce high-value foundational work even if live profit or full deployment has not started during the embedded term. Because of that, the payment model cannot rely only on realized sector profit.

  • Best for foundational models, architecture, sector frameworks and defined transformation goals.
  • Requires clear protection against concept extraction without proper payment.
  • If the created model is later used, adapted, moved or commercialised, the agreed use-based trigger applies.
Primary commercial logicEmbedded duration payment and/or foundational creation payment, with additional payment if later use occurs.
Main risk to preventA company commissioning core architecture or design and then claiming “no profit yet” while retaining the value.
When to useWhere the core value lies in designing the model, structure or framework itself.
Required clarityDefinition of use, non-use, later deployment, transfer and clearance if the design is taken forward after separation.
Model 02

Progressive Integration

This model is used where the work is live, active and progressively advancing during the engagement: implementation, testing, integration, adaptation, rollout, operation or commercial progression are happening while the sector is being worked on.

Because the model is moving in real time, the agreed percentage of sector profit for an agreed period can function more directly as the principal outcome-linked payment structure.

  • Best for live sectors, active deployment, iterative redesign and progressing operations.
  • Suitable where company finance/admin can already track the relevant sector or stream.
  • Requires a defined profit basis and clear start/end point for the one-year participation period.
Primary commercial logicAgreed percentage of the relevant sector’s profit for the defined period, typically one year.
Main risk to preventWeak authority, misclassification of sector figures, or movement of the model into another unit to avoid attribution.
When to useWhere deployment, integration and measurable progression are part of the engagement itself.
Required claritySector definition, reporting basis, timing of participation, and payment if the work continues after the engagement is stopped.
Decision rule

How to classify an engagement

The key question is simple: will the design or model be actively progressed into implementation during the engagement period?

If yes, the engagement is progressive. If no, and the value lies mainly in foundational design or architecture, then it must be treated as a specific-goal/design integration engagement with protected creation payment.

  • Progressive: pilot, deploy, integrate, test, launch, operate, iterate.
  • Foundational: design the framework, architecture, model or system for later use.
  • Hybrid: part guaranteed creation payment, plus later profit-based or use-based trigger.
Ask firstIs there a budgeted implementation path, active team, pilot plan or rollout window?
If the answer is noThe value already exists in the foundational design work and must be paid for on that basis.
If the answer is yesThe one-year sector-based participation model becomes commercially workable.
Never leave vagueMethod can remain improvisational; classification and economics cannot.

Core commercial and operating terms

Sector boundary

The engagement attaches to one defined sector, unit, branch, stream, service line or project only. The model does not seek participation in the entire company or unrelated branches.

  • Hospital example: one unit, stream or operational model, not the whole hospital.
  • Multi-branch company example: only the branch or sector integrated with, not unrelated operations.
  • Spillover benefit to the wider business does not automatically enlarge the claim.

Profit basis

The company’s own admin and finance team may remain the source of record, but the agreement still needs a defined sector profit basis. “Profit” should never be left as an undefined word.

  • Define the relevant sector or cost centre clearly.
  • Specify the profit basis used for that sector.
  • State the start date, end date, report timing and payment timing.

Use, non-use and stopping the work

Use and non-use must be treated differently. If the work is rejected and not used, only the agreed embedded/foundational payment applies. If it is used, moved, adapted or deployed, the agreed trigger applies.

  • Non-use: no later-use payment unless the work is actually taken forward.
  • Use after stopping the engagement: the agreed clearance or one-year payment is triggered.
  • After clearance, there is no obligation to continue improving the model unless re-engaged.

Professional operating principles

  • Improvisational method: the method remains open and responsive to the issue itself.
  • Defined economics: the commercial basis must be fixed at the beginning.
  • Defined authority: embedded responsibility requires sufficient authority to act.
  • No unpaid foundation extraction: foundational work must carry protected value even before live profit appears.
  • No automatic IP transfer: unless expressly disclosed and negotiated.
  • No unrelated participation: only the defined sector or stream is commercially relevant.
  • Use triggers payment: stopping the engagement does not extinguish payment if the work is still used.
  • Finance remains reference point: but the sector definition and reporting basis must be written down.

How an engagement works

01

Define the sector

Identify the exact unit, stream, branch, function or project being worked on, and exclude unrelated areas.

02

Classify the mode

Decide whether the engagement is Specific Goal / Design Integration or Progressive Integration.

03

Set the economic basis

Agree the sector profit basis, embedded payment and/or foundational payment, plus use-trigger rules.

04

Integrate and operate

Work inside the issue using any necessary strategic, design, structural, innovation or creative means.

05

Close or continue

Either the engagement ends with non-use, or later use/profit participation/clearance is triggered under the agreed terms.

Sector examples

Hospital or clinic model

You integrate into one specific service model, operational stream or unit, such as an offline model or a defined care pathway, not the whole hospital or clinic group.

Commercial effect: participation attaches only to that defined stream or sector, not to the institution as a whole.

CCU / specialist unit redesign

You work on a specific operational or design problem in one specialist unit. If the unit’s model is used after separation, the agreed continuation or clearance rule applies.

Commercial effect: no claim over unrelated departments or service lines.

Multi-branch company

You integrate into one branch, vertical, stream or business unit. If the model later spreads elsewhere, that wider spread does not automatically enlarge the original claim unless agreed separately.

Commercial effect: generous and bounded participation tied to the sector actually worked on.

Founder basis

Peter Far

Pezhman Farhangi

London-based musician, composer, writer and producer; founder and sole creative force behind IUS under the registered trademark I/US Music®.

Creative and technical foundation

The public record describes independent composition, mastering and full ownership of released work, alongside browser-based music and audio hardware prototypes published through the I/US Music GitHub, including visualiser, sequencer, recorder/radio/player and desktop concept work.

Professional and humanitarian background

Documented experience includes Clinic and Helpline Coordinator at Doctors of the World UK, refugee advocacy, multidisciplinary team supervision, crisis support, and GDPR-compliant casework/data handling.

Education and long-form discipline

The biography notes current study toward a BSc in Psychology at The Open University, earlier scientific and health-related training, and a public pattern of structured writing, proposals and research-oriented work.

Page purpose. This page is a foundational project statement for BREAK THE WALL. It explains the model, its two operating forms, the sector-only attribution principle, and the difference between progressive and foundational work. It is not a substitute for engagement-specific terms, which must still define sector scope, authority, payment basis, timing, and use/continuation rules in writing.