Comparison · 16 material differences
Pavilion vs TIGER 21
This comparison was generated on request from the records. It carries no editorial verdict and is not indexed. The published comparisons are listed on the compare page.
Read down each column for one organization, across a row for the difference. A bronze mark at the left of a cell means the organizations differ on that row. A dash or “not published” means the organization does not disclose the fact — it is not a zero.
Verified September 2026
Peer advisory
Verified September 2026 Pavilion
In-seat go-to-market leaders in sales, marketing, customer success, partnerships and revenue operations who manage teams and carry a revenue number, plus a separate tier for B2B…
Peer advisory
TIGER 21
Ultra-high-net-worth entrepreneurs, investors and executives with at least US$20 million in investable assets, many of them post-exit.
What the records say
- Role or title — Pavilion: Must be an in-seat go-to-market operator who leads a team and is accountable for its performance, not an individual contributor; TIGER 21: No published role or title.
- Minimum company revenue — Pavilion: Pavilion Gold: companies with US$100M to US$3B in annual recurring revenue; TIGER 21: No published minimum company revenue.
- Minimum investable assets — Pavilion: No published minimum investable assets; TIGER 21: At least US$20,000,000 in verifiable investable assets or qualifying net worth.
- Industry restriction — Pavilion: Consultants, full-time fractional executives and service providers are excluded from Pavilion Gold; TIGER 21: No published industry restriction.
- Annual dues — Pavilion: $1,375 a year; TIGER 21: $34,000 a year.
Side by side
| Pavilion | TIGER 21 | |
|---|---|---|
| Profile | ||
| Type | Peer advisory | Peer advisory |
| Founded | 2016 (Pavilion does not publish a founding date. Its June 2021 rebrand press release refers to "five years of unparalleled growth", which places the start of Revenue Collective around 2016. A January 2019 post by founder Sam Jacobs describes it as beginning as "a pet project for a small group of us in New York City", with 20 members at the start of 2018 and over 200 by year end.) | 1999 (Founded by Michael W. Sonnenfeldt with a single group of six entrepreneurs in New York City who had recently sold their businesses. The name is widely reported to stand for The Investment Group for Enhanced Returns in the 21st Century, which TIGER 21 does not state on the pages reviewed. Headquarters city reported by secondary sources; TIGER 21 does not state it on its about page.) |
| Headquarters | New York, United States | New York, United States |
| Geographic footprint | More than 45 chapters across North America, Europe, the Middle East and Asia-Pacific, from Atlanta and Vancouver to Amsterdam, Tel Aviv area, Singapore and Sydney. | 162 groups across 54 cities worldwide, including North America, Europe, the Middle East, Asia and Oceania, plus virtual groups |
| Members | 10,000as of September 2026 | 1,900as of September 2026 |
| Chapters | 45 | 162 |
| Primary audience | In-seat go-to-market leaders in sales, marketing, customer success, partnerships and revenue operations who manage teams and carry a revenue number, plus a separate tier for B2B technology chief executives. | Ultra-high-net-worth entrepreneurs, investors and executives with at least US$20 million in investable assets, many of them post-exit. |
| Typical member | Pavilion publishes five characteristics of a fitting member: leading a team and being accountable for its performance rather than individual output; reporting to a chief executive or executive leader and materially influencing revenue strategy, hiring or spend; holding equity or being measured on long-term outcomes; working cross-functionally with peers of similar seniority; and influencing or owning a P&L, forecast or revenue number. Individual contributors, "lone operators", consultants, full-time fractional executives and service providers are excluded. | Members are wealth creators rather than salaried executives: current and former entrepreneurs, investment managers and senior executives, typically after a liquidity event, whose central problem has shifted from building a business to preserving and allocating capital. |
| Qualification | ||
| Role or title | Must be an in-seat go-to-market operator who leads a team and is accountable for its performance, not an individual contributorOne of five published fit characteristics; the site says Pavilion is not for "lone operators" and individual contributors.verified September 2026 · source ↗ | No published role or title |
| Minimum company revenue | Pavilion Gold: companies with US$100M to US$3B in annual recurring revenueGold is restricted to GTM-focused vice-presidents and C-level leaders who are not the founder or chief executive.verified September 2026 · source ↗ | No published minimum company revenue |
| Minimum investable assets | No published minimum investable assets | At least US$20,000,000 in verifiable investable assets or qualifying net worthExcludes personal-use assets. TIGER 21 states that meeting the minimum "does not guarantee admittance".verified September 2026 · source ↗ |
| Industry restriction | Consultants, full-time fractional executives and service providers are excluded from Pavilion GoldStated on the Gold page "to ensure alignment and relevance among peers". The homepage says more broadly that Pavilion is not a fit for people looking to pitch services.verified September 2026 · source ↗ | No published industry restriction |
| Invitation required | Sometimes | No |
| Sponsor required | No | Not documented |
| Application process | Applicants start with an eligibility check based on title level and go-to-market function. Those who qualify are routed to the matching tier and can complete membership setup; borderline applicants are pointed to a next step. Gold and Scale are invitation-only and handled separately: the Scale process is published as application (referral preferred, not required), a one-to-one intake reviewing experience and goals, human matching by function, company maturity and schedule, then the reveal of the peer group and moderator, with a first meeting within 30 days. | Candidates submit an inquiry and are assessed by a Membership Development Director against the 5Cs. Vetting includes extensive background checks and interviews, and TIGER 21 states the process typically takes about two months. Meeting the capital minimum is explicitly not sufficient on its own. |
| Selectivity | Not publicly disclosed as a rate. The only published scarcity signal is the Scale tier's cap of 100 seats, of which 51 were shown as remaining when checked on 6 September 2026. | TIGER 21 states that meeting the US$20 million minimum "does not guarantee admittance" and that other qualitative requirements apply at its discretion. No acceptance rate is published. |
| Cost | ||
| Annual dues | $1,375 a yearAssociate tier (managers and directors): "$1,375 USD", quoted as "$115 USD per month, billed annually". The pricing page notes that "Currency and rate differs depending upon location", with selectors for North America, United Kingdom, EMEA and APAC plus LATAM.verified September 2026 · source ↗ | $34,000 a yearNorth America. TIGER 21 states dues vary by location and that annual dues cover all costs of the eleven regularly scheduled monthly meetings.verified September 2026 · source ↗ |
| Initiation fee | Prices are quoted in US dollars for North America; the pricing page states that currency and rate differ by region. Pavilion notes that many members expense membership as professional development and that invoices are available for reimbursement. Pavilion University courses are included in membership at no additional cost. | $5,000 one-timeOne-time initiation fee stated in TIGER 21's membership FAQ.verified September 2026 · source ↗ |
| Membership term | Annual, billed annually. Gold memberships run one year, but the organization asks members to plan on a two-year commitment and bars anyone who cancels from rejoining Gold for at least two years. | Annual dues covering eleven scheduled monthly meetings; TIGER 21 does not publish a minimum term |
| Structure | ||
| Meeting frequency | 707 curated events a year across the organization; more than 200 annual chapter events; Small Councils meet bi-weekly in Gold and on a recurring monthly or twice-monthly cadence in Scale; up to 12 Gold Salon dinners a year | Monthly group meetings, eleven times a year, with the calendar set up to a year in advance |
| Peer forums | Small Councils of 6 to 8 peers in Gold and 8 to 10 in Scale, hand-matched by function and company stage, professionally moderated, cross-functional and competitor-free; the Associate and Executive tiers rely on the members' Slack rather than assigned groups | Groups start with five founding members and grow selectively to a maximum of fifteen; members meet as a peer group with a moderating Chair. |
| Confidentiality | Small Councils are described as confidential and off the record; Gold adds off-the-record briefings. Pavilion publishes a code of conduct. | Confidentiality is one of the four Conditions members must accept, alongside non-solicitation, participation and transparency. |
| Time commitment | Scale is published as two hours a month in the Small Council; Gold states that membership "requires active participation" without quantifying it. | Eleven monthly meetings a year plus an annual Portfolio Defense presentation |
| Organized as | Chapter-based, Forum-based, Virtual, Event-focused | Forum-based, Event-focused, Virtual |
| Confidential peer forums | Yes | Yes |
| Local chapters | Yes | Yes |
| Virtual membership | Yes | Partial |
| Online community | Yes | Yes |
| Member directory | Yes | Yes |
| Events | Yes | Yes |
| Programming | ||
| Educational programming | Yes | Yes |
| Leadership development | Yes | Partial |
| Retreats | Yes | Yes |
| Travel | No | Partial |
| Family programming | No | Partial |
| Spouse and partner programming | No | Partial |
| Next-generation programming | No | Partial |
| Investment discussions | Partial | Yes |
| Investment opportunities | No | No |
| Philanthropic component | Partial | Partial |
| Networking emphasis | High | Medium |
| Social emphasis | Medium | Medium |
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Sources
Drawn from the sources listed on each page: Pavilion · TIGER 21