Comparison · 13 material differences
Pavilion vs The Alternative Board
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
The Alternative Board
Owners and leaders of privately held, growth-focused small and mid-sized companies.
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; The Alternative Board: Business owner or leader of a privately held, growth-focused company.
- Minimum company revenue: Pavilion: Pavilion Gold: companies with US$100M to US$3B in annual recurring revenue; The Alternative Board: No published minimum company revenue.
- Industry restriction: Pavilion: Consultants, full-time fractional executives and service providers are excluded from Pavilion Gold; The Alternative Board: No published industry restriction.
- Annual dues: Pavilion: $1,375 a year; The Alternative Board: Pricing is set by each independently owned franchise and is not published centrally..
Side by side
| Pavilion | The Alternative Board | |
|---|---|---|
| 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.) | 1990 (Founded by Allen Fishman, reportedly in St. Louis, Missouri, after his own experience of the value a board of directors provided when his company went public. TAB began franchising in 1996.) |
| Headquarters | New York, United States | Westminster, 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. | Boards in 25 or more countries across the Americas, Europe, Africa, Asia and Australasia, delivered through independently owned franchises |
| Members | 10,000as of September 2026 | Not disclosed as a current headcount. TAB's own FAQ states it has "supported more than 25,000 businesses worldwide", with "members representing over 1,100 industries" who "collectively generate $29.3 billion in gross revenue". Secondary sources report more than 4,600 current members globally; TAB does not publish that figure. |
| Chapters | 45 | 500 |
| 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. | Owners and leaders of privately held, growth-focused small and mid-sized companies. |
| 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 owners and senior leaders of privately held companies, recruited locally by the franchise owner who facilitates their board; competing businesses are excluded from the same board. TAB states members represent over 1,100 industries and collectively generate US$29.3 billion in gross revenue, and reports an average member tenure of 4.7 years. |
| 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 ↗ | Business owner or leader of a privately held, growth-focused companyTAB publishes no revenue, employee or net-worth threshold.verified September 2026 · source ↗ |
| 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 |
| 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 | No |
| 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. | Prospective members contact a local TAB board through the site's board finder. The local facilitator coach screens and hand-selects members, excluding competitors of existing members, and places them on a board. There is no central admissions process. |
| 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. | Not publicly disclosed. Secondary reporting describes TAB as effectively invitation-based, with most members joining through referrals from existing members; TAB does not state this on its own pages. |
| 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 ↗ | Pricing is set by each independently owned franchise and is not published centrally. |
| Monthly dues | 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. | Not publicly disclosed. TAB states that membership dues are billed monthly with no binding contract and 30 days' written notice to leave, but terms and amounts are set locally by each franchise owner and no schedule is published.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. | Monthly billing, no binding contract; 30 days' written notice required to leave |
| 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 board meetings of about four hours (described elsewhere on TAB's site as half-day sessions), plus a monthly one-to-one coaching call |
| 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 | Boards of non-competing business owners, given as up to eight members on TAB's peer-advisory page and 8-10 on its membership page, each led by a TAB Certified Facilitator Coach. |
| Confidentiality | Small Councils are described as confidential and off the record; Gold adds off-the-record briefings. Pavilion publishes a code of conduct. | Boards exclude direct competitors and operate as private advisory groups; TAB does not publish its confidentiality terms. |
| Time commitment | Scale is published as two hours a month in the Small Council; Gold states that membership "requires active participation" without quantifying it. | About four hours a month for the board meeting plus a monthly coaching call, with a commitment to at least 12 meetings a year |
| Organized as | Chapter-based, Forum-based, Virtual, Event-focused | Forum-based, Event-focused |
| Confidential peer forums | Yes | Yes |
| Local chapters | Yes | Yes |
| Virtual membership | Yes | Partial |
| Online community | Yes | Yes |
| Member directory | Yes | Yes |
| Events | Yes | Partial |
| Programming | ||
| Educational programming | Yes | Yes |
| Leadership development | Yes | Yes |
| Retreats | Yes | Not documented |
| Travel | No | No |
| Family programming | No | No |
| Spouse and partner programming | No | No |
| Next-generation programming | No | No |
| Investment discussions | Partial | No |
| Investment opportunities | No | No |
| Philanthropic component | Partial | No |
| Networking emphasis | High | Medium |
| Social emphasis | Medium | Low |
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Last verified: not yet reviewed
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Sources
Drawn from the sources listed on each page: Pavilion · The Alternative Board