As I implied in the article, I've not wanted to scale out consulting far beyond myself; it's a means to an end. But if I did, I think the way I would do it is to try to build a partnership with other consultants like myself in my specific area.
Professional associations such as law firms have all kinds of partnership mechanisms, but a common one is something like: there are four partners, every one of them has a monthly quota of hours to deliver to the firm. For every one of those hours, (let's say) 50% goes to the company and 50% goes to the partner. For every hour beyond the quota, the partner gets to keep, say, 80% and the firm gets 20%. Then the firm's annual profit is distributed among the partners at the end of the year, month, whatever. And although partners are presumed to be able to generate their own business, common resources such as marketing, administration, etc. are pooled and paid from the firm's common funds.
The key issue with a partnership is that it really has to create (ugh, I cringe at a non-ironic use of the term) synergies. Every partner's earnings have to be greater enough in the partnership than they would be on their own to warrant the bother. Otherwise, you end up with the all-too-common best-case scenario of two partners who together double the revenue, but each take half the profits, which makes it a bit of a wash, notwithstanding some small gains in economies of scale through expense sharing.