You
Set the priorities. Bring your judgement to the conversations and decisions that need your involvement.
For executives / Relationship Building Engine
Build the relationships your next outcome requires.
A new mandate or ambition may require people beyond your current network. We help identify those relationships, prepare a credible route and support a useful first exchange.
The directionYour agreed priority
Through shared contextTrusted introductionAn existing sponsor connects you.
Through mutual relevanceDirect approachA useful reason to exchange perspectives.
The relationship thresholdA reciprocal exchangeAnd an appropriate route to continue.
Identifying the relationships you need
The right new relationship has a reason to exist: a decision to understand, a contribution to offer or an opportunity to explore together.
Building starts with that relevance: a chair whose board needs your experience, a partner entering a market you understand or a leader shaping a new business.
The route depends on the person: a trusted introduction, direct email, industry conversation, private gathering or useful research. Public work can support credibility where it helps explain your contribution.
Agree the brief once
Before either engine begins, agree a short outcome brief: the intended result, contribution offered, relevant people, time horizon, current evidence, exclusions, executive sponsor and decision rights. Confirm the relationship owner, approved channels, materials and permissions. Corporate and personal mandates have distinct access and reporting boundaries.
This preparation also supports Conversion. Both engines can run in parallel while Building addresses specific gaps.
Explore ConversionThe method
Four steps to a two-way relationship
Begin at the first unmet step and record what is already established. A trusted introduction may satisfy two steps immediately. Pause when relevance or interest is absent.
Open a step for its output, responsibilities, progress evidence and shortcuts.
B1Map missing relationshipsIdentify people whose judgement, participation or sponsorship matters and with whom no working relationship exists. Check their actual role in the desired outcome and why contact could be relevant to them.
- What you receive
- A prioritised map of missing relationships, with a reason for each inclusion and the evidence behind it.
- Executive
- Confirm priorities and contribute personal context; the nominated owner validates the relationship record.
- StepUp
- Research the relevant organisations and decision participants, verify current roles and identify potential introducers.
- Progress evidence
- Supportable relevance, a verified relationship gap and an approved priority. Keep this preparation distinct from contact or relationship progress.
- When you can move ahead
- An existing, current stakeholder map can satisfy this step. An accepted online connection alone does not establish a working relationship.
B2Prepare a credible routeFind a legitimate introduction, relevant contribution or direct approach grounded in mutual relevance. Establish why you are approaching this person and what makes the proposed exchange worth considering.
- What you receive
- A contact brief with the reason, route, proposed channel and concise supporting material.
- Executive
- Validate personal claims and requests requiring your judgement; the nominated owner manages delegated approvals.
- StepUp
- Assess practical routes, prepare the introduction request or direct approach and assemble relevant evidence of your experience.
- Progress evidence
- A viable route and a supportable reason for contact. For an introduction, record the sponsor's agreement to make it.
- When you can move ahead
- A trusted sponsor may already have a relevant introduction in mind. Use suitable existing credentials or material; rebuilding a public profile is optional.
B3Open contactMake the agreed introduction or approach through an appropriate channel. Give the recipient enough context to decide whether the proposed exchange is useful, and make the requested next action clear.
- What you receive
- The approved approach delivered, with the response and agreed next action recorded.
- Executive
- Make the personal approach or participate as agreed. Retain substantive statements and sensitive requests under the mandate's approval rules.
- StepUp
- Prepare final materials, coordinate authorised delivery or introductions, and support scheduling and proportionate follow-up.
- Progress evidence
- Separate delivery, acknowledgement, a meaningful response and an agreed meeting. A sent approach establishes activity; stronger evidence comes from the recipient.
- When you can move ahead
- An introduction can open a substantive exchange immediately. A relevant direct approach does not require preceding weeks of social engagement.
B4Establish a two-way relationshipDevelop a reciprocal exchange and an appropriate route to continue. A working relationship can form before either person discusses the chosen outcome.
- What you receive
- A live relationship record containing shared context, expressed interests, communication preferences, boundaries and any agreed continuation.
- Executive
- Bring authentic judgement and experience to the exchange. Decide whether and how you wish to continue the relationship.
- StepUp
- Brief you beforehand, capture agreed facts and commitments afterwards, and prepare authorised follow-through.
- Progress evidence
- Substantive participation from both sides and an appropriate route to continue. Likes, recognition and accepted invitations do not establish this threshold or prove trust.
- When you can move ahead
- A substantive first meeting may satisfy B4 immediately. If a particular opportunity is also explored and mutual fit established, that same exchange can satisfy C3.
Two engines. One coordinated programme.
From a new relationship to the right next step.
B4 establishes a reciprocal working relationship. C2 opens a conversation about the chosen outcome. C3 tests whether a specific opportunity is worth pursuing together.
B4A two-way relationshipReciprocal exchange and a route to continue
- C2 Open the outcome conversation
A conversation about the chosen outcome has yet to begin.
- C3 Test the specific opportunity
A specific opportunity needs testing against contribution, timing and constraints.
- C4 Progress the agreed action
Mutual fit and the next action are already confirmed.
- C5 Keep appropriate continuity
Both parties welcome continuity without a current opportunity.
One relationship owner continues, with no repeated onboarding or requirement to buy a second product. An existing sponsor and a newly introduced participant can be at different steps within the same opportunity.
The method in practice
An introduction with a clear purpose
Fictional illustration. This example demonstrates the method; it is not a client result.
A global technology executive is exploring an independent board role in an adjacent sector. She has experience overseeing large operational transformations, but no working relationship with a relevant chair.
One relationship, considered in context- B1
The team identifies a board where transformation experience may be relevant. The executive confirms the interest and the relationship gap; the board's requirements still need verification.
- B2
An investor she knows agrees to introduce her to the chair. Together they prepare a short, accurate account of her governance experience and the reason for a conversation.
- B3
The investor makes the introduction. The chair responds and agrees to exchange perspectives on the company's current challenges.
- B4
They discuss those challenges and agree to continue. The executive now has a reciprocal relationship and an appropriate route for further contact.
Handoff: The chair raises a potential future board requirement. At C3, they can test the executive's experience against the actual mandate, timing and constraints. Any subsequent nomination process belongs at C4.
The investor remains an existing relationship managed through Conversion. The newly introduced chair begins in Building. One coordinated owner keeps both histories clear.
The operating partnership
Prepare well; use your time where it matters
What you receive
- A focused map of missing relationships and why they matter.
- A proposed route and reason for each priority approach.
- Accurate credentials, introduction notes and conversation briefs.
- Coordinated follow-through and a clear record of what was actually established.
Who does what
Your office
Your chief of staff or nominated owner validates context, coordinates existing teams and exercises delegated approvals.
StepUp.One
Research, drafting, conversation preparation, coordination and agreed reporting around the relationships in scope.
StepUp adds ongoing research and preparation capacity around your priorities. Your executive office and existing teams retain their mandates; authorised owners and specialists lead negotiations and formal processes.
Each person has one coordinated contact plan across authorised work. A potential investor may also be a useful board sponsor; those interests need a coherent conversation and appropriate boundaries.
Neither a publishing quota nor an elapsed-time threshold establishes readiness. The approach follows the recipient's context, the strength of the route and the evidence from each exchange.
Progress you can inspect
Measure the relationship as it develops
Review three types of evidence separately.
Work completed
Relevant people verified, routes prepared and approved approaches made.
Reciprocal progress
Meaningful responses, substantive exchanges and appropriate continuation agreed.
External results
Subsequent opportunity progress and the eventual outcome defined in the brief, with supporting evidence.
Show the next decision, responsible person and unresolved question. If a route is unsuitable or interest absent, record the reason and adjust or stop.
Apply the same method to your outcome
The people, route and useful first exchange change. The four steps remain the same.
Start with the outcome that matters most.
Bring one priority. Discuss the intended outcome, existing relationships, missing connections and a sensible first action.
Arrange an executive briefingFor you or your chief of staff.