For executives / Relationship Conversion Engine

Make more of the relationships you already have.

Your next objective may depend on people who already know your work. We help identify the relevant relationships, prepare the right conversations and support the commitments that follow.

Arrange an executive briefing Explore the five steps
Start with shared context
The directionYour agreed priority
  1. Former clientDelivery experienceCommercial perspective
  2. Board colleagueShared judgementGovernance perspective
  3. Professional sponsorKnown contributionA relevant introduction
Illustrative relationship map. Confirm current relevance before deciding how to approach each person.

Starting with shared history

A former client understands how you work. A board colleague knows your judgement. A previous counterpart remembers what you achieved together. Each relationship offers a different starting point for a conversation about what comes next.

Conversion begins with recognisable shared context or a genuine prior exchange. We establish what the relationship can support today, then prepare an approach that respects its history and the other person's priorities.

Some relationships need reopening. Others are ready for a direct conversation about a specific opportunity. The method accommodates both.

Agree the brief once

Before either engine begins, agree a short outcome brief: the intended result, contribution you can offer, relevant people, time horizon, current evidence, exclusions, executive sponsor and decision rights. Confirm the relationship owner, approved channels, materials and permissions. Keep corporate and personal mandates within their agreed access and reporting boundaries.

This preparation supports both Conversion and Building. Building can run alongside it where a relevant relationship is missing.

Explore Building
The method

Five steps, guided by evidence

Start at the first unmet step and record why earlier requirements are satisfied. Readiness depends on the relationship and the opportunity. A live conversation may move quickly; an unanswered approach may need to pause.

Open a step for its output, responsibilities, progress evidence and shortcuts.

  1. C1Prioritise existing relationshipsConfirm who matters to the objective, how you know them and what has changed since you last spoke. Establish the appropriate permission to act.
    What you receive
    A prioritised relationship list with shared history, current context, an owner and a reason for inclusion.
    Executive
    Confirm priorities and supply relationship context only you hold.
    StepUp
    Assemble authorised information, identify gaps and prepare the shortlist for your review.
    Progress evidence
    Verified context and your agreed priorities. Record this as preparation; it does not establish external progress.
    When you can move ahead
    A current, agreed relationship record can satisfy this step immediately. An accepted online connection alone is insufficient.
  2. C2Open the right conversationOpen a conversation about the chosen outcome, with a reason relevant to both parties. Choose an appropriate established channel, such as a private email or call.
    What you receive
    An approved approach and a brief for the conversation it invites.
    Executive
    Supply personal context and join the outcome conversation where your involvement is needed.
    StepUp
    Research current context, prepare the message and coordinate authorised contact and scheduling.
    Progress evidence
    A meaningful reply or agreed discussion about the chosen outcome. Record unanswered approaches as activity.
    When you can move ahead
    An existing discussion about this outcome may satisfy C2. A close colleague can receive a direct request without preceding public engagement.
  3. C3Establish mutual fitTest a particular opportunity against need, contribution, timing, constraints and the decision route. Determine whether both parties want to take a specific next step.
    What you receive
    An opportunity note with the proposed contribution, unresolved questions and an agreed action, deferral or closure.
    Executive
    Exercise personal judgement where needed; authorised mandate owners assess fit within their decision rights.
    StepUp
    Prepare questions and supporting evidence, capture agreed facts and identify missing information.
    Progress evidence
    The other party confirms relevant interest and willingness to consider a concrete action. Record constraints as carefully as enthusiasm.
    When you can move ahead
    A recent substantive discussion may already establish fit. Document it and continue; familiarity on its own does not satisfy the step.
  4. C4Progress the opportunitySupport the mutually agreed next commitment. Make its purpose, responsible person and completion evidence clear. Continue through the relevant commercial, nomination, hiring or other formal process.
    What you receive
    A current opportunity record with actions, owners, dates and decisions.
    Executive
    Join discussions and take decisions requiring your involvement.
    Executive office or nominated owner
    Coordinate authorised owners and specialists, who retain negotiations and formal process decisions.
    StepUp
    Prepare briefs and materials, coordinate agreed follow-through and track dependencies with the relevant authorised specialists.
    Progress evidence
    Completed actions, accepted commitments and recorded decisions. Distinguish introductions, meetings, active processes and completed outcomes.
    When you can move ahead
    Enter an existing process at its current stage once mutual fit is evidenced. Repeating an introductory meeting adds no value.
  5. C5Sustain the relationshipHonour commitments and maintain appropriate continuity, including when no current opportunity exists. Let shared interests, changes in context and agreed follow-up guide future contact.
    What you receive
    An updated relationship record, closed commitments and a proportionate continuity plan.
    Executive
    Decide how the relationship should continue and contribute where your involvement matters.
    StepUp
    Keep the record current, prepare relevant follow-up and surface worthwhile reasons to reconnect.
    Progress evidence
    Commitments honoured, reciprocal exchanges and useful future conversations. Record an agreed pause when appropriate.
    When you can move ahead
    A relationship without a current opportunity can move directly here. Keep an existing effective cadence; no universal contact quota applies.
The method in practice

A relationship becomes a relevant opportunity

Fictional illustration. This example demonstrates the method; it is not a client result.

An enterprise services CEO wants to explore a new strategic account. A former client is now its COO.

One relationship, considered in context
  1. C1

    The CEO confirms their shared delivery history and that a direct approach is appropriate. The team checks the contact's current remit.

  2. C2

    The CEO sends an approved private note about a relevant operational change. The contact accepts a conversation.

  3. C3

    They establish that the company is reviewing service resilience. The COO identifies its programme owner and agrees an exploratory discussion would be useful.

  4. C4

    The COO makes the agreed introduction. For the new programme owner, B1 confirms relevance, B2 establishes the COO's route and B3 opens contact. In the fictional working session, a reciprocal exchange and agreement to continue satisfy B4. Confirmed opportunity fit and an agreed evidence request then support C3 and entry to C4 for that relationship. The COO remains in Conversion.

  5. C5

    The CEO supplies the promised sector note. Future contact follows the agreed programme timetable.

Evidence at this point: A reopened conversation, confirmed relevance and a completed working session with agreed actions. A commercial outcome remains subject to the buyer's process.

The operating partnership

Support around your judgement

What you receive

  • A focused relationship map tied to the agreed brief.
  • Context and suggested questions before priority conversations.
  • Draft approaches and supporting material ready for approval.
  • Coordinated follow-through and a record of decisions, commitments and progress.

Who does what

01 / Direction

You

Set the priorities. Bring your judgement to the conversations and decisions that need your involvement.

02 / Coordination

Your office

Your chief of staff or nominated owner validates context, coordinates existing teams and exercises delegated approvals.

03 / Preparation

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. If the same chair matters to a board appointment and a partnership, an authorised coordinator prevents competing approaches. Private context stays within the permissions of its mandate.

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
  1. C2 Open the outcome conversation

    A conversation about the chosen outcome has yet to begin.

  2. C3 Test the specific opportunity

    A specific opportunity needs testing against contribution, timing and constraints.

  3. C4 Progress the agreed action

    Mutual fit and the next action are already confirmed.

  4. C5 Keep appropriate continuity

    Both parties welcome continuity without a current opportunity.

Continue at the first unmet step. A substantive first meeting can establish both the relationship and specific opportunity fit.

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.

Progress you can inspect

See what moved

Review three types of evidence separately.

  1. Work completed

    Relationships reviewed, briefs prepared and approved approaches made.

  2. Reciprocal progress

    Conversations reopened, mutual fit established and agreed actions completed.

  3. External results

    The outcome defined in the brief, with supporting evidence and the contribution of other participants recorded.

Review the outstanding decision and next owner alongside the numbers. An agreed deferral or clear lack of fit is useful information.

Apply the same method to your outcome

The people, conversation and formal process change. The five 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.