In short
A useful introduction checks three things before names are exchanged: that the need or capability is real, that the timing makes a conversation worthwhile, and that both parties agree to be introduced. It is then documented — who, when, why and on what terms — so the first meeting starts with context and any remuneration can be attributed fairly.
Why an introduction is different from a cold contact
A cold contact asks a stranger for time. An introduction arrives with a reason: someone has checked that the other party has a matching need and is open to talking. That reason is what makes introductions valuable, and it disappears if the checks are skipped.
Start with a two-sided brief
Most introduction briefs describe only what the client wants. A good one also explains why the other side should want the meeting. If you cannot write that sentence, the introduction will probably feel like a sales call disguised as a favour. Add exclusions: competitors, existing customers, organisations you have already approached.
The checks
Before proposing an introduction, the introducer should confirm:
- Identity and activity of the organisation from public sources
- The stated need, project or capability, in the counterpart's own words
- Timing: is a decision or project expected within a useful period?
- The right person to meet
- Consent from both parties to share names and contact details
The introduction note
A short note sent to both parties sets the meeting up: who each party is, why the introduction was made, what has been confirmed and what remains open. It prevents the first meeting from being spent re-explaining the basics, and it records what was promised.
Attribution and remuneration
If the introducer is paid on success, the order must define what counts as success, the base for any commission, and how long an introduction remains attributable. Keep a dated log of introductions with the consent record. This protects both the client and the introducer when deals close months later.
Know the limits
An introducer opens a conversation; it does not guarantee a contract and should not negotiate unless separately mandated. Some sectors require licensed intermediaries, such as real estate, credit, insurance or investment.
Worked example
Example: a provider and a hospital group (hypothetical)
A facilities company asks for introductions to private hospital groups planning a services review. The introducer finds six groups, sounds out the operations director at each and confirms that two have a review planned within the year. Both agree to a meeting. A note explains the company's experience, the groups' stated priorities and the open question of contract timing. The log records both introductions for the agreed success fee.
Introduction quality checklist
- Two-sided reason for meeting written down
- Need and timing confirmed with the counterpart
- Right person identified
- Consent from both parties recorded
- Introduction note shared before the meeting
- Attribution logged with date and terms
An introduction is worth what its checks are worth. Confirm need, timing and consent, document it, and let both parties start from the same page.
Examples in this guide are hypothetical and illustrate the method; they are not client cases.