Give them enough context to judge fit. Let them decide whether they are comfortable introducing you.
Define who you can help
Describe the work rather than a prestigious job title. “An operations leader who wants a clearer process for assigning service enquiries” is more useful than “any CEO at a growing company”.
Include the boundaries. If your work is a short process diagnostic, do not let the referrer introduce you as a full outsourced operations department.
Prepare a short referral brief
This is a fictional example.
| Part | Referral brief |
|---|---|
| Relevant person | Someone responsible for a service team’s enquiry handling |
| Useful situation | Ownership is unclear between initial enquiry and first response |
| What I offer | A scoped review of the assignment process |
| What I need first | A short exchange to establish whether there is a real task |
| What I am not promising | A guaranteed response-time or revenue improvement |
Ask: “Does anyone come to mind who is dealing with that specific task?” If the answer is no, accept it. Do not request the person’s full contact book.
Give them something they can forward
A natural introduction might be:
I thought of you because you mentioned reviewing the service-enquiry process. Alex helps small teams clarify who owns incoming work and what happens next. If that is still relevant, would you like me to introduce you?
The referrer should adjust the wording to what they actually know. They do not need to endorse results they have not seen.
If the potential buyer agrees, the next introduction can be simple: “You both said you were open to an introduction, so I’ll leave you to take it from here.”
Avoid the awkward handoff
Do not approach someone as though an introduction has already happened. “We both know Sam” is not the same as “Sam recommended that you speak to me”.
Respect an existing conversation. If a colleague already owns the account, coordinate before starting another channel. Record the introduction and the person who will reply, so the buyer receives one coherent approach.
A referral is context, not a qualified opportunity. The recipient may be willing to talk without having a current project.
Move toward a real assignment
Once introduced, refer to the task and offer one useful next step: “Would it help to compare the current assignment process with the outcome you want from the review?”
If they want a defined piece of work, scope it. If there is no current need, leave the relationship in a sensible place.
For the earlier step of describing your service clearly, use the client-segment worksheet. Clear positioning helps a referrer recognise a relevant situation without overselling you.