What Founders Get Wrong When Asking for Business Introductions
Many founders are clear about who they want to meet, but less clear about what they're actually trying to achieve. After years of speaking with founders and making introductions, I've found that the introduction someone asks for isn't always the introduction they need.
Every week I speak with founders who have applied to join crew.
By the time we get on a call, they've usually spent time thinking about who they'd like to meet. Then we talk in more detail about their business.
Something interesting happens surprisingly often.
The introduction they had in mind at the beginning of the conversation isn't the one they're looking for by the end of it.
That isn't because they were wrong. It's because conversations have a way of uncovering what someone is actually trying to solve.
I've started paying much more attention to that shift.
Why isn't the first request always the real request?
One founder tells me they're looking for introductions to potential customers.
As we keep talking, it becomes clear they aren't struggling to find people to sell to. They're struggling to understand why sales conversations keep stalling halfway through.
Those are two very different problems.
Another founder says they'd like investor introductions.
By the end of our conversation, it turns out they're not looking for investors yet. What they really need is a conversation with founders who have recently been through the fundraising process so they know what to expect.
The introduction changes.
Not because the founder changed their mind. Because together we've uncovered what they're actually trying to solve.
I've seen enough of these conversations now that I rarely assume someone's first request is their real request.
Why is "I need more leads" often too narrow?
One request comes up more than almost any other.
"I'd like introductions to potential customers."
On the surface, that makes perfect sense. If you sell a product or service, surely meeting more potential customers is a good thing.
Sometimes it is. But I've found that request can be limiting.
It assumes the purpose of every introduction is to create an immediate sale.
Some of the most valuable introductions I've seen have had completely different outcomes.
A founder gained honest feedback that changed their product. Someone realised they were solving the wrong problem. A conversation uncovered a partnership that hadn't been considered before.
None of those introductions started with a sales pitch.
They started with curiosity.
Why do better conversations lead to better introductions?
The longer I do this, the less interested I become in making introductions quickly.
I'm much more interested in understanding what sits behind the request.
Sometimes a founder asks for one thing because it feels like the obvious answer. After talking for a while, a different picture emerges.
The conversation becomes less about who they want to meet and more about what they're trying to achieve.
I've found that's usually where the better introductions begin.
Why don't I rush introductions?
That's one of the reasons I'm careful about making introductions too quickly.
If I introduce someone before I've properly understood what they're trying to achieve, there's a good chance I'll solve the request they asked for instead of the problem they're actually facing.
Those aren't always the same thing.
I've learned it's worth spending more time understanding the founder first. The introductions tend to become much more valuable afterwards.
Sometimes that means making an introduction immediately. Sometimes it means waiting. Sometimes it means deciding a different conversation would be more valuable altogether.
How has this changed the way I think about introductions?
One thing I've become more convinced of over the years is that good introductions don't begin with knowing the right people.
They begin with understanding the problem clearly.
Sometimes the conversation confirms exactly what a founder originally asked for. Sometimes it completely changes the direction.
I don't see that as changing someone's mind. I see it as getting closer to what they're actually trying to achieve.
That's one of my favourite parts of building crew.
Not making introductions. Understanding the conversation that needs to happen before the introduction is ever made.
Looking for more intentional introductions?
crew is built around thoughtful introductions, not simply introducing founders to as many people as possible. We spend time getting to know our members, understanding where they are in their business and making introductions with purpose — not just activity.
Apply to join crew →Frequently asked questions
What makes a good business introduction?
A good business introduction starts with a clear reason for two people to meet. The introduction itself matters less than the context behind it.
Should I ask for introductions to potential customers?
Sometimes. But it's also worth thinking about the problem you're trying to solve. In many cases, conversations with experienced founders, operators or people who understand your market can be just as valuable.
Why don't all introductions lead to business?
Not every introduction is meant to result in a sale. Some lead to partnerships, better decisions, product improvements or relationships that become valuable over time.
How should I prepare before asking for an introduction?
Start by thinking about what you're trying to achieve rather than only who you want to meet. That usually leads to more meaningful conversations.
Does crew guarantee introductions?
No. Every introduction is made intentionally, based on what we believe will create the most value for both people involved.
The short version, one more time: the introduction a founder asks for isn't always the introduction they need. Start with what you're trying to achieve, not who you want to meet — the right introduction usually follows from there.
More from the matchmaker: read what makes a business introduction actually work, why curated introductions beat networking events, or browse all Matchmaker Notes.
Carmen has spent more than 10 years building communities and connecting founders through meaningful relationships. Today, she focuses on improving business outcomes through intentional introductions rather than traditional networking. As the founder of crew, she is building a carefully curated network of founders and business leaders across the UAE and beyond through warm introductions and thoughtfully designed member meetups.