NETWORK MANAGEMENT

See the relationships.
Understand the context.

Research and map the professional relationships around a person, organisation or market — and keep the underlying information structured and current.

A structured view of a professional network

People make decisions within a network of relationships. Business partners, advisers, organisations and shared activities help explain the context around an opportunity.

We research relevant connections and record what each relationship represents. The aim is to make the network understandable and useful for a defined business question.

Evidence behind each connection

A useful network goes beyond a visual link between two names. We record the relationship type, supporting sources, relevant dates and the confidence of the finding. Confirmed links and hypotheses must remain distinguishable.

As the work develops, the map can show overlapping roles, clusters of activity and potential routes for a relevant business introduction.

Scope and access

A project can focus on one person, an organisation, an industry or a wider business network. Research scope, outputs, maintenance and client access are defined in the proposal.

Discuss the network you need to understand and the decision the research should support.

01 / WEALTH INTELLIGENCE

Understand the people
behind the wealth.

For nearly two decades, we have studied how wealthy individuals encounter opportunities, assess proposals and decide whether to engage. Our work combines structured data with direct communication, field observation and the context of real business relationships.

Responses reveal more than an address or a transaction. Their timing, content and context help us understand attention, priorities, decision pathways and the way an offer is received. We use this insight to refine audience selection, positioning and communication.

Our researchers also work in the field: at international exhibitions, fairs, auctions and other settings where valuable assets change hands. These interactions add context to the data and help us understand the people involved.

A person selling a business jet may also be a buyer of another asset. A client can also belong to the audience for a different client’s offer. We account for these overlapping roles when developing a communication strategy.

We can act as your external intelligence team: identifying relevant prospects, helping assess new markets and developing an informed approach to communication.

UHNWI DATA