Your first clients may already know you
Welcome to the Dojo!
One of the biggest advantages experienced professionals have when starting a consulting or service business is something they often overlook: years of relationships.
You may already know people who understand your skills, have seen your work, and trust your judgment.
That matters.
I used to think growth meant constantly meeting new people. Then I realized one of my biggest missed opportunities was sitting right inside my own network.
After a few conversations, I found that people I already knew were willing to help. A couple of them were especially enthusiastic and went out of their way to make introductions and even help close deals.
Sometimes your next client is just one introduction away.
On the Mat
- Let’s Train: Before you chase strangers, start here
- Ask Feras: “I feel awkward reaching out to former colleagues. What should I say?”
- Sharpen the Blade: [Video] The Ultimate Guide to Sales for Consultants Without Feeling Salesy
Let's Train
A founder I recently spoke with was wrestling with this. He had a strong professional background and plenty of industry contacts, yet reaching out to former colleagues felt uncomfortable.
I understand why.
When you've spent years building a corporate career, telling someone you're starting a business can feel very different from reaching out on behalf of an established company.
You may wonder what they'll think.
Will they see you differently? Will it look like you're struggling? Will you sound like you're asking for work?
Those thoughts can keep very capable people from using one of their strongest assets.
Start with people who already know your work
For many new consultants, former colleagues, managers, clients, vendors, and industry contacts are a logical place to begin.
They already have context.
They may know how you solve problems, communicate, handle pressure, or deliver.
That existing trust can shorten the distance between an introduction and a serious business conversation.
And even when they aren't a potential client, they may know someone who is.
Position the conversation with confidence
How you frame your outreach matters.
If your message sounds apologetic or desperate, people will feel it.
Instead, explain what you're building and the problem you're exploring.
You might say that you're developing an advisory service around a specific problem you've worked on for years and would value their perspective on what they're seeing in the market.
That opens a useful conversation without forcing a sales pitch.
Your goal early on is to learn, reconnect, and identify where genuine opportunities may exist.
Build a list before you start sending messages
Go through your professional history.
Who have you worked with?
Who respected your work?
Who moved into leadership roles?
Who now works at a company that could face the problem you solve?
Put those names in one place and start organizing them.
Some may be potential clients. Others may become referral sources, advisors, partners, or simply people who help you understand the market better.
The founder I spoke with was doing exactly this: identifying people to approach, grouping contacts, and becoming more deliberate about outreach instead of relying on random networking.
Follow up
One message is rarely enough.
People are busy. Your message may arrive during a meeting, get buried in their inbox, or simply land at a bad time.
A polite follow-up is reasonable.
And when possible, give people a reason to hear from you.
Share an insight, article, useful report, or something relevant to a conversation you've already had.
Over time, these small interactions help you stay connected without every message becoming, "Do you have 20 minutes?"
Ask Feras Recap
The Challenge
“I feel awkward reaching out to former colleagues. What should I say?”
What I Told Them
Keep it simple and professional.
Tell them what you're exploring, explain the type of problem you're interested in solving, and ask for their perspective. You can also ask whether anyone in their network has relevant domain expertise and whether they'd be willing to make an introduction.
You shouldn't turn the first conversation into a sales call. Focus on learning, reconnecting, and expanding the conversation.
Sharpen the Blade
This week's video builds on the conversations I highlighted in today's newsletter and shows you how to turn those early discussions into productive sales conversations without feeling pushy or overly salesy.
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