| Unsolicited referrals
If you are aware
of any corporate executives who you think could benefit from our services,
please:
- Encourage them to contact us directly by phone or e-mail
- Tell us if you think we should contact them first, or when to
call them
- and whether we can identify you as the source of the referral
- or whether you prefer that we approach them "cold"
- Introduce them to this website, so that they can become familiar
with the scope of what we do, and how they might benefit
- in particular, please highlight the "Participants" section
- and the section for executives on "How
to Participate"
- as well as the "Shortcuts" and "Maps" sections
This is not limited to executives within your own company. |
Informal networking opportunities
Please let us know if you think it would be valuable for us to organize
small, informal networking events (dinners, lunches, roundtables, seminars, etc.) in your area or industry to
introduce executives with similar investment responsibilities to each other.
If so, we welcome any suggestions for such events, including who to invite
and how to make such an event most useful. If other events you have
attended serve as a good model of what you think would be valuable, please
let us know so that we can learn from that experience and avoid duplication
of efforts.
Similarly, if you are already aware of good events which might serve this
purpose, so that we don't actually need to organize them ourselves, we would
certainly welcome such suggestions (and event invitations or contacts) so
that we can also participate in such networking opportunities as
appropriate, and make other executives aware of such resources. |
| Follow-up to Referrals By You to GDI Solutions
If you refer another executive to us, please let us know whenever possible
so that we can be well prepared to do prompt follow-up to address their
needs, and so that we are aware of the source of such introductions.
It is also very helpful, particularly for executives within your own
company, if you can help us to understand the scope of responsibility,
internal reporting relationships, and sensitivities so that respond
appropriately. We welcome insights which can improve the focus and
quality of our support.
We also need to know whether we should keep you informed of any follow-up
work with an executive who you introduce at your company, or whether you are
simply "pointing us in the right direction" and have no further need for
involvement in any follow-up activities about their interests.
As you might expect, we make even greater efforts than usual to be very
supportive of the investment interests of executives who help to introduce
us to other relevant executives, service providers, and area
representatives, and who share useful knowledge which can help other
executives, such as "lessons learned"
and "proven solutions".
After all, growth in our network of corporate relationships and practical
investment project knowledge can greatly improve our ability to be of
service to executives such as yourself. |
GUIDE Profiles and Reports
When
referring other executives to this website, please remind them that the
website reflects only part of the available knowledge, research
capabilities, and contacts. Over time, these capabilities should also
expand. Growth in the number of corporate participants can improve the
quality and scope of our shared knowledge and contacts.
In the case of GUIDE Profiles and Reports, such as Area Reports and
Experience Reports, please also remind them that these services are new, and
will not yet be available for many areas or service providers. That
doesn't mean, however, that we don't have relevant knowledge or contacts.
Finally, remember that the feedback process is very important to us.
If an executive has suggestions for improvement of our services, or needs a
type of contact which we may not yet have anticipated or developed, please
let us know. If the need is very unique, and not likely to arise for
other investors, it may need to be addressed by custom research work.
If other investors seem likely to have similar interests, we will
generally try to address the need. We are also interested in any
suggestions about relevant contacts which you or other executives have
already developed so that we can learn from such experience and not
duplicate efforts. |
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