Handover note: introducing the principal.
When the person who opened the conversation isn't the person who'll hold the meeting, the handover is where trust is kept or lost. Here's how to make it warm, clear and quick.
Why the handover matters
In many firms, the person who reaches an owner first is an associate or a member of the origination team, and the meeting is with a partner or the searcher. That's normal, and owners are used to it. What they don't like is being passed around, repeating themselves, or feeling that the person they agreed to talk to has disappeared.
A good handover does three things:
- Introduces the principal by name, with a sentence on why they're the right person.
- Copies the principal in, so the owner can see they're real and the thread continues.
- Makes the next step easy: a time already agreed, or a few to choose from.
Introducing the principal
When to use it: an owner has agreed to a conversation, and someone else at your firm will hold it. Send it as a reply in the same thread, with the principal copied in.
Dear [First name],
Thank you again for agreeing to talk. I'd like to introduce [Principal's name], [their role] at [Your firm], copied here. [One sentence on why they're the right person, e.g. [Principal's first name] heads our work in [sector] and has spent [time] working with businesses like yours.]
[Principal's first name], [First name] runs [Company], which [one line on what they do]. [One line on what they said, e.g. They'd be happy to talk about how the business has grown and where it's heading.]
Would [day and time] or [day and time] suit you? Or I can leave it to the two of you to find a time.
[Your name]
What to change: if you've already agreed a time, confirm it instead of offering options, and say how the meeting will happen (video, in person, where). Keep the summary of what the owner said brief and neutral; they'll read it, so make sure it's something they'd recognise and be comfortable with.
The principal's first note
When to use it: the principal replies to the handover, ideally the same day. Short and personal; this is the first time the owner hears their voice.
Dear [First name],
Thank you, [Your name], for the introduction. [First name], I'm looking forward to speaking. [One specific line showing they've looked at the business.]
[Confirm the time, or pick one of the options offered.] If anything changes on your side, just let me know.
[Principal's name]
What to change: the specific line should be the principal's own, not copied from the first note. Don't attach anything or ask for information before the meeting.
For an investor
When to use it: a family office or other investor has agreed to a conversation, and the principal will hold it. The same shape, with even more care not to pitch. Check anything you write against the rules that apply to your fund or raise.
Dear [First name],
Thank you for agreeing to a conversation. I'd like to introduce [Principal's name], [their role] at [Your firm], copied here, who would be the right person to talk to.
[Principal's first name], [First name] is [role] at [Investor], which [one line on how they invest, from public information or what they said].
Would [day and time] or [day and time] suit you?
[Your name]
What to change: keep it to the introduction. No terms, no amounts, no deck. The conversation is for understanding how they invest; see Raising from family offices.
The briefing note
When to use it: sent internally to the principal before the meeting, separately from the thread. The principal should walk in knowing what the owner has already been told and said, so the owner never has to repeat themselves.
Meeting: [Name], [role], [Company] · [date, time, how]
The business: [Two lines: what they do, how long they've been going, anything notable about size or customers.]
Why they fit: [One line against your thesis.]
How we reached them: [Channel, and which note they replied to.]
What they said: [Their reply, in their words where possible.]
Worth knowing: [Anything sensitive or useful: they asked how we found them; they mentioned a family member joining; they want to keep it confidential from staff.]
What they've been told: [What the outreach said about your firm, so the principal is consistent.]
What to change: keep it to one screen. A principal will read five lines before a meeting; they won't read two pages.
Common mistakes
- Leaving the owner waiting. The handover should go the same day they agree. Enthusiasm fades quickly.
- Starting a new thread. Keep the history visible, so the owner can see the conversation is continuous.
- The first person vanishing. Stay on the thread until the meeting is confirmed, and thank the owner when it is.
- A principal who hasn't read the briefing. Being asked "so what does your business do?" by someone who should already know is a poor start.
- Moving to terms too soon. The first meeting is to get to know each other. Let the owner set the pace.
Every meeting a sourcier books comes with a handover like this and a short briefing note. If you'd rather a team handled everything up to the meeting, so you can simply walk in prepared, that's what The Sourcier does.
See what a team would do for your list.
A one-page plan for your target: team size, how many people you'd reach, and how long your list would last.