Early last year, I met Stan Pittman, CEO of Eigen X, over wagyu cheesesteaks at a reception for local Inc. 5000 honorees.

Neither of us was trying to sell anything. We were simply two business owners having a good conversation. That conversation eventually became a business relationship. The Tactile Group hired Eigen X as a subcontractor on one of our projects.

Then Stan introduced me to Elijah Dornstreich, Managing Director of Wealth Management at UBS. Elijah invited me to participate in his quarterly executive roundtables, which brought me into an entirely new network. I began learning from leaders with deep experience in private equity, venture capital, strategic mergers and acquisitions, and long-term business growth.

None of that was on my agenda when I walked into the Inc. 5000 reception. I did not attend looking for a subcontractor. I certainly was not expecting an education in private equity and strategic M&A. I was probably thinking more about the cheesesteaks. Correction: I was definitely thinking more about the cheesesteaks.

That is the unpredictable value of networking. One conversation leads to a working relationship. That relationship leads to an introduction. The introduction opens a door to a room you did not even know existed.

Relationships compound—but only when we give them time to do so.

Networking Is an Ecosystem, Not a Contact List

Many people approach networking as a numbers game. They collect business cards, scan badges, and send LinkedIn requests with the fervor of a rabid raccoon, all while the other person is still standing in front of them. The goal appears to be leaving with the largest possible database of people they barely know.

I have never found much value in that approach.

A professional network is not simply a list of people you can call when you need a client, an employee, an investor, or a favor. It is an ecosystem of people who exchange ideas, make introductions, share opportunities, offer advice, and occasionally tell you something you did not particularly want—but probably needed—to hear.

The question is not simply, “Who can help me?”

It is also, “Who can I help?”

As my network has expanded, I have met more people whom I have been able to connect with one another. Sometimes one person needs a vendor. Another is looking for an employee. Someone else needs expertise that I do not have but know where to find.

Not every introduction leads to business for The Tactile Group. That is not the point. Helping useful people find one another makes the entire business community stronger. It also creates the kind of trust that cannot be manufactured through a sales campaign.

New Rooms Are Uncomfortable - and Necessary

It is easier to attend an event when you already know half the room. You walk in, spot familiar faces, and immediately have somewhere to stand.

Walking into a new room is different.

I have attended plenty of events where I did not know a single person. Those are the occasions when networking feels less like a sophisticated business strategy and more like being the new kid in the school cafeteria.

I have also had more than one awkward moment in a buffet line, attempting a cold introduction with a mouthful of bacon. This is not a networking technique I recommend.

The discomfort is real, but so is the value.

A room full of familiar people can strengthen existing relationships. A room full of strangers can expand your perspective. It exposes you to different industries, experiences, and ways of thinking.

That is particularly important for business leaders. Staying within the same professional circle can create an echo chamber in which everyone knows the same people, attends the same events, and repeats the same ideas.

When an event begins to feel like a high school reunion, enjoy the reunion—but start looking for another room as well.

Arrive Before the Room Gets Busy

The easiest time to enter a new room is often before it fills up. I try to arrive early to networking events. This is not evidence that I am always early in every area of my life. My staff can provide testimony to the contrary.

But the short window of time between the doors opening and the program beginning can be unusually valuable. People are not yet rushing to find their seats. Speakers and organizers are more accessible. Conversations are quieter and less hurried. You can get beyond a job title before someone is pulled into the next discussion.

Some of my strongest connections have started during those relatively empty-room moments.

Arriving early also makes an unfamiliar event less intimidating. It is easier to begin a conversation with three people than to enter a crowded room in which everyone already appears to be deep in discussion.

Programs End. Relationships Should Not.

The value of a business program should not end when the certificate is handed out and the graduation picture is posted on LinkedIn.

This year, I completed PGW’s Supplier Development Program. I am returning to PGW as a panelist for its MOSAIC Emerging Leaders & Entrepreneurship Forum, where I will share my experience with another group of entrepreneurs.

I also completed Boost Your Business, sponsored by the City of Philadelphia Department of Commerce and produced by PIDC. I continue to promote the program and participate in panel discussions for prospective applicants because I know what the experience can do for an established small business.

Most recently, I was named a 2026 Philadelphia Titan 100 honoree. It is a new community for me and an opportunity to build relationships with accomplished leaders from industries beyond my own.

These programs and recognitions may begin with a defined cohort, event, or awards ceremony. Their lasting value comes from what participants do afterward.

Do they continue attending?

Do they promote the program to others?

Do they make themselves available to the next cohort?

Do they contribute to the community, or simply add another credential to their biography?

The strongest networks are built by people who return after receiving the immediate benefit.

A Simple Measure of Networking Success

The return on networking is difficult to measure. The most valuable outcome may appear six months—or six years—after the first conversation.

That makes it easy to underestimate.

Instead of judging an event by the number of cards collected or sales meetings scheduled, I use a simpler set of questions:

Did I meet someone outside my usual circle?

A healthy network should keep expanding. Meeting another person who already knows everyone you know may be pleasant, but it does not necessarily broaden your thinking.

Did I learn something useful?

A good conversation can be valuable even when it produces no immediate business. A new idea, a different perspective, or a better question can change how you lead.

Did I help someone?

Perhaps I made an introduction, recommended a program, shared a resource, or encouraged another entrepreneur. Contributing to a network is how you become part of it.

Did I follow up?

A promising introduction that never receives a follow-up is just a pleasant conversation with hors d’oeuvres.

A short note within a day or two is usually enough. Mention something specific from the discussion, offer the introduction you promised, or suggest a reason to continue the conversation.

Keep Showing Up

After attending this year’s State of the African American Chamber of Commerce, I know I will find myself thinking less about the event as a single moment and more about the relationships surrounding it.

Some were relationships built over many years. Some were just beginning. Others may eventually lead to partnerships, mentorship, new ideas, or introductions that none of us can anticipate today.

That is why I continue investing time in organizations such as the African American Chamber of Commerce, the Greater Philadelphia Chamber of Commerce, PIDC, PGW, the Titan 100 community, and others throughout our region.

I no longer go to these events simply to find clients.

I go to learn.

I go to reconnect.

I go to meet people outside my usual circles.

I go to make introductions.

I go because strong business communities do not build themselves. They are built by people who continue showing up, long after the formal program ends and long before they need to ask for anything.

At your next event, arrive a little early. Introduce yourself to someone you do not know—preferably before filling your mouth with bacon. Ask a real question. Listen to the answer. Follow up afterward.

Then consider whether two people in your growing network should know each other.

The greatest opportunity in the room may not be the person you meet. It may be the connection you help create.