As the founder of a fractional CFO business, I've attended countless networking events. Coffee meetings, industry mixers, LinkedIn connections that turn into lunch invitations—you name it, I've been there. And I've learned something crucial: most networking meetings are painfully superficial.
You know the drill. You meet someone, exchange business cards, discuss the weather and what you do in the vaguest terms possible, promise to "stay in touch," and then... nothing. No meaningful connection. No referrals. No real relationship.
The problem isn't networking itself—it's how we approach it.
Why Most Networking Meetings Fail
Here's an uncomfortable truth: most of us treat networking meetings like speed dating. We're so focused on making a good impression and pitching our services that we never actually get to know the person sitting across from us.
We walk away knowing:
- Their job title
- Their company name
- Maybe their industry
But we don't know:
- What they're really trying to accomplish
- What challenges keep them up at night
- How we might genuinely help them
- Who in our network they should meet
Without this deeper understanding, we can't provide real value. And if we can't provide value, why would anyone refer business to us?
Enter the GAINS Principle
The GAINS principle is a structured approach developed by BNI (Business Network International) that transforms shallow networking conversations into deep, productive relationships. GAINS stands for Goals, Accomplishments, Interests, Networks, and Skills.
This isn't just another networking gimmick. It's a framework that ensures both parties leave the meeting with actionable insights about how to support each other's success.
Let me break down each component and show you why it matters—especially for those of us in professional services.
G is for Goals
Start by discussing goals—both short-term and long-term, personal and professional.
When I meet with a potential networking partner, I want to understand:
- What are they trying to achieve in the next 6-12 months?
- What does success look like for their business this year?
- What personal aspirations matter to them?
- What problems are they trying to solve?
For example, when I recently met with an IT services company owner, I learned their goal wasn't just revenue growth—it was specifically to win three enterprise clients to stabilise cash flow. That one piece of information completely changed how I could help them. I could introduce them to my network with that specific goal in mind, and I could tailor my CFO services pitch to address enterprise client cash flow challenges.
Why it matters: When you understand someone's goals, you can identify genuine ways to support them. You stop networking blindly and start networking strategically.
A is for Accomplishments
Share recent accomplishments to celebrate successes, build credibility, and gain insight into each other's strengths.
This isn't bragging—it's providing context. When your networking partner shares their accomplishments, you learn:
- What they're genuinely good at
- What they're proud of
- Where their expertise lies
- What kinds of projects energize them
You could share that you helped a B2B SaaS client reduce their burn rate by 40% while increasing their runway by eight months. This accomplishment tells people several things: You understand SaaS metrics, you can deliver tangible results, and You're comfortable working with high-growth tech companies.
When my networking partners share their wins, I listen for patterns. Are they consistently landing a certain type of client? Do they excel at solving specific problems? This information helps me refer them more effectively.
Why it matters: Accomplishments reveal capabilities in a way that elevator pitches never can. They provide proof, not promises.
I is for Interests
Discuss the things you really enjoy doing—the music you like, hobbies you spend time on, sports you play or watch.
This is where networking becomes human. And I prefer working with humans!
I'm passionate about languages, I enjoy walking my dog, and I'm fascinated by the intersection of finance and technology. These aren't random facts—they're conversation bridges. When I discover that a networking contact is also interested in languages or dogs, we've found common ground that goes beyond business.
These shared interests create memorable connections. People don't remember "the CFO guy." They remember "the CFO guy who's learning Bulgarian" or "the finance person who's a retro-pug owner."
Why it matters: Business relationships built on shared interests are stronger and last longer. They're also more enjoyable, which means you'll actually maintain them.
N is for Networks
Share information about your networks and connections to identify potential introductions that can benefit each other's businesses.
This is where the magic happens.
Your network is your net worth—but only if you share it generously. During GAINS conversations, I discuss:
- The industries where I have strong connections (tech, SaaS, deep tech, business services)
- Key people in my network who solve specific problems
- Communities I'm part of (finance professionals like The FENG, startup clubs like Entrepreneur Club Winterthur, industry groups like the recruitment industry)
- Geographic areas where my connections are strongest
When I learn about my networking partner's networks, I'm looking for overlap and gaps. Where can I connect them? Who in my network needs what they offer?
For example, when I learned that a marketing consultant I met had strong connections in the medtech industry—an area where I had zero presence—I immediately saw the opportunity. I could refer my tech clients to him, and he could introduce me to medtech companies needing financial leadership.
Why it matters: Understanding each other's networks allows you to identify potential introductions that can benefit both businesses and expand your collective reach.
S is for Skills
Share your unique skill sets, areas of expertise, or specialised knowledge to help identify how you can support each other or collaborate effectively.
This goes deeper than your job description.
Yes, I'm a fractional CFO. But my specific skills include:
- Strategic goal setting and focus on execution
- Building financial forecasting models
- Preparing companies for fundraising rounds
- Implementing financial reporting systems
- Creating scenario analyses for strategic decision-making
- Managing cash flow during hypergrowth phases
When I know someone's specific skills—not just their title—I can make much more targeted referrals. Instead of saying "I know a great marketing person," I can say "I know someone who specialises in content marketing for B2B SaaS companies with a specific focus on conversion rate optimisation."
Why it matters: Specific skills enable specific referrals. Generic introductions rarely convert. Targeted ones do.
How to Implement GAINS in Your Next Meeting
Here's my practical approach to using GAINS effectively:
Before the meeting:
- Send your networking partner a brief note explaining you'd like to use the GAINS framework
- Share a GAINS profile about yourself in advance (or prepare one)
- Block 30-45 minutes—this conversation can't be rushed
During the meeting:
- Take turns going through each element of GAINS
- Take detailed notes
- Ask clarifying questions—dig deeper when something resonates
- Look for immediate connections you can make
- Be generous with your information and vulnerable with your goals
After the meeting:
- Send a follow-up email summarising key points
- Make at least one introduction within 48 hours
- Add the information to your CRM or networking database
- Schedule a follow-up for 3-6 months to update each other, FAMBAM (Finish a Meeting, Book a Meeting)
The Real Power of GAINS: Moving from Transactional to Transformational
Since implementing the GAINS principle in my networking strategy, I've noticed a fundamental shift. My networking meetings are no longer about collecting business cards—they're about building a personal board of advisors.
I am now building a network of people who:
- I can refer business to because I understand their goals and can actively help them in reaching those goals
- Understand my business goals and actively help me achieve them
- Refer high-quality prospects because they know exactly what I do and who I serve
- Reach out when they see opportunities relevant to my skills
- Collaborate with me on projects that serve mutual clients
This didn't happen by accident. It happened because I stopped treating networking as a numbers game and started treating it as relationship building.
A Word of Caution: GAINS Requires Genuine Generosity
The GAINS Exchange enhances the value we derive from our interactions by focusing on Goals, Accomplishments, Interests, Networks, and Skills to deepen our understanding of each other's needs and opportunities for collaboration.
But here's the catch: this only works if you approach it with genuine generosity.
If you're simply mining people for information so you can extract value, they'll sense it immediately. The GAINS principle works when both parties are committed to mutual success—when you're as eager to help them achieve their goals as you are to achieve your own.
In my business, this aligns perfectly with one of our core values: Generosity. We believe in giving back by offering value beyond just the numbers, with thoughtful advice and a collaborative approach.
The Long-Term Payoff
I won't pretend that every GAINS conversation leads to immediate business. It doesn't.
But over time, the compound effect is remarkable. I believe that the best clients come through my network. My most valuable partnerships started with a GAINS conversation. The opportunities that have shaped my business often trace back to a single networking meeting where we went deeper than the surface.
In the fractional CFO space, trust is everything. Clients are essentially handing over their financial strategy to an outsider. They need to trust not just your competence, but your character. The GAINS principle helps build that trust by creating authentic relationships built on mutual understanding and support.
Your Action Step
Before your next networking meeting, try this:
- Prepare your own GAINS profile
- Send it to your networking partner with a note: "I'd like to make our meeting as valuable as possible. Here's some information about me using the GAINS framework. Would you be willing to share the same?"
- Come prepared to go deep, not broad
- Focus on listening more than talking
- Look for ways to give before you ask
The quality of your network determines the quality of your opportunities. And the quality of your network is determined by the quality of your relationships.
Stop collecting contacts. Start building connections.
The GAINS principle is your roadmap.
About the Author
Soren Gade is the founder and CEO of Gade Growth CFO Solutions, a fractional CFO service specializing in tech startups, B2B SaaS, deep tech, and service industries. Based in Weisslingen, Switzerland, Gade Growth CFO Solutions helps businesses between CHF 500K-20M in revenue unlock their financial potential through strategic financial leadership, cash flow optimisation, and data-driven decision making.
Want to connect? Reach out to discuss how we can support each other's success: soren.gade@growthcfo.solutions
