What Is a Connector Business?
A business built around one question: what do people already desire, and who can provide it?
A connector business earns revenue by identifying what companies are already looking to purchase and connecting them with businesses capable of providing it.
The connector doesn't manufacture the product or perform the underlying service. His work consists of identifying commercial opportunities, investigating their requirements, finding suitable companies, and arranging introductions for which those companies are willing to pay.
I founded myoProcess in 2023 around this approach. Since then, I've investigated markets across healthcare, recruitment, technology, commercial production, manufacturing, and numerous other industries.
Despite the differences between these industries, I've repeatedly encountered the same underlying arrangement: one company is looking to purchase something, while another is trying to find customers for precisely that service.
My interest lies in discovering where these two activities intersect.
Starting with what companies already want
Most businesses begin by deciding what they intend to sell. They develop a product or service, construct an offer, and then investigate which companies might be persuaded to purchase it.
I became interested in approaching the matter from the opposite direction.
Rather than beginning with a product, I investigate what businesses are already purchasing, what they are preparing to purchase, and which companies might benefit from fulfilling those requirements.
This distinction has shaped much of my work.
A recruitment agency wants employers with vacancies it can fill. A commercial production studio wants companies commissioning advertisements. A technology provider wants organizations investing in new infrastructure.
These companies aren't necessarily looking for more leads. They're looking for customers who have a reason to purchase what they already provide.
If I can identify those customers and establish that their requirements match what a particular business offers, the introduction itself may have commercial value.
The principle I've come to follow is sell what people already desire.
Where I find these opportunities
One thing I've observed is that a company's commercial intentions frequently become visible before a transaction takes place.
Sometimes through public records. Sometimes through procurement announcements, hiring activity, expansion plans, regulatory filings, or the company's own correspondence.
For example, nursing homes in the United States report their use of external nursing staff through government staffing records. Organizations publish procurement notices describing projects they intend to commission. Companies register trademarks before introducing new products, while businesses in regulated industries may file applications or permits before undertaking certain activities.
These records are interesting because they provide something more substantial than a list of companies belonging to a particular industry.
They reveal activities that may precede or accompany commercial expenditure.
Of course, the existence of a record does not establish that a company is currently seeking another provider. A trademark registration doesn't guarantee an advertising contract, nor does a historical staffing record establish an immediate vacancy.
But each can provide a reason to investigate further.
I use artificial intelligence, particularly large language models (LLMs), alongside scrapers and public databases to examine these records, compare companies, and identify potential opportunities across numerous industries.
Work that once required examining hundreds of individual websites can now be performed across considerably larger collections of information.
The technology is useful because it increases the amount of research I can undertake. It doesn't replace the need to establish whether the opportunity actually exists.
From research to a transaction
Once I've identified a potentially relevant opportunity, the next question concerns its commercial significance.
What is the company looking for? Is it currently considering outside providers? What requirements would a provider need to satisfy? And which businesses are capable of fulfilling them?
These questions matter because an apparently promising opportunity can become worthless once examined more closely.
A company might already have a provider. Its plans may have changed. The proposed project may be too small, too complicated, or entirely unsuitable for the businesses I intended to approach.
I would rather discover these problems during the investigation than present an opportunity whose value I cannot explain.
When the requirements are established and a suitable business is interested, I can offer a qualified introduction.
In my business, the company seeking customers pays for access to an opportunity that matches what it already sells, according to the terms we agree upon.
The company purchasing the service and the company delivering it can then discuss the actual project, including pricing, implementation, contracts, and whatever else the transaction requires.
My payment concerns the introduction itself. Whether the two companies subsequently complete a larger transaction is a separate matter.
This is an important distinction because I am not claiming to have delivered a service merely by identifying someone who might purchase it.
The commercial value I provide lies in discovering an opportunity, establishing its relevance, and connecting parties who have a genuine reason to do business together.
How this differs from an agency
A conventional service agency is generally paid to perform work on behalf of its customers.
A marketing agency delivers marketing services. A software development company develops software. A recruitment agency may manage substantial parts of the hiring process.
A connector business operates differently.
I might identify a company seeking a software developer, but I'm not necessarily responsible for developing its software. I might discover an organization seeking a recruitment partner without undertaking the recruitment myself.
My customer is paying for the qualified commercial introduction rather than the subsequent delivery of the underlying service.
This also distinguishes the business from selling databases of contact information.
A list containing the names of 500 companies tells me very little about whether any of them has a reason to purchase a particular service.
An organization with a confirmed requirement, a relevant contact, and a willingness to consider an appropriate provider represents something substantially different.
The distinction becomes especially important when determining what the introduction is worth.
Why I chose this model
What initially interested me wasn't the prospect of eliminating particular sales activities. It was the possibility of building a business without having to manufacture the underlying desire to purchase something.
If a company is already trying to solve a problem and another company has the ability to solve it, the commercial question changes.
I no longer need to begin by explaining why the problem deserves attention. I can investigate whether the proposed provider is suitable, whether the opportunity is economically worthwhile, and what would make an introduction valuable to both parties.
There may still be objections, negotiations, and reasons why a transaction fails. Existing interest doesn't eliminate uncertainty, and it certainly doesn't guarantee payment.
But it changes where the work begins.
Instead of creating an offer and searching for people who might eventually want it, I begin by investigating what businesses already desire.
I've developed this approach through myoProcess, documented investigations across numerous industries in my Field Kit, and built Connector OS to help identify and organize these opportunities.
What interests me most is how much commercial activity already exists before anyone attempts to sell something new.
Companies are continuously purchasing, expanding, recruiting, replacing providers, commissioning projects, and making investments.
Each activity creates possibilities for other businesses.
I built my business around discovering those possibilities before the companies capable of fulfilling them have found them themselves.