Warm Introductions vs Cold Leads in the Gulf
When companies approach us to help them enter the markets of the UAE or Saudi Arabia, one of the most frequent questions we hear is: “Will you introduce us to your trusted contacts in the region?” The question makes perfect sense—because selling to someone you already trust, or who already trusts you, is far easier than starting from scratch. But in practice, that approach often fails to deliver fast results.
In early 2022, right after the COVID-19 disruptions began to ease, I worked on a business development project with a global IT company aiming to expand its services into Saudi Arabia. We ran a dual-track approach: some meetings were arranged through my trusted contacts, while others were set up via online cold lead generation campaigns.
We organized a business trip that included 11 meetings in total:
- 5 meetings came from warm introductions
- 6 meetings came from cold leads generated online
The outcome was telling. The company secured 4 RFPs and 1 signed contract—a great result. But the most revealing part was the source of those leads:
- 3 out of 4 RFPs came from the cold leads
- The signed contract was also with a company reached through a cold lead
What’s even more interesting is that the quality of my warm contacts was objectively high—some were with C-level executives from top-tier banks and business groups. Meanwhile, the client’s final contract came from a cold lead at a mid-management level. The client’s Senior VP of international business development, who attended all the meetings, later told me very honestly that the meetings with the cold leads were far more productive.
That case is neither a coincidence, nor an exception.
In most business cultures, especially in the Arab Gulf, a warm introduction typically implies that the person being introduced is a friend or trusted contact of the introducer, and is willing to meet out of courtesy or past favor. These meetings, especially in this region, are often accompanied by generous hospitality and sincere politeness. The atmosphere can be extremely welcoming, and the interaction feels positive on a human level.
However, there’s a hidden downside: these meetings often lack urgency or real interest in the seller’s product. The contact agrees to the meeting as a gesture of goodwill, not because they need what’s being offered. As a result, the conversion rate of such warm introductions is usually very low—despite the good chemistry in the room.
Over the past 15+ years in business development advisory, I’ve seen this pattern repeat countless times. Some of the most effective meetings I’ve had—those that actually led to deals—came not through personal introductions, but through cold calls or cold lead generation campaigns. While warm intros are useful for long-term relationship building or opening doors at the highest level, they rarely align with the buyer’s immediate needs.
Why is that?
The answer lies in timing and motivation. When someone agrees to meet you via a cold outreach—whether through LinkedIn, a web form, or a digital campaign—it usually means they see something in your offer that directly interests them. These prospects are not meeting you to be polite—they’re meeting you because they believe you might help solve a current problem or unlock a specific opportunity. In other words, they have a reason to buy now.
The key challenge with cold leads, of course, is trust. Especially in the Arab Gulf, where reputation and personal references carry enormous weight, walking into a meeting as a complete stranger is risky. Without trust, even a strong product may be dismissed. So the question becomes: how do you build trust when there is no prior connection?
Fortunately, in today’s digital-first world, that problem has a solution. A well-developed online presence can substitute for traditional personal endorsements—especially when it feels genuine and consistent. A strong website, updated LinkedIn profile, thought leadership content, and visible client success stories all help project credibility. Social proof, even online, can go a long way in replacing what used to be exclusive to face-to-face introductions.
Conclusion
This approach has consistently worked better for me and my clients than relying solely on personal networks. That’s why, when managing outreach for clients, I now prioritize clear interest and current need over warm connections. A warm meeting without urgency is rarely worth more than a cold meeting with purpose.
The ideal situation is when a warm introduction is initiated by the buyer’s side, indicating an urgent need to buy something from the introducer’s trusted contact. But relying only on such introductions—which happen not that often—will let you lose 99% of your available opportunities. Moreover, the likelihood of the warm introductions from a buyer’s side can only increase if you consistently make new connections via cold lead generation.
Finally, the real edge comes not from warmth, but from alignment—when your product meets their current need, your awareness of their needs meets their urgency to buy, and your approach earns their trust.
