For businesses
The wealth your company already has, and that isn't on the balance sheet
Every company has a capital of trust and connections built over years: happy clients, loyal suppliers, professionals who orbit around it. It doesn't show up in any statement, no one measures it and so no one manages it. The discipline gives it an accounting name — Relational Capital — and the tools to make it activatable, measurable and reportable.
The definition
Relational Capital is the wealth of trust and connections a company already has, today frozen and invisible, that Relational Engineering makes activatable, measurable and reportable.
The words that matter are the last three, and they're in order. Activatable comes before everything: wealth that doesn't move is worth nothing, however well you measure it.
01 The problem
A thousand contacts that open no doors aren't an asset: they're an archive
The difference between an archive and an asset is that the second is counted, managed and productive. Most Italian companies' relational capital is stuck in the first condition, for three very practical reasons.
-
It has no line item
It doesn't appear among balance-sheet assets: no accounting principle exists for entering a relationship asset built in-house. A €200,000 machine gets depreciated, monitored and insured; a network of three hundred professionals who can open doors for you doesn't even have a line to be written on.
-
It has no owner
It's scattered across salespeople's personal address books, in the owner's head, in the emails of whoever retired last year. When that person leaves the company, their share of the asset leaves too — and no one notices, because it was never counted.
-
It has no measure
Asked "how many referrals have you received in the last thirty days, from whom and how?", nine business owners out of ten have no answer. Not out of incompetence: because word of mouth is the only business process no one ever designed, and so no one ever counted.
What isn't measured isn't managed. What isn't managed isn't capital: it's luck.
02 The measure
What gets counted, when you count relational capital
It isn't a theoretical exercise: these are four quantities that already exist and are tracked one by one. The first two concern the people, the other two concern what happens when they're put in contact.
| Quantity | What it tells you | How it's tracked |
|---|---|---|
| The relational Footprint | Who a person is, what they do and above all who they know. It's the elementary unit: without it, everything else is a guess. | Self-declared profiling, across 19 sectors of influence in the Relational Foot Print®. In our network the average is 8 sectors per person, as of 16/08/2026. |
| The sphere of influence | The size of the pool the company can reach by going through the people it already has around it. | Sum of the B2B contacts declared by network members, by sector and territory. |
| Activation | How much of that pool actually moves: how many people have referred someone at least once, and how many times. | Referrals recorded and tracked in the app and the CRM, with their outcome. It's the point where the asset stops being potential. |
| Reliability | Not a state but a trajectory: how long a person has been reliable, and whether the trend is rising or falling. It's the Fifth Law. | Reciprocal feedback after every meeting, an individual index and a pair index. Silence past the response window is itself a measure. |
What a measured relational capital looks like
These aren't your company's numbers: they're ours, that is, the Connector Network's. They exist to show what you get when the four quantities above are actually tracked, instead of estimated.
2,142
Qualified Connectors in the Network
As of 16/08/2026 · profiles with bio and reciprocity goals filled in only, unsubscribed profiles excluded
134
Average B2B contacts per Connector
Same date · declared during profiling, not inferred from an address book
286,385
Companies reachable through the network
Same date · sum of declared B2B contacts · it's a reachable audience, not a client list
6%
Matches that get no response
Last 30 days as of 16/08/2026 · the uncomfortable number: it was 10%, we published it when it hurt us and we're publishing it now that it's improved too
The question that opens every diagnosis is always the same, and it's uncomfortable: how many referrals has your company received in the last thirty days, who made them, and how? Whoever can answer already has a managed relational capital. Whoever can't answer has it anyway, and isn't using it.
03 The tools
The Relational Impact Index, and the Report that contains it
A discipline is recognised by the unit of measure it carries with it. Without a way to measure a person's ability to generate value through the trust others place in them, Relational Engineering would stay a philosophy. That way exists, and it's called the Relational Impact Index.
What it measures, exactly
The RII measures how much economic value a person is able to put into circulation in their own network in a given period, through referrals to people in target who turn into real business relationships.
It doesn't measure popularity, and that's the whole distinction: it's an index of reach, not of size. A professional with three hundred contacts and very high credibility among them has a higher RII than a business owner with five thousand connections that no one listens to.
It's the difference between generalised trust — the kind you have towards a category — and particular trust, the kind a specific person has earned with other specific people. The RII measures the second, which is the one that opens doors.
Why it holds up
Because it measures behaviour, not intentions. Anyone can claim to have a large network; very few can prove how many people they've actually brought to a table, and how many of those tables produced something.
The RII shifts the conversation from story to proof — which is precisely what separates a discipline from a well-presented opinion.
The observation window is ninety days, and the result is indexed to a base of 100, where 100 is the median behaviour recorded on the MigaMATCH dataset. Not a theoretical scale: the median of what people actually do.
The five components
Each is defined on an observable behaviour, and none of them can be claimed: you can only have it.
-
01 Breadth
Qualified breadth
Not how many contacts you have, but with how many people in target for a given company profile you habitually talk. The denominator isn't the address book: it's the recurring conversation.
-
02 Depth
Trust depth
The weight your word carries with whoever receives it, measured on behaviour and not on declarations: how many of the people you refer actually accept the meeting. Whoever refers ten times and gets nine meetings has depth; whoever gets two has an address book, not a network.
-
03 Reciprocity
Activated reciprocity
The ratio between referrals given and received. This is where the Dispari lives: whoever systematically takes the first step generates a flow of return, whoever waits produces immobility. A high RII is almost always preceded by a deliberate imbalance in favour of giving.
-
04 Conversion
Relational conversion
What share of the meetings generated turns into an operational synergy or a real deal. It's the point where networking splits from method: meeting is easy, producing something isn't.
-
05 Speed
Activation speed
The time that passes between the moment a need is expressed and the moment the right person is sitting at the table. It's the variable no traditional system governs, and it's the one AIRA© compresses.
-
The formula isn't on this page
How the five components combine is methodological property: it lives in the operating manual and in the Referral Director's training, not on display. What's here is what it measures and on which behaviours — which is what you need to decide whether it's a serious measure.
What it's calibrated on
The thresholds aren't theoretical estimates: they're the behaviours measured on the platform. These are the values re-read from the database on 16 August 2026.
3,546
Matches delivered since launch
As of 16/08/2026 · matches actually put in front of two people · 897 in the last 30 days alone
68%
Finds the right person at the first match
All-time as of 16/08/2026 · rating ≥ 4.5 on the first attempt · 85% by the second, 91% by the third
86%
Meetings rated 4 or 5 stars
Last 30 days as of 16/08/2026 · out of 562 meetings held and 924 pieces of feedback collected
2.6
Matches needed on average before the ideal one
As of 16/08/2026 · it's the measure of friction, and we publish it because it's the part the index still has to compress
The percentages the platform returns can be automatically raised to marketing thresholds. At the 16/08/2026 reading that mechanism was switched off — checked, not assumed — so these are the real values.
The five bands, and where our network really stands
An index is only useful if it separates. These are the RII's five reading bands, and next to each is how much of our network falls inside it — including the first, which is the most crowded.
1 · Stalled
54.4%
2 · Latent
22.6%
3 · Active
15.7%
4 · Effective
6.0%
5 · Strategic
1.3%
| Band | What they did, in 90 days | How many |
|---|---|---|
| 1 · Stalled | No match in the window. The node exists and hasn't been put into circulation — or didn't respond when it was. | 1,165 · 54.4% |
| 2 · Latent | Matches received, no meeting produced. The possibility is there and the reach isn't yet. | 484 · 22.6% |
| 3 · Active | One or two meetings held. It's the point where the index starts measuring something instead of registering an absence. | 337 · 15.7% |
| 4 · Effective | Three to nine meetings. Here a person's network is a channel, not an episode. | 128 · 6.0% |
| 5 · Strategic | Ten or more meetings. The maximum observed in the window is 47. | 28 · 1.3% |
Why we publish that half our network is stalled
Because it's true, and because an index that only showed the high bands wouldn't be an index: it would be a brochure. 54.4% is the most uncomfortable number we have about our network, and it sits in the same table as the others, at the same size.
It's also the reason the RII exists. A network where half the nodes don't move in three months is exactly the problem a discipline of relationships needs to be able to see — and it can't be seen without a tool that measures it.
But "stalled" doesn't mean "didn't respond"
Breaking that band down reveals something that changes the reading, and that we publish because it's the honest part of the number: 1,035 of the 1,165 stalled ones have never received a match, in the platform's entire history. They're 88.8% of the band.
Only 130 people had received matches in the past and got none in this window. Band 1 doesn't measure a network that stays silent: it measures a network that hasn't been called on yet.
The reason lies in the system's history. MigaMATCH was launched on a Connector Network that already existed, and is activating it progressively through the matches themselves: a person's activation typically arrives at the second or third invitation, not the first. The number is a snapshot of an activation in progress, not a failure.
And whoever is called, answers
The mechanism that governs the network proves it. Every Connector has a reliability index: whoever doesn't respond to a match gets penalised, and below 60 points stops receiving matches — a de facto exclusion.
It's a real gate, and the numbers say almost no one runs into it: 9 Connectors out of 2,142 are below that threshold today, 0.4%, and none of them are among the stalled ones. The network's average reliability is 100 out of 100.
The two things read together say the same thing from two sides: this network's problem isn't the quality of the people in it, it's how many of them we've put into circulation so far.
What "stalled" means, exactly
It means no match delivered in the window. And a match is delivered by the algorithm: it doesn't depend only on the person's willingness.
So that 54.4% measures us first of all — how much the network gets activated, even before how much Connectors activate themselves. We write it this way instead of attributing it to the Connectors, which would be convenient and dishonest.
One last warning about the window: ninety days closed in mid-August include August, which in Italy is the worst month of the year for meetings between businesses. The same reading in November would give higher bands, and when we have it we'll publish it alongside this one.
A note: there are two Indices, and they measure different things
The Relational Potential Index is the one from AIRA-SCAN: it concerns the company, runs from 0 to 100 across six weighted dimensions published on that page, and tells you how much of your potential you're using right now. Ten questions, three minutes, no sign-up.
The Relational Impact Index concerns a node — a person, a Connector, a Referral Director — and tells you how much value that node puts into circulation in ninety days.
One is a starting diagnosis, the other is a measure of reach. We keep them distinct even in name because confusing them would make both unreadable.
The Relational Report
It's the document a company working with Segnalazione Vincente produces at year end: the accounting of the relational impact generated over the twelve months. How many people joined the network, how many activated, how many referrals were made and with what outcome, how much value passed through that channel — and how much came back to the Connectors.
It isn't a sales report with a new cover: it counts what was given back too, not only what was collected. It's the accounting of reciprocity.
The data that feeds it is the data the Referral Director records every day. There's no data-gathering job in December: if the routine has been done, the report already exists.
Where you actually start
From mapping the sphere of influence the company already has. There are seven pools, and none of them can be bought.
That the first pool is the richest isn't a hypothesis. In the Ital Tetti case, 88% of the partners who generated referrals were already clients of the company — measured September 2021 – September 2022, on the total of activated partners.
The remaining 12% were external technicians, tradespeople and engineers. The full case.
04 Sustainability
An asset that enters the sustainability report
Relational capital, measured and reported, feeds the social dimension of sustainability, and enters the company's sustainability report. On how to report it we give every company dedicated consulting, because the answer depends on the standard that company applies and on who certifies its report.
Why it isn't a label stuck on top
The sustainability declaration, here, isn't a compliance exercise: it's a mechanism. We don't ask people to become better; we change the incentives so that collaborating pays off more than competing.
The Law of the Dispari makes taking the first step rational. Structured reciprocity makes reciprocating worthwhile. Measuring reliability makes consistency over time profitable. The six laws.
What it produces, in the local community
Redistribution isn't an abstract principle: in the Ital Tetti case, the rewards shop for Connectors included local businesses from the area, so that part of the acquisition investment went back into the social fabric instead of into an advertising auction.
It's a choice the company made and one that had a measurable side effect on reputation: that case made it into a local newspaper precisely for its attention to the local community, not for its revenue.
The boundary
Three things this page doesn't promise you
Relational capital is a strong idea, and strong ideas attract promises that don't hold up. Here are the ones we could have made you and don't.
-
We don't give you a euro value
We don't calculate how much your relational capital is "worth", and we won't until a method exists that holds up in front of an auditor. What we measure is what's verifiable: how many people, how many activated, how many referrals, with what outcome.
-
We don't tell you what a company like yours would get
We don't have reliable sector benchmarks and we don't invent them. AIRA-SCAN shows you your gap and stops there: no projection of what would happen if you closed it, because that would be a results promise disguised as a chart.
-
We don't promise the asset is yours forever
A network of Connectors is maintained or lost, like any other asset. It's why the programme doesn't end with building it: it ends with a trained person who has the mandate to keep it alive, and with four numbers counted every Friday.
The discipline that holds all this together is in Relational Engineering; the network's numbers, each with its own window, in The evidence.
The first step
An asset you've never counted
AIRA-SCAN© counts it: ten questions, three minutes, no sign-up. It gives you your company's Relational Potential Index and the dimensions where value stays stuck.
Then the extended report arrives by email and within one working day a person calls you: you look at the result together and assess whether the AIRA-DX© Stoic Analysis makes sense for your company. It's free and limited to twelve a week, so it isn't owed to anyone who does the check-up: you decide together.
Prefer to just talk about it? The number is 0549 888808.