We don't have one circle for every part of our lives. The people we build with, learn from, work with and grow alongside are rarely the same people. Why should our online relationships be any different?
We don't have one circle for every part of our lives. The people we build with, learn from, work with and grow alongside are rarely the same people. Why should our online relationships be any different?
Most of us already move between different circles without thinking much about it. There are the people we work with, the friends we have known for years, the people we call when we need advice and the people we see because our children go to the same school. Some relationships overlap, but we don't expect one group of people to fulfil every role in our lives. Professional relationships work much the same way. You might have a handful of founders you talk openly with about running a company, another group of people from your industry whose work you follow, former colleagues you want to stay connected with and clients whose businesses you have become invested in. There may also be people you become close to for a particular period: the founders going through the same accelerator, the creators preparing for the same event or the people launching something at roughly the same time.
Social platforms flatten most of these relationships into one enormous network. Everyone becomes a connection, follower or subscriber, even though the relationships themselves are completely different. Someone you worked beside for five years sits alongside somebody you met once at a conference. A close industry peer appears in the same feed as a person whose connection request you accepted three years ago and haven't spoken to since. The platform may know that all of these people are connected to you, but it doesn't necessarily know which relationships you actually want to maintain. We have ended up with professional networks larger than previous generations could have imagined, while many of the relationships inside them remain remarkably easy to lose.
You meet someone interesting at an event and connect on LinkedIn. You support each other's work for a few weeks, then gradually stop seeing what they publish. A group of founders becomes close during an accelerator and promises to keep supporting each other afterwards, but six months later the group chat is quiet. You work closely with a client for a year, know their business inside out, finish the engagement and slowly stop seeing what they're doing. None of these relationships necessarily ended badly. Most didn't end at all. They simply lost the regular moments that kept them active.
This is a useful way to think about Coterie. Rather than creating one group and trying to fit every useful professional relationship inside it, you can create different circles around the relationships you actually want to maintain. Each Coterie can have its own reason for existing, its own people and its own cadence. One might be your peers: the people doing something similar enough to you that they understand the reality behind it. A founder might have five or six other founders they trust, while a consultant might have a circle of independent advisers and a creator might have other people who understand what it feels like to publish regularly and build an audience around their expertise. That Coterie doesn't need to be commercial. It may never have customers, an application page or a public description. Its value can simply be giving people who would otherwise rely on chance a regular reason to remain part of each other's professional lives.
Another Coterie might exist around your industry rather than your role. The people inside it don't necessarily face the same day-to-day problems, but they speak to similar audiences and care about many of the same subjects. A financial adviser, accountant, commercial lawyer and business consultant could all have very different businesses while spending much of their time working with the same kinds of business owners. Their perspectives are different enough to make the circle interesting without being so disconnected that members have little reason to care about what everyone else is saying. The accountant notices something the lawyer doesn't, the adviser asks a question the consultant hadn't considered, and the conversation around the original piece of content becomes more useful because it comes from adjacent expertise rather than identical backgrounds.
Then there are the people you serve. For a coach, consultant, adviser or agency, clients often know the business extremely well but barely know one another, even though many of them may be working through similar challenges. A client Coterie can become another layer of that relationship, giving people a reason to remain connected to the business and to each other between meetings, projects or programmes. It doesn't need to replace whatever you already use for client communication or become another place where every aspect of the client relationship has to happen. Its purpose can remain narrow: helping clients continue showing up around the work they are putting into the world, while allowing relationships to form between people who already share some common ground.
Other circles may only need to exist temporarily. A new product is launching, several people in your network are attending the same conference, a cohort is beginning a twelve-week programme, or a group of founders has committed to becoming more visible over the next quarter. Create a Coterie for that period, let it do its job and then finish it. There is no reason every online group needs to become permanent infrastructure. Some relationships become more active for a season and naturally become quieter afterwards. Giving those relationships a temporary structure can be more useful than creating another channel everyone feels guilty about abandoning six months later.
Thinking this way makes Coterie less about joining a group and more about building your circles. You could have a Coterie you created, another you were invited into and a third that only exists for the next eight weeks. They don't compete with one another because they serve different relationships. You wouldn't ask whether your group of university friends makes your group of industry peers unnecessary, because the reason you spend time with each is different. The same principle can apply professionally. The people who understand what it is like to run your business might be different from the people who understand your industry, and both may be different from the clients or collaborators you want to keep close.
It also changes what it means to be a Coterie host. You aren't necessarily trying to become the administrator of one increasingly large group. You can become good at bringing the right people together around specific reasons. There are already people in every industry who seem to know everyone worth knowing. They make introductions, organise dinners, connect people with similar interests and quietly become the centre of useful professional networks. Their value isn't simply the number of contacts they have collected; it is their judgement about who should know whom. Coterie gives that kind of person something more deliberate to build.
A well-connected recruiter could create separate circles for executives in different industries. An accelerator could create a Coterie for each cohort rather than placing every founder it has ever worked with into one enormous alumni channel. A professional association could create different circles around regions or specialties. A consultant could bring together clients facing similar challenges, while a creator could have one private Coterie for close peers and another for people in their wider professional audience who want a more involved relationship. Over time, the host can become known less for having access to the largest group and more for the quality of the circles they assemble.
There is a useful business model in this approach as well. If one Coterie reaches the point where adding more people would weaken what is already working, the host doesn't have to choose between stopping growth and making the existing circle worse. They can create another. Demand for an established Coterie of agency owners might reveal enough interest for a second circle, perhaps one for smaller agencies and another for established firms. A broad group of consultants might eventually lead to separate circles for strategy consultants, marketing consultants and fractional executives. The business can grow by creating more relevant circles rather than continually increasing the size of the original one.
People can move between those circles as their circumstances change too. Someone who joins a first-time founder Coterie may eventually sell their company and no longer have much in common with people starting their first businesses. That doesn't have to mean leaving the wider network completely; another Coterie may now make more sense. A temporary launch Coterie might finish and leave behind four people who realise they want to continue supporting one another. A course cohort may end and a smaller group of particularly active members may decide to keep meeting. One circle creates relationships that eventually give people a reason to create another.
This is already how healthy networks tend to develop offline. People meet through one context, form stronger relationships with some of the people there and gradually create new circles around those relationships. Nobody centrally designs the entire network, and nobody expects every person they meet to remain in the same room forever. Online groups often work differently because the technology encourages consolidation. One Slack workspace, one Facebook group, one Discord server or one giant message thread gradually accumulates everyone until membership itself becomes the main thing the group has in common.
Traditional engagement pods pushed this logic further. When the objective became generating as much engagement as possible, more participants could mean more potential likes, comments and shares. Large groups of loosely connected accounts could be coordinated around posts even when the relationship between the people was secondary to the engagement being produced. Once the group becomes too large for people to meaningfully keep up with one another, generic responses and automation become tempting because genuine participation at that scale is difficult. What began as people supporting each other can end with bots, generated comments and systems built to manufacture activity efficiently.
Coterie is built around a different assumption: relationships are not infinitely scalable, and they don't need to be. If you want to maintain more relationships, you can create more circles rather than pretending every person belongs in the same one. One Coterie can be professional and another personal. One can be paid and another free. One might last for years while another disappears after eight weeks. The technology should make those circles easier to maintain without trying to become the relationship itself.
That is particularly important because Coterie shouldn't become another social platform demanding that people spend their day inside it. The interesting things are still happening elsewhere. Someone publishes an article on their website, launches a product, shares an idea on LinkedIn, uploads a video to YouTube or posts something they are proud of on Instagram. Coterie helps the right people remember to go there and show up. Your founder Coterie might bring you back to LinkedIn on Tuesday, your industry circle might introduce you to an article on Thursday, and a client Coterie might lead you to someone's new podcast on Friday. The destination changes because the content changes. The constant is the people you have decided are worth paying attention to.
As those circles accumulate, your online network also becomes a little less dependent on what an algorithm happens to show you. Algorithmic feeds remain useful for discovery and can introduce you to people you would never have found otherwise, but they are not particularly good filing systems for relationships. You can know someone for ten years and still miss the thing they published this morning because thousands of other pieces of content were competing for the same place in your feed. A Coterie doesn't need to replace discovery. It can simply make some relationships more intentional, allowing discovery to remain broad while the circles you care about remain small.
The internet has become exceptionally good at helping us accumulate people. We collect followers, connections, subscribers, contacts and group memberships until our professional networks contain far more relationships than we could realistically keep track of ourselves. The more interesting opportunity may be helping people make something of the relationships they already have. Instead of another system designed to find a thousand more people, there is room for something that helps you remember the ten, twenty or fifty people scattered across your professional life who you actually want to keep showing up for.
Your first Coterie might contain six peers. Your second could bring together clients. Your third might exist for one launch and disappear afterwards. A year later, those circles could look completely different because your work, interests and relationships have changed. There is no need to build one permanent group and spend the rest of your life finding reasons to add people to it. Build the circles that make sense now, show up for the people inside them, let some grow closer and let others finish when their purpose has run its course.
We have never needed everyone we know in the same room. We need different people at different points in our lives, for different reasons, and the best relationships tend to survive because somebody continues to make the effort to show up. Coterie simply gives those relationships a little more structure online, without replacing the people or the platforms that brought them together in the first place.
You don't need one Coterie. You need your Coteries.
Most of us already move between different circles without thinking much about it. There are the people we work with, the friends we have known for years, the people we call when we need advice and the people we see because our children go to the same school. Some relationships overlap, but we don't expect one group of people to fulfil every role in our lives. Professional relationships work much the same way. You might have a handful of founders you talk openly with about running a company, another group of people from your industry whose work you follow, former colleagues you want to stay connected with and clients whose businesses you have become invested in. There may also be people you become close to for a particular period: the founders going through the same accelerator, the creators preparing for the same event or the people launching something at roughly the same time.
Social platforms flatten most of these relationships into one enormous network. Everyone becomes a connection, follower or subscriber, even though the relationships themselves are completely different. Someone you worked beside for five years sits alongside somebody you met once at a conference. A close industry peer appears in the same feed as a person whose connection request you accepted three years ago and haven't spoken to since. The platform may know that all of these people are connected to you, but it doesn't necessarily know which relationships you actually want to maintain. We have ended up with professional networks larger than previous generations could have imagined, while many of the relationships inside them remain remarkably easy to lose.
You meet someone interesting at an event and connect on LinkedIn. You support each other's work for a few weeks, then gradually stop seeing what they publish. A group of founders becomes close during an accelerator and promises to keep supporting each other afterwards, but six months later the group chat is quiet. You work closely with a client for a year, know their business inside out, finish the engagement and slowly stop seeing what they're doing. None of these relationships necessarily ended badly. Most didn't end at all. They simply lost the regular moments that kept them active.
This is a useful way to think about Coterie. Rather than creating one group and trying to fit every useful professional relationship inside it, you can create different circles around the relationships you actually want to maintain. Each Coterie can have its own reason for existing, its own people and its own cadence. One might be your peers: the people doing something similar enough to you that they understand the reality behind it. A founder might have five or six other founders they trust, while a consultant might have a circle of independent advisers and a creator might have other people who understand what it feels like to publish regularly and build an audience around their expertise. That Coterie doesn't need to be commercial. It may never have customers, an application page or a public description. Its value can simply be giving people who would otherwise rely on chance a regular reason to remain part of each other's professional lives.
Another Coterie might exist around your industry rather than your role. The people inside it don't necessarily face the same day-to-day problems, but they speak to similar audiences and care about many of the same subjects. A financial adviser, accountant, commercial lawyer and business consultant could all have very different businesses while spending much of their time working with the same kinds of business owners. Their perspectives are different enough to make the circle interesting without being so disconnected that members have little reason to care about what everyone else is saying. The accountant notices something the lawyer doesn't, the adviser asks a question the consultant hadn't considered, and the conversation around the original piece of content becomes more useful because it comes from adjacent expertise rather than identical backgrounds.
Then there are the people you serve. For a coach, consultant, adviser or agency, clients often know the business extremely well but barely know one another, even though many of them may be working through similar challenges. A client Coterie can become another layer of that relationship, giving people a reason to remain connected to the business and to each other between meetings, projects or programmes. It doesn't need to replace whatever you already use for client communication or become another place where every aspect of the client relationship has to happen. Its purpose can remain narrow: helping clients continue showing up around the work they are putting into the world, while allowing relationships to form between people who already share some common ground.
Other circles may only need to exist temporarily. A new product is launching, several people in your network are attending the same conference, a cohort is beginning a twelve-week programme, or a group of founders has committed to becoming more visible over the next quarter. Create a Coterie for that period, let it do its job and then finish it. There is no reason every online group needs to become permanent infrastructure. Some relationships become more active for a season and naturally become quieter afterwards. Giving those relationships a temporary structure can be more useful than creating another channel everyone feels guilty about abandoning six months later.
Thinking this way makes Coterie less about joining a group and more about building your circles. You could have a Coterie you created, another you were invited into and a third that only exists for the next eight weeks. They don't compete with one another because they serve different relationships. You wouldn't ask whether your group of university friends makes your group of industry peers unnecessary, because the reason you spend time with each is different. The same principle can apply professionally. The people who understand what it is like to run your business might be different from the people who understand your industry, and both may be different from the clients or collaborators you want to keep close.
It also changes what it means to be a Coterie host. You aren't necessarily trying to become the administrator of one increasingly large group. You can become good at bringing the right people together around specific reasons. There are already people in every industry who seem to know everyone worth knowing. They make introductions, organise dinners, connect people with similar interests and quietly become the centre of useful professional networks. Their value isn't simply the number of contacts they have collected; it is their judgement about who should know whom. Coterie gives that kind of person something more deliberate to build.
A well-connected recruiter could create separate circles for executives in different industries. An accelerator could create a Coterie for each cohort rather than placing every founder it has ever worked with into one enormous alumni channel. A professional association could create different circles around regions or specialties. A consultant could bring together clients facing similar challenges, while a creator could have one private Coterie for close peers and another for people in their wider professional audience who want a more involved relationship. Over time, the host can become known less for having access to the largest group and more for the quality of the circles they assemble.
There is a useful business model in this approach as well. If one Coterie reaches the point where adding more people would weaken what is already working, the host doesn't have to choose between stopping growth and making the existing circle worse. They can create another. Demand for an established Coterie of agency owners might reveal enough interest for a second circle, perhaps one for smaller agencies and another for established firms. A broad group of consultants might eventually lead to separate circles for strategy consultants, marketing consultants and fractional executives. The business can grow by creating more relevant circles rather than continually increasing the size of the original one.
People can move between those circles as their circumstances change too. Someone who joins a first-time founder Coterie may eventually sell their company and no longer have much in common with people starting their first businesses. That doesn't have to mean leaving the wider network completely; another Coterie may now make more sense. A temporary launch Coterie might finish and leave behind four people who realise they want to continue supporting one another. A course cohort may end and a smaller group of particularly active members may decide to keep meeting. One circle creates relationships that eventually give people a reason to create another.
This is already how healthy networks tend to develop offline. People meet through one context, form stronger relationships with some of the people there and gradually create new circles around those relationships. Nobody centrally designs the entire network, and nobody expects every person they meet to remain in the same room forever. Online groups often work differently because the technology encourages consolidation. One Slack workspace, one Facebook group, one Discord server or one giant message thread gradually accumulates everyone until membership itself becomes the main thing the group has in common.
Traditional engagement pods pushed this logic further. When the objective became generating as much engagement as possible, more participants could mean more potential likes, comments and shares. Large groups of loosely connected accounts could be coordinated around posts even when the relationship between the people was secondary to the engagement being produced. Once the group becomes too large for people to meaningfully keep up with one another, generic responses and automation become tempting because genuine participation at that scale is difficult. What began as people supporting each other can end with bots, generated comments and systems built to manufacture activity efficiently.
Coterie is built around a different assumption: relationships are not infinitely scalable, and they don't need to be. If you want to maintain more relationships, you can create more circles rather than pretending every person belongs in the same one. One Coterie can be professional and another personal. One can be paid and another free. One might last for years while another disappears after eight weeks. The technology should make those circles easier to maintain without trying to become the relationship itself.
That is particularly important because Coterie shouldn't become another social platform demanding that people spend their day inside it. The interesting things are still happening elsewhere. Someone publishes an article on their website, launches a product, shares an idea on LinkedIn, uploads a video to YouTube or posts something they are proud of on Instagram. Coterie helps the right people remember to go there and show up. Your founder Coterie might bring you back to LinkedIn on Tuesday, your industry circle might introduce you to an article on Thursday, and a client Coterie might lead you to someone's new podcast on Friday. The destination changes because the content changes. The constant is the people you have decided are worth paying attention to.
As those circles accumulate, your online network also becomes a little less dependent on what an algorithm happens to show you. Algorithmic feeds remain useful for discovery and can introduce you to people you would never have found otherwise, but they are not particularly good filing systems for relationships. You can know someone for ten years and still miss the thing they published this morning because thousands of other pieces of content were competing for the same place in your feed. A Coterie doesn't need to replace discovery. It can simply make some relationships more intentional, allowing discovery to remain broad while the circles you care about remain small.
The internet has become exceptionally good at helping us accumulate people. We collect followers, connections, subscribers, contacts and group memberships until our professional networks contain far more relationships than we could realistically keep track of ourselves. The more interesting opportunity may be helping people make something of the relationships they already have. Instead of another system designed to find a thousand more people, there is room for something that helps you remember the ten, twenty or fifty people scattered across your professional life who you actually want to keep showing up for.
Your first Coterie might contain six peers. Your second could bring together clients. Your third might exist for one launch and disappear afterwards. A year later, those circles could look completely different because your work, interests and relationships have changed. There is no need to build one permanent group and spend the rest of your life finding reasons to add people to it. Build the circles that make sense now, show up for the people inside them, let some grow closer and let others finish when their purpose has run its course.
We have never needed everyone we know in the same room. We need different people at different points in our lives, for different reasons, and the best relationships tend to survive because somebody continues to make the effort to show up. Coterie simply gives those relationships a little more structure online, without replacing the people or the platforms that brought them together in the first place.
You don't need one Coterie. You need your Coteries.
Most of us already move between different circles without thinking much about it. There are the people we work with, the friends we have known for years, the people we call when we need advice and the people we see because our children go to the same school. Some relationships overlap, but we don't expect one group of people to fulfil every role in our lives. Professional relationships work much the same way. You might have a handful of founders you talk openly with about running a company, another group of people from your industry whose work you follow, former colleagues you want to stay connected with and clients whose businesses you have become invested in. There may also be people you become close to for a particular period: the founders going through the same accelerator, the creators preparing for the same event or the people launching something at roughly the same time.
Social platforms flatten most of these relationships into one enormous network. Everyone becomes a connection, follower or subscriber, even though the relationships themselves are completely different. Someone you worked beside for five years sits alongside somebody you met once at a conference. A close industry peer appears in the same feed as a person whose connection request you accepted three years ago and haven't spoken to since. The platform may know that all of these people are connected to you, but it doesn't necessarily know which relationships you actually want to maintain. We have ended up with professional networks larger than previous generations could have imagined, while many of the relationships inside them remain remarkably easy to lose.
You meet someone interesting at an event and connect on LinkedIn. You support each other's work for a few weeks, then gradually stop seeing what they publish. A group of founders becomes close during an accelerator and promises to keep supporting each other afterwards, but six months later the group chat is quiet. You work closely with a client for a year, know their business inside out, finish the engagement and slowly stop seeing what they're doing. None of these relationships necessarily ended badly. Most didn't end at all. They simply lost the regular moments that kept them active.
This is a useful way to think about Coterie. Rather than creating one group and trying to fit every useful professional relationship inside it, you can create different circles around the relationships you actually want to maintain. Each Coterie can have its own reason for existing, its own people and its own cadence. One might be your peers: the people doing something similar enough to you that they understand the reality behind it. A founder might have five or six other founders they trust, while a consultant might have a circle of independent advisers and a creator might have other people who understand what it feels like to publish regularly and build an audience around their expertise. That Coterie doesn't need to be commercial. It may never have customers, an application page or a public description. Its value can simply be giving people who would otherwise rely on chance a regular reason to remain part of each other's professional lives.
Another Coterie might exist around your industry rather than your role. The people inside it don't necessarily face the same day-to-day problems, but they speak to similar audiences and care about many of the same subjects. A financial adviser, accountant, commercial lawyer and business consultant could all have very different businesses while spending much of their time working with the same kinds of business owners. Their perspectives are different enough to make the circle interesting without being so disconnected that members have little reason to care about what everyone else is saying. The accountant notices something the lawyer doesn't, the adviser asks a question the consultant hadn't considered, and the conversation around the original piece of content becomes more useful because it comes from adjacent expertise rather than identical backgrounds.
Then there are the people you serve. For a coach, consultant, adviser or agency, clients often know the business extremely well but barely know one another, even though many of them may be working through similar challenges. A client Coterie can become another layer of that relationship, giving people a reason to remain connected to the business and to each other between meetings, projects or programmes. It doesn't need to replace whatever you already use for client communication or become another place where every aspect of the client relationship has to happen. Its purpose can remain narrow: helping clients continue showing up around the work they are putting into the world, while allowing relationships to form between people who already share some common ground.
Other circles may only need to exist temporarily. A new product is launching, several people in your network are attending the same conference, a cohort is beginning a twelve-week programme, or a group of founders has committed to becoming more visible over the next quarter. Create a Coterie for that period, let it do its job and then finish it. There is no reason every online group needs to become permanent infrastructure. Some relationships become more active for a season and naturally become quieter afterwards. Giving those relationships a temporary structure can be more useful than creating another channel everyone feels guilty about abandoning six months later.
Thinking this way makes Coterie less about joining a group and more about building your circles. You could have a Coterie you created, another you were invited into and a third that only exists for the next eight weeks. They don't compete with one another because they serve different relationships. You wouldn't ask whether your group of university friends makes your group of industry peers unnecessary, because the reason you spend time with each is different. The same principle can apply professionally. The people who understand what it is like to run your business might be different from the people who understand your industry, and both may be different from the clients or collaborators you want to keep close.
It also changes what it means to be a Coterie host. You aren't necessarily trying to become the administrator of one increasingly large group. You can become good at bringing the right people together around specific reasons. There are already people in every industry who seem to know everyone worth knowing. They make introductions, organise dinners, connect people with similar interests and quietly become the centre of useful professional networks. Their value isn't simply the number of contacts they have collected; it is their judgement about who should know whom. Coterie gives that kind of person something more deliberate to build.
A well-connected recruiter could create separate circles for executives in different industries. An accelerator could create a Coterie for each cohort rather than placing every founder it has ever worked with into one enormous alumni channel. A professional association could create different circles around regions or specialties. A consultant could bring together clients facing similar challenges, while a creator could have one private Coterie for close peers and another for people in their wider professional audience who want a more involved relationship. Over time, the host can become known less for having access to the largest group and more for the quality of the circles they assemble.
There is a useful business model in this approach as well. If one Coterie reaches the point where adding more people would weaken what is already working, the host doesn't have to choose between stopping growth and making the existing circle worse. They can create another. Demand for an established Coterie of agency owners might reveal enough interest for a second circle, perhaps one for smaller agencies and another for established firms. A broad group of consultants might eventually lead to separate circles for strategy consultants, marketing consultants and fractional executives. The business can grow by creating more relevant circles rather than continually increasing the size of the original one.
People can move between those circles as their circumstances change too. Someone who joins a first-time founder Coterie may eventually sell their company and no longer have much in common with people starting their first businesses. That doesn't have to mean leaving the wider network completely; another Coterie may now make more sense. A temporary launch Coterie might finish and leave behind four people who realise they want to continue supporting one another. A course cohort may end and a smaller group of particularly active members may decide to keep meeting. One circle creates relationships that eventually give people a reason to create another.
This is already how healthy networks tend to develop offline. People meet through one context, form stronger relationships with some of the people there and gradually create new circles around those relationships. Nobody centrally designs the entire network, and nobody expects every person they meet to remain in the same room forever. Online groups often work differently because the technology encourages consolidation. One Slack workspace, one Facebook group, one Discord server or one giant message thread gradually accumulates everyone until membership itself becomes the main thing the group has in common.
Traditional engagement pods pushed this logic further. When the objective became generating as much engagement as possible, more participants could mean more potential likes, comments and shares. Large groups of loosely connected accounts could be coordinated around posts even when the relationship between the people was secondary to the engagement being produced. Once the group becomes too large for people to meaningfully keep up with one another, generic responses and automation become tempting because genuine participation at that scale is difficult. What began as people supporting each other can end with bots, generated comments and systems built to manufacture activity efficiently.
Coterie is built around a different assumption: relationships are not infinitely scalable, and they don't need to be. If you want to maintain more relationships, you can create more circles rather than pretending every person belongs in the same one. One Coterie can be professional and another personal. One can be paid and another free. One might last for years while another disappears after eight weeks. The technology should make those circles easier to maintain without trying to become the relationship itself.
That is particularly important because Coterie shouldn't become another social platform demanding that people spend their day inside it. The interesting things are still happening elsewhere. Someone publishes an article on their website, launches a product, shares an idea on LinkedIn, uploads a video to YouTube or posts something they are proud of on Instagram. Coterie helps the right people remember to go there and show up. Your founder Coterie might bring you back to LinkedIn on Tuesday, your industry circle might introduce you to an article on Thursday, and a client Coterie might lead you to someone's new podcast on Friday. The destination changes because the content changes. The constant is the people you have decided are worth paying attention to.
As those circles accumulate, your online network also becomes a little less dependent on what an algorithm happens to show you. Algorithmic feeds remain useful for discovery and can introduce you to people you would never have found otherwise, but they are not particularly good filing systems for relationships. You can know someone for ten years and still miss the thing they published this morning because thousands of other pieces of content were competing for the same place in your feed. A Coterie doesn't need to replace discovery. It can simply make some relationships more intentional, allowing discovery to remain broad while the circles you care about remain small.
The internet has become exceptionally good at helping us accumulate people. We collect followers, connections, subscribers, contacts and group memberships until our professional networks contain far more relationships than we could realistically keep track of ourselves. The more interesting opportunity may be helping people make something of the relationships they already have. Instead of another system designed to find a thousand more people, there is room for something that helps you remember the ten, twenty or fifty people scattered across your professional life who you actually want to keep showing up for.
Your first Coterie might contain six peers. Your second could bring together clients. Your third might exist for one launch and disappear afterwards. A year later, those circles could look completely different because your work, interests and relationships have changed. There is no need to build one permanent group and spend the rest of your life finding reasons to add people to it. Build the circles that make sense now, show up for the people inside them, let some grow closer and let others finish when their purpose has run its course.
We have never needed everyone we know in the same room. We need different people at different points in our lives, for different reasons, and the best relationships tend to survive because somebody continues to make the effort to show up. Coterie simply gives those relationships a little more structure online, without replacing the people or the platforms that brought them together in the first place.
You don't need one Coterie. You need your Coteries.
⦿ The launchpad for loyal audiences built on accountability & collective growth
© 2026 All rights reserved
⦿ The launchpad for loyal audiences built on accountability & collective growth
© 2026 All rights reserved
⦿ The launchpad for loyal audiences built on accountability & collective growth
