For Companies · Resources

You already know it’s not the job.
Here is what your team needs to ask about.

A private social advisory your company can sponsor for LGBTQ+ employees in Los Angeles.

What your team takes into the meeting: the timeline, the case, and the questions they will ask first. Take what you need, or write us.

Make the Internal Case

A paragraph you can forward.

Need to bring someone else into the conversation? Copy this and send it.

I came across FriendsHAUS and think it’s worth exploring for our LGBTQ+ employees in LA. We invest heavily in professional development, benefits and ERGs, but have fewer tools to help people build a fulfilling life outside of work.

FriendsHAUS is a high-touch social advisory that helps LGBTQ+ professionals build meaningful social connections, with particular expertise in working with gay men. They get to know each person individually, then make introductions to people they’re genuinely likely to connect with. The focus isn’t on meeting more people, but meeting the right ones.

Think executive coaching, but for someone’s social life. It’s individualized, confidential, and designed to complement our existing benefits and mobility programs rather than replace them.

They offer flexible engagements for individual employees, groups, or broader corporate partnerships. Given what we invest in attracting and retaining senior talent, I think it’s worth a 30-minute conversation.

The Timeline

What your team receives, and when.

Three months, three reporting points. Where there is a move, coordination with your mobility team can begin before they arrive.

Month 1

Confirmation of intake

Intake happens in the first weeks and the first introductions follow. You receive a one-line confirmation that the engagement has started. Nothing about its content.

Month 2

A check-in on rhythm

The middle stretch, where most introductions either take or quietly lapse. You receive session counts and confirmation it is running. Not who, not what was said.

Month 3

Close and final report

The client receives a closing reflection on what was built. You receive a final status report and the engagement ends on the date agreed.

Nobody writes “I never found my people here” in an exit interview.

The Arguments

If you need to make the case internally.

Three arguments for the meeting itself.

  1. 01 The part that decides whether someone stays is the one no vendor can staff for.

    Benefits, coaching and integration services all stop at the edge of someone’s personal life. What does not exist is someone who already knows the city, and the people in it. For a move, that gap opens the week the boxes are unpacked. For someone already here, it may have been open for years.

  2. 02 Losing a senior person costs a multiple of what this does.

    Most workforce planning assumes replacing a senior hire runs one to two times salary, and where a relocation is involved that spend is lost on top. We are not citing that as a finding. Use your own figures: an engagement is a fraction of one departure.

  3. 03 This is a specialization, not a general service with a label on it.

    The only advisory in the category working exclusively with LGBTQ+ talent in Los Angeles, built on nearly two decades inside the city’s gay male community. That depth is why the introductions work, and why it is scoped per person rather than sold as a program.

Four men talking over coffee at a sunlit table in Los Angeles

The Questions

The questions your team will ask first.

Raised most often by HR, Mobility, procurement and legal. The rest is what the conversation is for.

Our client is the individual, not the company. Nothing about them personally is ever shared with their employer.

This is contractual rather than a courtesy. Your employee signs a Participant Agreement with FriendsHAUS; you sign a Master Services Agreement defining exactly what you receive.

The three reporting points above, and nothing beyond them.

Not conversations, not who they meet, not their partner or private life, and no assessment of how they are doing. One exception runs through your employee rather than around them: if something structural is in the way, we raise it with them first.

Yes, and we recommend it. A partner leaves their own network behind in a move, and often their work with it; where no move is involved they may simply have less reason to go out and build one. How settled they feel shapes the whole household. Inclusion is an extension of the existing engagement rather than a separate contract, under the same confidentiality framework.

No. We sit alongside them. The real estate, immigration, tax and moving partners you already trust stay where they are. FriendsHAUS is scoped as a three to six month line item, inside the relocation budget where there is a move, and inside talent, wellbeing or benefits where there is not.

Per individual for a sponsored engagement, or an annual allocation for organizations drawing on it more than once a year. Corporate engagements begin at $7,500, and scope is shaped privately in conversation.

Yes. Corporate engagements are open to LGBTQ+ employees, so you are not buying a benefit that excludes part of your workforce.

Where our expertise is deepest, we will say so. FriendsHAUS was built over nearly two decades inside Los Angeles’s gay male community, and that is where the network runs deepest. Our consumer practice is specifically for gay men. We would rather name that than claim uniform depth across every part of the community, and if someone would be better served elsewhere we will tell you in the first conversation.

Begin the Conversation

Start with one person, and one conversation.

Inquiries are read personally and answered within a few days. Thirty minutes will tell us both whether this fits.