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We present a descriptive model of developmental networks – interpersonal ties who take an active interest in and concerted action to advance one's career – and argue that both network structure and relational content are necessary for understanding how individuals receive early career support. By following 77 MBA graduates over three time periods (N=977 ties), we find evidence for an inner–outer core network structure in which ties providing high psychosocial support and low career support populate the inner core.