This paper explores how the knowledge exchange (KE) process can lead to a desired impact. It does this by reviewing the knowledge exchange management process used by the UK?s Third Sector Research Centre?s Knowledge Exchange Team (KET) for three case studies. The paper maps these processes against the Knowledge Exchange Impact Matrix (presented at the 2010 KES/IKT Conference) and the K* Spectrum (developed from the K* Conference 2012), in order to develop a greater understanding of how our knowledge exchange (KE) activities can be managed in the future. The three case studies cover KE activities that have led primarily to process, instrumental and conceptual impacts. This paper offers a space to explore TSRC?s KE management processes and undertake reflective learning using the KEIM and K* Spectrum to gain insights into generating impact.