What does it take to be a business development superstar?
Let’s sing the praises of business developers, says Jody Osman, chief growth officer at Propeller Group and Co-Founder of The BD100. Their role requires a unique mix of savvy, diplomacy, and planning – and has never been more in demand.
When times are tough, the tough get going. Which means ‘BD superstars’ are already leaping into action to fuel the new business pipeline for 2025.
But what skills and talents does the modern business developer need, especially in the current challenging business environment where both clients and agencies are under so much pressure? Experienced hands will point to a blend of psychological insight, a high EQ, and the diplomatic skills of a skilled foreign ambassador – but these now need to be allied to more forensic, detailed planning abilities.
Personality is paramount
What should a new business leader focus on to thrive? I asked some recent BD100 judges for their thoughts.
It’s a challenging position, as Jason Foo, founder and CEO of BBD Perfect Storm, says: “The role of business development has, arguably, never been more demanding, more significant and, thankfully, more celebrated.”
New business is still a people business – albeit enhanced and made more efficient by useful prospecting and tracking tools. But at the heart is personality and as Mark Clark, CEO at JFDI, says: “New business success is a multi-skilled discipline, but the real differentiator is the individual who drives change.”
Business development is built on relationships and the kind of personality traits that help position BD teams for success include the ability to establish genuine connections via trust and empathy – attributes that can convince a client you have their long-term success as the goal. Trust will be built by active listening and being personable whilst retaining a professional approach to identifying and addressing client problems.
But no client is buying a service without checking on past performance and measurable achievements. A BD leader needs to finely hone their agency case studies and be smart at pulling out the relevant examples and persuasive proof points at the right time.
Likewise, practitioners need to be able to prove their approach works to their own management. There’s nowhere to hide if you’re the BD lead and to get the resources you need and management buy-in for innovative methods, you’ll need to show a strong track record. This credibility will depend on conversion rate, the ability to secure accounts that have enhanced both the bottom line and the agency’s reputation, and consistency of performance.
Creativity and strategic insight
That last point on consistency is linked to strategic thinking, a trait that marks out the best BD players. These leaders will be able to align their strategies with agency goals – they’ll have a deep understanding of the agency’s strengths and be able to map out the high-value clients that are the best use of resources. There’s always room for agility and intuition but effective BD operators make use of data and market insights to identify prospects worth pursuing. And they know that success comes from a collaborative effort across the agency.
However, the best BD leaders will balance strategic acumen with an appreciation for creative thinking. It’s a crucial skill that has applications for pitches and presentations when you want to cut through and demonstrate the agency’s originality and the value it can bring to a client. You have to surface the unique properties of your agency and its expertise in fresh ways that capture client attention.
Join the fun
And finally, a BD person needs to be well-rounded and truly immersed and contributing to the industry. It’s true you get back what you put in and the connections and goodwill generated from activities like sharing thought leadership, mentoring, and promoting inclusivity will pay back in numerous ways.
Sue Fernando-Solini, commercial director at JAA Media sums up a BD leader when she says they exhibit: “Drive, enthusiasm, passion and a focus on process/innovation and a need to nurture others within their agency.”
The role is the pumping heart of an agency and is increasingly acknowledged as such. One of the ways it is recognized is by the long-established BD100 initiative and the associated awards for Business Developer of the Year and Rising Star – past winners have exhibited many of the attributes above with Ali Wallace, CEO at DNA, identifying the key qualities as “being a team player, being tenacious, and being a winner.”
Jason adds: “This year I am looking forward to seeing both the intelligence, charm, and persistence that goes with the role together with the added extra resourcefulness and creativity to cut through and achieve results against what has been a challenging economic backdrop.”
The awards are open for nomination and we’re looking forward to celebrating everyone who contributes to new business at the BD100 event to be held at Drum Labs in May.
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