How to contract a Business Development Director

Engaging a business development director (BDD) is, in some ways, similar to the process of finding a good Non-Executive Director.

A good BDD must be able to understand quickly your company’s aims, objectives, products and services, have access to any/all research and become privy to/part of the Directorate’s development planning. Look for independence of spirit, but avoid appointing someone who wishes to work independently and for more than one client; a BDD must be 100% focused on developing your company.

Don’t appoint the ‘salesperson-with-attitude’. Appoint a strategic thinker with a proven track record of implementing marketing, PR and communications initiatives and projects. Avoid being impressed by someone from a big name corporate. Do they have the multiple skills and mind-set which will be required to deal with the many aspects of a project and also the ability to work solo as well as with a small team, most likely on a small budget?

Decide what you want from the relationship and the outcomes you wish to achieve in the short, medium and long term. The abilities of a Business Development professional to think strategically and see the wider picture are of great significance but are often overlooked by too much focus on the fine detail of a specific functional role. Start by analysing the skills/experience which are required to strengthen the existing team. The BDD will reflect your Company’s image so don’t be afraid to aim high in the quality stakes. Look for ‘agents of change’ and give them the opportunities to bring about beneficial changes – involve the Board from the outset to minimise resistance.

Check that the BDD does not have any conflicts of interest in working with your company. If you are worried about the cost of engaging the best person for the job and cash is tight, consider utilising shares. Ensure the fee is appropriate for the amount of time committed. Get good value by ensuring the BDD is used correctly and that he/she contributes fully – plan their time with you, and ensure they are provided with adequate resources and support.

Create mutually agreeable objectives and measured performance but recognise that a lot of their contribution may not be visible in the short term. An ineffective Business Development professional can be more of a problem/distraction than simply an addition to the overheads! Approach the arrangement in a professional way: don’t offer ridiculous ‘commission-only and share-option’ contracts and hope for a quality candidate and one with loyalty.

Length of appointment must be discussed at the outset (anticipate a 2-3 year contract). There should be a formal review plan with the understanding that “the BDD should be the engine driving the business forward and upward; the CEO is the driver; the CFO the money-holding, clock-watching passenger; and the Company Secretary watches for road signs”.

A BDD should be a core part of the Management Team/Directorate and, should the company expand, they should not be casually replaced with separate experts once targets are met. On the other hand, a BDD who is successful with SMEs may not be so successful once a company grows to a larger, corporate size, therefore detail your agreement of appointment with short, medium and long-term vision”.

A BDD can make a real contribution and represent excellent value for money; they are often worth two or more ‘specialists’ due to their expertise in various disciplines. As with any senior appointment, time and effort spent on appointing the right person will reap dividends. Obviously a mutually rewarding relationship is the aim.