When a business development seat is filled without definition, the person inside it is often set up to fail silently—and the damage can ripple across the company.
The Downward Spiral of the Undefined Role
Constant Pivoting:
Without clear expectations, the BD hire jumps from one project to another—sales calls one week, event planning the next, social media brainstorming the third.
Invisible Wins, Loud Losses:
They might generate traction, warm up leads, or nurture partnerships—but since there’s no clear scoreboard, none of it “counts.” Leadership starts questioning value.
Blocked from Impact:
Without access to decision-makers or alignment with marketing/sales strategy, the BD pro ends up spinning wheels without momentum.
Feedback Void:
The company doesn’t know what good looks like in this seat—so the only feedback is “we’re not sure what you’ve been doing,” even when the hire has been doing a lot.
Blame Without Blueprint:
Eventually, the narrative becomes: “It’s not working.” But it was never designed to work. The BD hire burns out or exits, and the org loses time, trust, and potential.
What Business Development Really Is
Business development isn’t just another version of sales—it’s a hybrid seat that acts as a connector, initiator, and strategist. At Go Savvy Social, we view BD as the dynamic bridge between marketing, sales, and relationship building. The BD seat is the most misunderstood because it lives in the nuance:
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It's not closing the deal, but it starts the relationship.
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It's not running campaigns, but it informs the creative.
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It’s not managing sales reps, but it opens doors they walk through.
BD professionals are usually the ones turning heads, reading the room, identifying gaps, and getting the conversation started. They’re the “what’s next” thinkers who don’t just sell products—they sell possibilities.
10 Core Competencies of a Business Development Seat
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Strategic Outreach – Pinpointing and approaching high-opportunity leads.
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Partnership Cultivation – Creating relationships that go beyond one transaction.
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Lead Qualification – Determining which contacts are sales-ready or long-term nurture.
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Content Collaboration – Sharing insights to help shape marketing messaging.
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CRM Hygiene – Making sure the data tells a story.
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Market Research – Understanding trends and translating them into opportunity.
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Cross-Department Liaison – Acting as glue between marketing, ops, and sales.
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Pipeline Nurturing – Keeping early-stage leads warm.
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Thought Leadership – Representing the brand publicly and authentically.
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Feedback Looping – Bringing intel back to leadership to influence strategy.
What Should an Organization Request Instead?
If you're hiring for business development, request outputs with definition. Here’s what you should build into the role:
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Scope of Work:
Define exactly what “business development” covers: outreach, partnerships, CRM development, thought leadership, events, lead gen, etc.
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Activity-Based Metrics:
Track relationship outreach, leads engaged, events planned, partnerships nurtured—not just closed sales.
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Collaboration Touchpoints:
Require regular alignment with sales and marketing leaders. BD is not a solo seat—it thrives in integration.
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Quarterly Reporting:
Ask for quarterly highlights, growth conversations opened, industry insights gathered, and referrals sourced. Build clarity over time.
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Strategic Contributions:
Invite the BD rep into campaign planning, content ideation, or product feedback loops. Make them part of the strategy—not just the execution.
Don’t hire a BD unicorn and then give them a blurry map.
Define the mission. Align the measures. Support the journey.
That’s how business development becomes a growth engine—not a ghost seat.