More Than a Smile: Rethinking the BD Role in the AEC Industry

Being the Ears, Eyes, Mouth, Face, and Brain – The Changing Role of Business Development

“I don’t usually meet with BD people.” That comment, shared by a friend and client, wasn’t intended as a jab—but it stuck. Because in many corners of the AEC world, business development is still seen through an outdated lens: social, surface-level, and separate from strategy. That perception needs to shift.

While we’ve moved beyond the “golf-and-lunch” caricature (at least, we should have), remnants of that stigma still shape how BD professionals are viewed—and sometimes how they view themselves. But today’s BD leaders need to be far more than the face of the firm. They should be the brain—and the ears, eyes, and mouth, too.

The Outdated View: BD as Just the Face Historically, the BD role was rooted in visibility. Go to the events. Shake the hands. Smile. Make the connections. But visibility without value doesn’t move the needle anymore. Clients don’t want small talk; they want smart insights.

The Modern View: BD as Strategic Connector Today, the role is far more nuanced. Here's how it breaks down:

• Ears: Great BD pros listen more than they talk. They show up to learn what keeps the client up at night and bring that intel back to the firm.

• Eyes: They observe dynamics—body language, internal alignment, project priorities—that inform the pursuit and strategy.

• Mouth: Communication is key. BD professionals should be able to articulate not just the firm’s value, but also how that value intersects with a specific client’s needs. And that means being an active voice in meetings—not just a passive presence.

• Face: Yes, showing up still matters. Being seen in the market, building familiarity, and being the connector is critical—but only when layered with knowledge, context, and contribution.

• Brain: Strategy is where BD shines. The BD leader should help shape where the firm is going—not just who they’re talking to. This means:

  • Understanding the market

  • Asking sharp, strategic questions

  • Knowing when and how to challenge technical teams

  • Offering insights that influence go/no-go decisions, messaging, and positioning

Clients Are Smarter. So We Should Be, Too. With digital access to case studies, project teams, client reviews, and market trends, clients don’t rely on BD meetings to get the basics. When they agree to meet, they want something more: insight, attention, alignment. That means we, as BD professionals, must show up prepared to talk less about us and more about them.

The Seat at the Table BD professionals are no longer just schedulers or socializers. They’re strategists. And if a firm is serious about growth—whether quantitative or qualitative—its BD leader should have a seat at the leadership table. Not as an accessory, but as a voice.

The Takeaway:

The next-gen BD professional isn’t just the firm’s handshake. They’re its lens, its voice, and its compass. So yes—get out to the events. Enjoy the coffee and the golf if it fits. But show up with insights, with intention, and with a deep understanding of how to drive real value—for your clients and your firm.