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Remote
Remote only
Strategic Growth Partners (SGP), a government contracting advisory firm, provides a full suite of support services (Shared Services) to the organization, including growth support led by SGP's Chief Growth Officer (CGO).
The organization wants one senior seller who brings in new work for the whole company rather than for a single business unit. SGP is hiring a Senior Vice President (SVP), Business Development, employed by SGP and dedicated full time to the organization, to lead business development and own revenue day to day. The SVP, Business Development reports to the organization's President & COO, with a dotted line to SGP's CGO.
The SVP, Business Development finds, qualifies, and wins new federal work for every business unit in the organization. The role leads outreach to agencies, primes, and teaming partners; builds and manages the qualified pipeline; leads capture on priority pursuits; and brings each pursuit to its bid/no-bid review with a written recommendation. The SVP, Business Development works inside the BD process that the business unit leads own together with SGP, and draws on SGP's proposal, pricing, marketing, and market intelligence teams for support. Business unit leads keep ownership of their P&L and their day-to-day customer delivery relationships. Results are reported monthly to the President & COO and SGP's CGO.
RESPONSIBILITIES:
• Sell across the whole company. Find and pursue opportunities for every business unit, and match each opportunity to the unit, or combination of units, best placed to win it.
• Own the revenue number. Carry the annual new-business revenue target agreed with the President & COO and SGP's CGO, and keep a written plan for closing any gap to it.
• Build the target list. Recommend target agencies, buying offices, and contract vehicles for each business unit, working with the business unit leads and SGP's market intelligence support so the units do not compete with one another.
• Lead outreach. Meet agency program and contracting staff, small business offices, primes, and teaming partners every month, and log every contact in the CRM.
• Build and manage the pipeline. Qualify every opportunity against the agreed pipeline stages and entry criteria, keep each record in the CRM current, and review the pipeline with each business unit lead every month.
• Lead capture on priority pursuits. Write the capture plan, shape the solution and teaming approach, gather customer intelligence, and work with SGP's pricing team on price-to-win.
• Bring pursuits to bid/no-bid. Present each pursuit at its gate review with a written recommendation, and carry out the decision recorded in the bid/no-bid memo.
• Support proposals through submission. Hand each approved pursuit to SGP's proposal team with a complete capture package, take part in color reviews, and confirm the win themes reflect what the customer said.
• Build teaming and partner relationships. Identify primes, subcontractors, and mentor-protégé partners that close capability gaps or open new contract vehicles, and lead teaming discussions with the business unit leads.
• Protect recompetes. Track every contract due for recompete, start capture early, and coordinate with the business unit lead who owns the customer relationship.
• Work with SGP's marketing team. Supply the customer and market input SGP's marketing team needs for capability statements, SAM/DSBS profiles, and event plans, and recommend which events are worth attending.
• Report monthly. Deliver a monthly report to the President & COO and SGP's CGO covering pipeline, submissions, awards, and progress against the revenue target, by business unit and company total.
• Learn from every award decision. Complete a win/loss debrief after each award decision, and feed the lessons into the next capture plan.
PERFORMANCE MEASURES
The SVP, Business Development will be measured against the following items, all reported monthly by business unit and company total. Numeric targets will be set with the President & COO and SGP's CGO once baseline data are in the shared CRM.
Measure
Target
New-business revenue booked
Value of new awards against the annual revenue target: TBA
New opportunities added
Qualified opportunities entered in the CRM each month: TBA
Dollars added to pipeline
Total value of opportunities added each month: TBA
Total qualified pipeline
Open pipeline value at month end: TBA
Pipeline coverage
Qualified pipeline as a multiple of the annual revenue target: TBA
Proposals submitted
Count and dollar value submitted each month: TBA
Bid/no-bid recommendations
Every pursuit presented at a gate review with a written recommendation
Awards won
Count and dollar value awarded each month: TBA
Win rate
Trailing 12 months, by count and by value: TBA
Recompetes
Share of contracts due in the next 12 months that are retained: TBA
Customer and partner meetings
Meetings held each month and logged in the CRM: TBA
Monthly report
Delivered to the President & COO and SGP's CGO every month, by business unit and company total
QUALIFICATIONS:
Required
Ten or more years of federal business development and capture experience, with a record of personally winning new work across multiple agencies.
A record of carrying and meeting an annual new-business revenue target.
Experience selling for a company with more than one business line, and matching each opportunity to the business line best placed to win it.
Working knowledge of the SBA 8(a) program and the rules for tribally owned entities, including sole-source authority, set-asides, and affiliation.
Experience positioning companies on major contract vehicles such as OASIS+, SEWP, and STARS III.
Experience leading capture through a formal, gated process such as Shipley, and working with proposal and pricing teams through submission.
Experience negotiating teaming agreements with primes and subcontractors.
Disciplined CRM use and experience reporting pipeline results to executives.
Bachelor's degree.
BD FUNCTIONS AND SUPPORT
The SVP, Business Development sells for every business unit in the organization. Each business unit lead continues to own the P&L performance of the unit and the day-to-day delivery relationship with its customers, and the BD process is owned by the business unit leads together with SGP. The table below shows who leads each BD function and who supports the SVP, Business Development.
BD Function
Ownership and Delivery
Revenue and new-business target
Owned by the SVP, Business Development. Target set with the President & COO and SGP's CGO.
Outreach and relationships
Led by the SVP, Business Development.
Pipeline and CRM
Managed by the SVP, Business Development in the shared CRM. Supported by the BD Operations Manager.
Capture management
Led by the SVP, Business Development on priority pursuits. Supported by the Capture Managers.
Market intelligence and targets
Recommended by the SVP, Business Development with the business unit leads. Supported by the Market Intelligence Analyst.
Bid/no-bid decisions
Recommended by the SVP, Business Development. Decided at gate reviews under the BD process owned by the business unit leads and SGP.
Proposals and pricing
Delivered by SGP's proposal and pricing teams, with capture input from the SVP, Business Development.
Marketing and brand
Delivered by SGP's marketing team, with customer and market input from the SVP, Business Development.
BD process and governance
Owned by the business unit leads together with SGP.
P&L performance
Owned by the business unit leads.
SGP is committed to hiring and retaining a diverse workforce. We are proud to be an Equal Opportunity/Affirmative Action Employer, making decisions without regard to race, color, religion, creed, sex, sexual orientation, gender identity, marital status, national origin, age, veteran status, disability, or any other protected class. We are committed to a collaborative, inclusive environment that encourages authenticity and fosters a sense of belonging. We are also committed to providing accommodations for persons with disabilities.
