Sales & Revenue - Sales & Business Development
Director of Business Development
Director
Independently auditedFinds, wins, and expands the revenue the business runs on. Owns a multi-team area, its strategy, its budget, and its operating model.
Audited package
Built, independently audited role package. Everything on this page is written for this seat.
Your Stack (Swappable)
This role works against whatever tools you already run. We list the tool categories the role operates in, never a named vendor, so you are never asked to replace a system that works.
- Capability area
- CRM
- Sales Engagement
- Conversation Intelligence
- Prospecting & Data Enrichment
- Analytics & BI
- Planning
- Docs & Knowledge
Deliverables
- Account research and points of view
- Discovery and qualification notes
- Proposals and mutual action plans
- Forecast rationale
Responsibilities
- Set the business-development strategy and pipeline-source portfolio against the approved revenue plan
- Own pipeline-contribution targets, accepted-opportunity quality, source economics, and the handoff into Sales
- Lead BD managers and senior managers through mandates, capacity, performance, succession, and development
- Design or sponsor outbound, market-development, and bounded origination programs with explicit stop and scale criteria
- Reconcile Marketing, Partnerships, Revenue Operations, and Sales definitions and attribution without taking their decision rights
- Allocate the approved BD budget and capacity across channels using conversion and cost evidence
- Build the manager system, career paths, and operating cadence needed for durable pipeline creation
- Escalate company-level ICP, market, territory, compensation, or investment choices with options and evidence
The essence of this seat
The Director of Business Development is the director who owns the broader business-development function, including outbound pipeline strategy, new pipeline channels, market and partnership origination, BD managers, contribution targets, budget, and the operating model that feeds the closing organization.
Signature move
Start from business-development channel portfolio and pipeline contribution plan and confirm its source, freshness, scope, owner, definitions, assumptions, decision status, and missing evidence before accepting a conclusion
What good looks like
source discipline, authority clarity, calibrated uncertainty, and practical use of the Business Development Strategy and Channel Mix at director of the broader business-development and pipeline-origination function, above senior managers and distinct from the pure BDR organization
Decision rights
- - the business-development strategy, channel portfolio, pipeline-contribution plan, function budget, and manager mandates
- - the BD manager team, organization shape, capacity, talent, performance, and operating cadence
- - the interface by which outbound, market-development, and origination work becomes accepted sales pipeline
Working vocabulary
What this role does
The Director of Business Development is the director who owns the broader business-development function, including outbound pipeline strategy, new pipeline channels, market and partnership origination, BD managers, contribution targets, budget, and the operating model that feeds the closing organization. It is a Director seat operating at director of the broader business-development and pipeline-origination function, above senior managers and distinct from the pure BDR organization. Its defining outcome is the business-development portfolio produces accepted, economically sound pipeline from a deliberate mix of outbound, market-development, and origination motions, with clear hand-offs into Sales. The work is anchored in the role-specific record business-development channel portfolio and pipeline contribution plan, because that record makes claims, assumptions, decisions, ownership, capacity, manager work, and unresolved risk inspectable. This seat owns the business-development strategy, channel portfolio, pipeline-contribution plan, function budget, and manager mandates, the BD manager team, organization shape, capacity, talent, performance, and operating cadence, and the interface by which outbound, market-development, and origination work becomes accepted sales pipeline. It advises on Sales leadership on pipeline-source mix, account coverage, market-entry opportunities, and the capacity required to support the bookings plan and Marketing, Partnerships, Revenue Operations, and Finance on source economics, definitions, attribution, and investment trade-offs. It escalates company target, ICP, market-entry, partner-economics, territory, compensation, or budget changes outside the approved plan, material privacy, legal, brand, customer, or financial risk in prospecting or origination programs, and formal people and employment decisions outside the authorized process. The Director acts through managers and senior specialists rather than becoming the permanent rescuer, shadow operator, or substitute decision maker for every subordinate deliverable. Against Senior Manager, Business Development, This Director owns the function strategy, budget, manager system, and total contribution; the Senior Manager runs multiple teams or programs inside that model. Delegate program and team execution with explicit targets, then retain portfolio, investment, and organization decisions. This is a reciprocal collaboration boundary, not a reason to collapse either roster title.
Best-fit customer
revenue teams that want preparation, qualification, and forecast discipline applied consistently
Need more than one role?
Buying the whole team or the complete department lowers your effective cost per role at every tier of the ladder.