Director of Business Development
2 days ago
Denver
BUSINESS DEVELOPMENT \n Role Requirements & Steps for Success \n Applies to: Business Development Managers and Directors of Business Development \n The standard: Own the opportunity from initial research through executive approval and close. At every stage, provide accurate information, sound judgment, and clear next steps that improve Kleen-Tech’s ability to win profitable, recurring business. Role Purpose\n The primary responsibility of this role is to identify, qualify, pursue, and close new business within the assigned territory. Business Development is expected to proactively create opportunities and build relationships that lead to profitable, recurring service contracts for Kleen-Tech. \n One-time services—including High Access Solutions, pressure washing, construction clean-up, and similar project work—may be used to establish a relationship, demonstrate capability, and earn credibility. These services should support, rather than replace, the long-term objective of securing recurring contracts. Required Outcomes\n · Develop a healthy pipeline of qualified opportunities within the assigned territory and target vertical markets. \n · Build relationships with the people who influence, evaluate, approve, and manage the buying decision. \n · Advance opportunities with timely, fact-based information and a clearly defined next step. \n · Partner effectively with Solution Design and Operations to develop operationally sound, competitively priced solutions. \n · Close profitable, recurring business that aligns with Kleen-Tech’s capabilities and growth strategy. Core Job Requirements1. Research and Qualify Target Organizations\n · Identify the organization’s vertical market, locations, business activities, and facility profile. \n · Evaluate financial condition, growth trends, and other indicators of long-term opportunity quality. \n · Confirm that the opportunity fits Kleen-Tech’s geography, service capabilities, operational capacity, and financial objectives. 1. Map the Client and Build the Relationship\n · Identify each stakeholder’s name, title, role in the decision process, and degree of influence. \n · Understand the client’s priorities, pain points, service expectations, risks, and definition of success. \n · Develop and maintain meaningful contact with decision-makers, influencers, users, procurement, and other relevant stakeholders. \n · Clearly describe the strength of each relationship and the actions required to improve it. 1. Define and Qualify the Opportunity\n · Document the location, scope, service requirements, timing, and desired outcome. \n · Determine whether the opportunity is a competitive bid, negotiated opportunity, or relationship-led pursuit. \n · Identify the incumbent provider, length of incumbency, known performance issues, and likely competitive advantages or barriers. \n · Determine union versus non-union requirements and whether services will be self-performed or subcontracted. \n · Identify special requirements, including equipment, background checks, wage rules, bonds, penalties, insurance, security, or compliance obligations. \n · Identify deal risks, open questions, decision criteria, budget considerations, and the client’s selection process. 1. Develop a Fact-Based Solution\n · Translate client needs and site conditions into a clear, customized service solution. \n · Provide verified data to support wages, productivity rates, labor hours, material costs, equipment, subcontractor costs, and other pricing assumptions. \n · Work with Solution Design and Operations to confirm that the proposed solution is executable, competitive, and financially responsible. \n · Understand and accurately use the JBS costing model; identify assumptions that require review or adjustment. 1. Communicate, Collaborate, and Document\n · Record research, calls, emails, social engagement, meetings, commitments, and next steps in the designated system. \n · Keep opportunity details accurate and current so team members can act without having to reconstruct the history. \n · Share relevant intelligence promptly with Solution Design, Business Development, and Operations. \n · Participate in required live and recorded training and apply the learning to active opportunities. \n · Communicate clearly, professionally, and with enough detail to support timely decisions. Steps Necessary to Be Successful\n 1. Target: Build a focused list of organizations that match Kleen-Tech’s ideal client profile, priority verticals, geography, and service capabilities. \n 1. Research: Learn the organization, facilities, financial condition, stakeholders, current provider, and likely business needs before outreach. \n 1. Connect: Use calls, email, networking, referrals, in-person activity, and social selling to create relevant conversations and earn access. \n 1. Discover: Ask thoughtful questions to understand current conditions, pain points, decision criteria, budget, timing, stakeholders, and desired results. \n 1. Qualify: Confirm fit, urgency, access, competitive position, operational feasibility, financial value, and a credible path to a decision. \n 1. Collaborate: Engage Solution Design and Operations early, share complete information, and assign clear owners and deadlines for outstanding items. \n 1. Design and Cost: Develop a customized solution supported by verified labor, productivity, materials, equipment, compliance, and risk assumptions. \n 1. Review and Approve: Present the opportunity and costing model clearly during financial review. Walk the executive team through the facts, assumptions, risks, recommendation, and requested decisions. \n 1. Propose and Advance: Deliver a clear, client-focused proposal, respond promptly to questions, manage objections, and maintain an agreed next step and decision date. \n 1. Close and Transition: Secure the agreement, document final commitments, and provide Operations with a complete handoff that protects the client relationship and service launch. Opportunity Readiness Standard\n Before an opportunity is presented for financial review or final approval, the Business Development lead must be prepared to answer the following: \n · Why is this organization a strong fit for Kleen-Tech? \n · Who is involved in the decision, and what is our relationship with each person? \n · What business problem or service need are we solving? \n · What is the client’s process, timeline, budget context, and decision criteria? \n · Who is the incumbent, and what is our competitive position? \n · What solution are we recommending, and why will it work? \n · Which costing assumptions are verified, and which remain open? \n · What operational, contractual, compliance, or financial risks must be addressed? \n · What is the next step, who owns it, and when is it due? \n Expectation of ownership: As a result of disciplined research, outreach, discovery, and documentation, the Business Development lead should be the most knowledgeable person in Kleen-Tech regarding the client relationship and the opportunity. Information must be complete, current, fact-based, and presented clearly enough for the team to make confident decisions. Measures of Success\n · Consistent prospecting and relationship-building activity within the assigned market. \n · Accurate, timely, and complete opportunity documentation. \n · A qualified pipeline with clear stages, values, probability, next steps, and expected decision dates. \n · Effective collaboration with Solution Design, Operations, and executive leadership. \n · High-quality proposals built on verified assumptions and sound operational plans. \n · Profitable recurring revenue, strong client transitions, and responsible use of Kleen-Tech resources.
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