From Technical to Tactical — What It Really Takes to Build Business in Architecture & Engineering Firms
In an increasingly competitive and uncertain market, architecture and engineering firms are being forced to rethink how they pursue work, position their expertise, and build sustainable pipelines. Business development is no longer an add-on or a reactive function — it has become a strategic discipline that sits at the intersection of leadership, market positioning, and long-term firm growth.
In this conversation, we sit down with Nate Simpson, Principal of Nate Simpson Business Development, and Dhruv Soni, Business Development and Pursuits Manager at BDP Quadrangle — two practitioners who came to business development through deep technical experience. With backgrounds in fire protection engineering and architectural practice, Nate and Dhruv bring a grounded, practice-informed perspective to the front end of project generation: from integrating marketing and BD, to coaching technical teams, making first contact in new markets, and shaping pursuit and partnership strategies.
Together, they offer a candid look at what business development really looks like inside AEC firms today — not as salesmanship, but as a structured, relationship-driven system that aligns strategy with action. From culture and systems to proposals, partnerships, and persistence, this discussion explores what it takes to build credibility, momentum, and resilience in an evolving professional landscape.
Oomph: Let’s start with your journeys.
You both began in technical roles — Nate in fire protection, Dhruv as an licenced architect — and then pivoted into business development. What drew you toward the BD side of practice, and how did your technical backgrounds shape the way you now think about growth?
Dhruv: What many may not know is that I started in business school before I entered architecture. I’ve always viewed the profession of architecture through the lens of business development and operations, not just design. So you can imagine how perplexed I was when I sat through a one-week crash course in business development throughout my seven years in architecture school. In reality, we practice architecture unless we understand the fundamentals of operating a practice of architecture.
Working on large, complex projects across healthcare, education and commercial in local and global markets proved to me how broad the architect’s role really is. We are big thinkers who focus on uplifting society through the built-environment; yet we also focus on perfecting our craft through detailing and output specifications. We are project managers, coordinators, client liaisons, community facilitators, climate champions and integrators of disciplines. Yet the perceived value of architects outside the profession is often reduced to “drawings and renderings.”
That gap — between the real value architects bring and what clients think architects do — is what pulled me toward business development. I wanted to help articulate and protect the value of architecture. For me, business development is simply another form of design: instead of designing buildings, you’re designing the systems, relationships, and strategies that allow the practice to thrive.
Nate: My path was almost the opposite. I spent over fifteen years deeply rooted in the technical world of building and fire codes, working with owners, developers, architects, engineers, and on a wide array of projects across Canada and in the USA. But as I advanced, I became increasingly curious about the “headwaters” of projects: Where do the ideas and opportunities begin? How do projects get funded? Procured? Approved? How does work actually flow toward the technical team?
I always enjoyed helping clients navigate the fire protection and life safety requirements of building and fire codes – to see their design visions come to life, or to help them address compliance issues. I loved the technical work — and still miss it — but I also realized I had a strong pull toward understanding the front end of project generation. Eventually, I took a role that blended technical delivery with BD responsibilities, and that confirmed it for me: I wanted to be involved at the beginning of the process, influencing opportunities rather than just receiving them. I then moved into a fully BD-oriented role, as Manager of Business Development for a leading Canadian fire protection engineering firm.
That curiosity turned into a career. Today, on the consulting side, I help firms uncover opportunities, strengthen systems, and build BD structures that actually support growth. My technical background gives me credibility and insight — but BD allows me to influence the journey long before a project reaches a technical team.
Integrating BD and Marketing
Oomph: When these two functions operate in sync — strategy guiding pursuit, and pursuit informing strategy — firms build momentum that’s focused and sustainable. How do you approach that integration? How do you ensure marketing informs BD, and BD informs marketing?
Dhruv: BD and marketing have a symbiotic relationship. One cannot function without the other, no matter the size of the firm — five people or five hundred.
“At its core, BD is responsible for the growth strategy. Where do we want to be financially in terms of forecasted revenue and runway? Which markets do we want to penetrate in terms of regions and sectors? What does our long-term plan looks like and how is our business plan enabling that? What levers will we use to differentiate ourselves and most importantly – how can we bring the best value to our clients? ”
Once that strategic direction is set, marketing serves as the voice and tone of that strategy — through targeted campaigns, thought leadership, brand positioning and communication.
Business Development researches the market: sector trends, competitive landscape, growth patterns, technology investments, and client needs. That intelligence informs the business plan and the marketing plan. In turn, marketing sharpens the message and reinforces the BD strategy across all touchpoints. It works both ways: BD informs marketing by setting direction, focus, and priorities. Marketing informs BD by bringing insights and brand clarity.
Oomph: What you’re describing is firm-specific — in many firms, marketing actually leads that research and strategic framing. But the key is alignment, regardless of who runs point.
Dhruv: Exactly. The structure varies by firm, but the principle is constant: BD and marketing must operate as one system, not two separate silos.
Nate: I completely agree with Dhruv. Many firms still misunderstand BD — they treat it as a vague mix of marketing, networking, and sales. But BD and marketing are distinct skill sets that need to be aligned intentionally. My first step with any client is an assessment: What BD activities exist today? How mature is the firm’s planning and BD culture? What is their marketing infrastructure? Do people understand the distinction between BD and marketing? Where are the gaps in communication?
“Integration only works when there is clarity of roles, strong communication, and a shared strategy. BD generates insights from outreach; marketing interprets and amplifies them; both must adjust based on real-world feedback.”
If an outreach campaign isn’t resonating, marketing needs to refine its messaging. If marketing sees an emerging sector trend, BD needs to evaluate and incorporate it into pursuit plans. The loop must stay open. When BD and marketing operate in alignment, firms stop acting reactively and begin acting deliberately.
Building a BD Strategy from the Ground Up
Oomph: If a firm doesn’t have a formal BD program, where should they start? What foundational elements must be in place before tactics begin?
Nate: You must start with the foundations — and I mean the real foundations. Before sector targets, revenue forecasts, or pursuit lists, a firm must clarify: the organizational “why”: why the firm exists, what the founders were passionate about, what the lived mission and values truly are. This is not a poster-on-the-wall exercise. It’s the grounding force that informs the vision, the mission, the brand, and every strategic decision down the line.
Once that foundation is set, everything becomes much more clear: identifying target clients, setting revenue goals, selecting sectors or regions, determining service expansion opportunities, aligning marketing with BD.
A well-built strategy has alignment up and down the chain, allowing anyone in the firm to ask:
“Why are we doing this? How does it connect to who we are and what we’ve committed to achieving?” Only after that foundation is set should the firm move into tactical planning.
Dhruv: I agree completely — clarity of ‘why’ is essential. But I would add another layer: culture.
“You need a culture of BD before you can build a strategy for BD. ”
That includes hiring those who understand the value of business development, developing BD literacy across all seniority levels, providing mentorship opportunities for emerging leaders, giving staff visibility into the firm’s growth plan, encouraging everyone to understand the firm’s voice, values, and key differentiators. Architecture and engineering are relationship-based fields. The strongest champions are within your firm — your project managers, designers and emerging leaders. They have the greatest impact on how the firm is perceived since they are in constant dialogue with clients and collaborators – leverage them by instilling your culture of business development.
A structured BD strategy also requires systems: a CRM system, pursuit pipeline tracking, client touchpoint tracking, market intelligence, a cadence of outreach, reporting and follow-up discipline. Without a CRM or centralized system, you’re essentially running BD on sticky notes — and you can’t grow that way. BD strategy is both cultural and structural. You need both.
Coaching the Technical Team
Oomph: Licensed professionals are problem-solvers first. How do you coach or support technical staff to engage in BD conversations without feeling forced into “selling”?
Dhruv: This goes back to culture. The best firms don’t treat BD as something separate from the practice — they see BD as an integral part of the client experience. Technical staff need to understand what the firm stands for, who we serve, what problems we help clients solve, what the growth plan looks like, what role they personally play in relationship-building. Their role is not to “sell” in the traditional sense. Their role is to be in constant dialogue with clients during projects and especially between projects. Clients trust technical leaders when those leaders show genuine curiosity about the client’s world. The more technical and project teams understand their clients’ business objectives, pain points, constraints, and aspirations, the more naturally they can support BD.
Nate: I see the need and opportunity for everyone to participate in BD, even though not everyone has BD role responsibilities.
“There is enormous, untapped potential in technical staff, both for their own growth and for the firm’s. As long as there’s a supportive culture and training, technical staff can learn how to recognize opportunities in conversations, feed insights back into the BD team, build rapport with clients, ask the right questions, represent the firm at events, and participate in relationship building. ”
Training can be informal — coaching before a meeting or debriefing afterward — or more structured, such as a series of workshops or BD mentorship programs. One of the most important things is ensuring technical staff never feel like they’ve been “thrown in.” They need clarity, tools,, empathy-driven coaching, and leadership that sets the example.
The Hardest Part: First Contact
Oomph: Cold outreach with no referral, no common contact, no event — just a name and a reason to connect. How do you approach that first touch?
Dhruv: First contact is like a first date — it needs to be authentic. Yes, you represent a firm, but the prospect needs to get to know you first. It’s a human-to-human interaction.
It’s important to lead with genuine curiosity, ask questions to understand their challenges, and be interested in their goals and priorities. Everyone has problems they’re trying to solve. If you can help — even in small ways — you’ve already created the foundation for trust. Not every first attempt works, and that’s okay. You need specific follow-ups and have a rigor for your future conversations. The industry is small. You will cross paths again.
Nate: The foundation is research — deep research. Understand the prospect’s context, their market pressures, their likely pain points or opportunities. Only then can you craft a first outreach that is relevant, respectful, focused and empathetic.
Cold outreach often requires six to eight touches to secure a meeting. Those touches should vary — phone, email, LinkedIn, introductions. There is no one-size-fits-all tool; you must match the tool to the situation. Calls can be remarkably powerful because they stand out in an email-saturated world.
“But whatever medium you use, keep it short, focused on one point, clear about the ask, and respectful of the person’s time. Outreach should always bring value, even if that value is simply insight, an article, or awareness of an event. The goal of first contact is not to sell — it’s to open a door.”
But whatever medium you use, keep it short, focused on one point, clear about the ask, and respectful of the person’s time. Outreach should always bring value, even if that value is simply insight, an article, or awareness of an event. The goal of first contact is not to sell — it’s to open a door.
Gaining Traction in New Sectors or Regions
Oomph: Once first contact is made, how do you start building credibility — especially where your firm isn’t known?
Dhruv: Always view yourself as a problem solver and think long-term, not transactionally. Credibility comes from demonstrating that you understand the client’s challenges, their work, and their interests; that you have insight into their world; or that you can connect them with the right partners or expertise to help them succeed.
“As well, to build a relationship, invite your clients into your world, by participating in early-stage design charrettes and feasibility planning sessions. This includes business cases, innovation or research-based discussions so they understand how you function and approach design. And I’ll say it again: stay connected between projects. BD is a long-term relationship game, not a one-off transaction. The strongest relationships with a particular client is carried forward through many years by many people within the firm and not just one BD lead.”
This also goes back to your business plan. If this client represents a market and/or sector that you’ve identified as a target growth area, then create a formal strategy that supports the business plan. This includes sponsorship, speaking opportunities, publishing thought leadership pieces, producing marketing collateral that supports the BD strategy.
Nate: Traction requires commitment and presence. You can’t “dip in and out” of a new sector or region and expect success. You must become part of that community — attending events, building alliances, showing up consistently.
Leadership involvement is crucial. A BD person alone cannot establish a presence in a new market. Executives need to be present too. Where possible, look for ways to build a relationship ladder — connecting the client’s team at multiple levels to staff within your organization, so the relationship becomes resilient and not dependent on one person.
Traction is built intentionally through consistency, presence, following through, offering value and demonstrating leadership commitment. There is no shortcut.
The Strategy Behind Proposals and Partnerships
Oomph: BD also lives in proposals, teaming, and pursuit strategy. How do you approach opportunity selection and partnership formation — especially in new sectors or regions?
Dhruv: We value relationships immensely — especially when entering new markets. We approach partnerships through the lens of what’s best for the project and what supports our win themes.
Typically, we partner with firms that have a strong presence, understand the client, bring complementary expertise, and align with our values and culture — firms we genuinely enjoy working with. The partnership narrative grows stronger over time as partners deliver well together, with each successful project strengthening the pursuit story for the next.
“Some of the most important factors in partnership strategy are: alignment of values, trust at the leadership level, compatibility in delivery styles, and shared expectations. Partnerships only work when the relationship is grounded in trust. And trust takes time — built through first contact, traction, collaboration, and consistency.”
Lessons from the Field
Oomph: What’s one BD lesson you learned the hard way — something you’d want every emerging BD professional or firm leader to know?
Nate: Too often, business development roles are burdened with responsibilities that dilute their impact. Firms hire a BD professional and then assign an overly broad mandate — spanning proposals, marketing, communications, and even operations — without sufficient support. The result is predictable: the work suffers, and so do the people doing it.
The lesson: commit to a BD-specific function. A BD professional needs the ‘space’ and the organizational support to engage in effective BD — outreach, cultivation, relationship building, strategy. Without that focus, the firm loses out on growth opportunities, and the BD personnel burn out.
Dhruv: My biggest lessons are leadership lessons:
Take responsibility for your team’s missteps and give them credit for your successes.
Leadership is a selfless act.Advocate for Business Development.
Just as architects must articulate the value of architecture, BD leaders must articulate the value of Business Development.Iterate constantly.
Wins and losses are both learning opportunities. Debrief every pursuit, diversify internal input, and apply the feedback to the next opportunity.
Finally, I’ll say it again: Architects can only practice architecture if we understand how to run the practice of architecture.
