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My last firm had someone they hired explicitly to do this. The person was a salesman through and through; mostly b2b enterprise IT sales. He had tons of connections in the industry, but he simply didn't understand consulting and how a consulting firm works. He wound up leaving because he just couldn't grasp that selling people/work is very different than IT hardware and software.
Fundamentally, selling a service is different than a product. If you're going to hire a salesman to help you, choose carefully and understand that it's inherent that they'll be a typical snake oil salesman.
We have biz dev people who find opportunities . Can’t say the model works very well
At Guidehouse, everyone is responsible for BD/sales. By Manager it is a requirement that you have a pipeline.
I technically have a pipeline but like 70%+ of it is initially developed by partners or directors 🤷🏻♂️. In my eyes it’s somewhat unrealistic for managers, or really anyone with delivery responsibility, to be identifying opportunities outside of their (mostly) immediate area.
Slalom makes their managers sell. They have targets and are less focused on the project day to day and more about growing the account and finding new accounts. Makes it better for consultants since they have more autonomy and the company grows.
I know this happens at SAP they have sales and presales people.
Dabbled with Client Relationship Executives doing sales work to mixed success
We do have sales SM and D