Business Development
Enterprise business development
Full-cycle business development for an HR technology company, from prospecting through contract execution.
- Client
- HR technology company
- Year
- 2024–2025
- Category
- Business Development
- Role
- Business Development Associate
- Value of new-business opportunities supported
- ¥100M+Value of new-business opportunities supported
- Annual sales target achieved
- 140%Annual sales target achieved
Project-scope indicators, not personal achievement claims.
Overview
Enterprise sales and account work covering prospecting, lead generation, proposal development, client relationship management and contract execution.
Context
Enterprise buyers required tailored solutions and long sales cycles, with coordination continuing from first contact through to implementation.
Challenge
Long cycles and multiple internal stakeholders on the client side meant deals stalled without consistent follow-through and clear internal coordination.
Scope
Scope
- Prospecting and lead generation
- Proposal development and solution shaping
- Client relationship management
- Contract negotiation and execution
- Handover coordination into implementation
Team
Team
- [CONFIRM TEAM SIZE]
Stakeholders
Sales leadership, product, implementation and client-side decision makers.
Role and ownership
What the organization delivered
The company sold and implemented HR technology solutions for enterprise clients.
What I personally owned
- Ran prospecting and lead generation activity
- Developed proposals shaped around client requirements
- Managed client relationships through the sales cycle
- Coordinated contract execution and handover into implementation
What resulted
- Contributed to new-business opportunities pursued and closed during this period
- Achieved 140% of annual sales target
Operating model
Solution shaped to requirement
Proposals were built from the client's stated constraints rather than from a standard deck.
Continuity through the cycle
The same relationship carried from first contact through contract and into implementation handover.
Tools and systems
- CRM pipeline management
- Proposal development
- Contract workflows
Risks and constraints
Risks and constraints
- Long enterprise sales cycles
- Multiple decision makers with differing priorities
- Requirement changes during negotiation
- Handover gaps between sales and implementation
Key decisions
- 01
Coordinate the handover, do not just close
Staying involved through implementation handover protected the relationship past signature.
Deliverables
Deliverables
- Qualified pipeline
- Tailored client proposals
- Executed contracts
- Implementation handover documentation
What changed
Client relationships continued past the point of sale rather than resetting at handover.
Lessons learned
- Enterprise deals are lost to silence far more often than to objections.
- The handover is part of the sale, not the end of it.
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