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OPINION
AEC firms use seller-doers, business developers, or both, and the best model depends on buyer preferences and firm capabilities. Is a seller-doer model right for your firm?
P rofessional services firms often approach sales differently than other industries. Law firms and accounting firms, for instance, often require staff to bring in their own business. It is a tried and true model as old as the professions, and the generic term for these professionals is “seller-doer.” Within the built environment – architecture, engineering, construction, environmental, construction management, and related firms – many firms employ a similar model.
Scott D. Butcher, FSMPS, CPSM
In general, companies utilize one of these models:
business development representative, business development manager, business development director, or something similar. Combination seller-doer and business developer. Firms employing this model rely on both higher-level technical staff to conduct business development (seller-doers) while also employing dedicated sales professionals. Seller- doers typically focus on generating repeat work from existing clients, while business development staff generate business opportunities with prospective new clients.
■ Exclusively seller-doer. These firms have no dedicated sales (business development) staff, and staff members in certain positions are required to bring in work for the firm. These positions may include president/CEO, vice president, principal, partner, project executive, project manager, lead architect (or engineer or designer, etc.), superintendent, and estimator. ■ Exclusively dedicated business developer. With this model, firms rely on sales professionals to generate work, whether calling on existing clients or new clients. Typical positions include
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See SCOTT BUTCHER, page 6
THE ZWEIG LETTER DECEMBER 15, 2025, ISSUE 1613
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