Why | Business Development

Why do we do what we do?

Many companies start new ideas full of enthusiasm: spin-outs, subsidiaries, departments for new technologies. But all too often, business plans emerge that are more wishful thinking than market reality – nice Excel sheets that don’t hold up in practice. After a year, the sobering crisis meeting usually follows.

At the same time, many companies are fighting for survival. The market is changing rapidly, new competitors appear, disruptive technologies are reshaping entire industries. Companies are forced to take new paths – not out of curiosity, but out of necessity. Yet without experience in business development, without a clear growth strategy, without thorough market analysis and customer focus, they quickly end up in a dead end.

This is exactly where a Business Developer comes in. His role is to work closely with management and the team to provide answers to questions such as:

Which business opportunities are truly realistic?
How can new customers be won and existing relationships strengthened?
Which investments secure sustainable revenue growth?
Where are the greatest risks – and how can they be minimized?
How can the company achieve the necessary readiness for growth?

A Business Developer combines strategic foresight with operational execution. He identifies market potential, develops partnerships, supports sales in new customer acquisition, and creates the foundation for measurable growth.

👉 The result: investments are used more effectively, revenues rise, risks decrease, and opportunities are seized faster.
👉 Executives, board members, and employees can focus on their daily goals – with the confidence that someone is looking outward, monitoring the competition, and asking the decisive questions in time.

The crucial question is not: “Can we afford a Business Developer?” But rather: “Can we afford not to have one?”

A Business Developer is not a cost center. He is the strategic partner who protects companies from bad decisions, generates new revenues, secures survival, and builds long-term competitive advantages.

Die Realität in vielen Unternehmen

Many companies start new ideas full of enthusiasm: spin-outs, subsidiaries, departments for new technologies. But all too often, business plans emerge that are more wishful thinking than market reality – nice Excel sheets that don’t hold up in practice. After a year, the sobering crisis meeting usually follows.

At the same time, many companies are fighting for survival. The market is changing rapidly, new competitors appear, disruptive technologies are reshaping entire industries. Companies are forced to take new paths – not out of curiosity, but out of necessity. Yet without experience in business development, without a clear growth strategy, without thorough market analysis and customer focus, they quickly end up in a dead end.

This is exactly where a Business Developer comes in. His role is to work closely with management and the team to provide answers to questions such as:

Which business opportunities are truly realistic?
How can new customers be won and existing relationships strengthened?
Which investments secure sustainable revenue growth?
Where are the greatest risks – and how can they be minimized?
How can the company achieve the necessary readiness for growth?

A Business Developer combines strategic foresight with operational execution. He identifies market potential, develops partnerships, supports sales in new customer acquisition, and creates the foundation for measurable growth.

👉 The result: investments are used more effectively, revenues rise, risks decrease, and opportunities are seized faster.
👉 Executives, board members, and employees can focus on their daily goals – with the confidence that someone is looking outward, monitoring the competition, and asking the decisive questions in time.

The crucial question is not: “Can we afford a Business Developer?” But rather: “Can we afford not to have one?”

A Business Developer is not a cost center. He is the strategic partner who protects companies from bad decisions, generates new revenues, secures survival, and builds long-term competitive advantages.

Was macht ein Business Developer?

Many companies start new ideas full of enthusiasm: spin-outs, subsidiaries, departments for new technologies. But all too often, business plans emerge that are more wishful thinking than market reality – nice Excel sheets that don’t hold up in practice. After a year, the sobering crisis meeting usually follows.

At the same time, many companies are fighting for survival. The market is changing rapidly, new competitors appear, disruptive technologies are reshaping entire industries. Companies are forced to take new paths – not out of curiosity, but out of necessity. Yet without experience in business development, without a clear growth strategy, without thorough market analysis and customer focus, they quickly end up in a dead end.

This is exactly where a Business Developer comes in. His role is to work closely with management and the team to provide answers to questions such as:

Which business opportunities are truly realistic?
How can new customers be won and existing relationships strengthened?
Which investments secure sustainable revenue growth?
Where are the greatest risks – and how can they be minimized?
How can the company achieve the necessary readiness for growth?

A Business Developer combines strategic foresight with operational execution. He identifies market potential, develops partnerships, supports sales in new customer acquisition, and creates the foundation for measurable growth.

👉 The result: investments are used more effectively, revenues rise, risks decrease, and opportunities are seized faster.
👉 Executives, board members, and employees can focus on their daily goals – with the confidence that someone is looking outward, monitoring the competition, and asking the decisive questions in time.

The crucial question is not: “Can we afford a Business Developer?” But rather: “Can we afford not to have one?”

A Business Developer is not a cost center. He is the strategic partner who protects companies from bad decisions, generates new revenues, secures survival, and builds long-term competitive advantages.

Was macht ein Business Developer?

Many companies start new ideas full of enthusiasm: spin-outs, subsidiaries, departments for new technologies. But all too often, business plans emerge that are more wishful thinking than market reality – nice Excel sheets that don’t hold up in practice. After a year, the sobering crisis meeting usually follows.

At the same time, many companies are fighting for survival. The market is changing rapidly, new competitors appear, disruptive technologies are reshaping entire industries. Companies are forced to take new paths – not out of curiosity, but out of necessity. Yet without experience in business development, without a clear growth strategy, without thorough market analysis and customer focus, they quickly end up in a dead end.

This is exactly where a Business Developer comes in. His role is to work closely with management and the team to provide answers to questions such as:

Which business opportunities are truly realistic?
How can new customers be won and existing relationships strengthened?
Which investments secure sustainable revenue growth?
Where are the greatest risks – and how can they be minimized?
How can the company achieve the necessary readiness for growth?

A Business Developer combines strategic foresight with operational execution. He identifies market potential, develops partnerships, supports sales in new customer acquisition, and creates the foundation for measurable growth.

👉 The result: investments are used more effectively, revenues rise, risks decrease, and opportunities are seized faster.
👉 Executives, board members, and employees can focus on their daily goals – with the confidence that someone is looking outward, monitoring the competition, and asking the decisive questions in time.

The crucial question is not: “Can we afford a Business Developer?” But rather: “Can we afford not to have one?”

A Business Developer is not a cost center. He is the strategic partner who protects companies from bad decisions, generates new revenues, secures survival, and builds long-term competitive advantages.

Was kostet Business Development – und was kostet es, keinen zu haben?

Many companies start new ideas full of enthusiasm: spin-outs, subsidiaries, departments for new technologies. But all too often, business plans emerge that are more wishful thinking than market reality – nice Excel sheets that don’t hold up in practice. After a year, the sobering crisis meeting usually follows.

At the same time, many companies are fighting for survival. The market is changing rapidly, new competitors appear, disruptive technologies are reshaping entire industries. Companies are forced to take new paths – not out of curiosity, but out of necessity. Yet without experience in business development, without a clear growth strategy, without thorough market analysis and customer focus, they quickly end up in a dead end.

This is exactly where a Business Developer comes in. His role is to work closely with management and the team to provide answers to questions such as:

Which business opportunities are truly realistic?
How can new customers be won and existing relationships strengthened?
Which investments secure sustainable revenue growth?
Where are the greatest risks – and how can they be minimized?
How can the company achieve the necessary readiness for growth?

A Business Developer combines strategic foresight with operational execution. He identifies market potential, develops partnerships, supports sales in new customer acquisition, and creates the foundation for measurable growth.

👉 The result: investments are used more effectively, revenues rise, risks decrease, and opportunities are seized faster.
👉 Executives, board members, and employees can focus on their daily goals – with the confidence that someone is looking outward, monitoring the competition, and asking the decisive questions in time.

The crucial question is not: “Can we afford a Business Developer?” But rather: “Can we afford not to have one?”

A Business Developer is not a cost center. He is the strategic partner who protects companies from bad decisions, generates new revenues, secures survival, and builds long-term competitive advantages.