Sales Manager Now

Fractional Sales Management for Design-Build Firms

You built this firm on exceptional craft and trusted relationships with a core group of architects, GCs, and developers — but your BD team isn't opening new client relationships at the rate your growth requires, and you're still the one who has to make the calls when a significant project opportunity comes up.

Let’s get your business to the next stage of growth.

BOOK A FREE INTRO CALL

The question is: what's your next move? Should you invest in more technology and lean operations, or in your revenue-generating department so they'll be more efficient and effective? — this is where we come in.

The Diagnosis

The Real Cost of a BD Team That Isn't Opening New Client Relationships

When You're Still the One Who Makes the Calls to Architects and GCs

Your BD reps maintain the relationships you handed them — but when did one last open a new GC or architect relationship from scratch? When your owner's network plateaus, so does the pipeline.

Preparing Proposals for Projects You Were Never Going to Win

Without a defined project profile, BD reps chase every opportunity regardless of fit or win probability. That's Hopeium — deals with just enough life to stay in the pipeline, but never close.

Cutting Scope Instead of Defending Your Value

When a developer pushes back, BD reps fold on price rather than defending your specialized value — fabrication precision, proven lead times, your track record. That's a race to the bottom nobody wins for long.

BOOK A FREE INTRO CALL

The Fix

Why You Probably Shouldn't Hire a VP (Yet)

The Old Way

The Full-Time Trap

Hiring a $180K VP of Business Development from a large commercial construction firm is a math error for a 4-person specialty trade BD team.

  • Brings a corporate BD playbook built for a firm with a marketing budget and established brand — neither transfers to a regional specialty trade shop.
  • Spends the entire sales budget on their salary — nothing left for the reps, the tools, or the outreach that produces new relationships.
  • Tendency to become the star closer — limiting the development of your current BD reps.
  • Too much role for a 4-person BD team — they get bored and move on when the scope doesn't match their ambitions.

Fractional Advantage

We Implement. We Don't Just Advise.

  • ICP Clarity & Prospect Qualification

    We define the right project profile, client type, and opportunity criteria — and enforce them. BD reps stop spending 30 hours on proposals for projects they can't win and start protecting their time for the architects, GCs, and developers worth developing.

  • New Relationship Activity Accountability

    We hold BD reps accountable for the leading indicators of new business development: new architect, GC, and developer contacts initiated per week, specification meetings completed, and first meetings booked with new client relationships.

  • Value Selling Coaching

    We coach BD reps to articulate your firm's specialized capabilities — fabrication precision, lead time reliability, proven track record — to the decision-maker comparing you to a cheaper generalist.

  • Account & Territory Assignment Strategy

    We align BD reps to the client types and project categories where they have the highest development potential — based on background, communication style, and hunter instincts.
BOOK A FREE INTRO CALL

Our Methodology

No Magic. Just Process.

  1. Stop the Bleeding

    We audit where BD reps are spending their time and how much is going to proposals they can't win. ICP criteria installed — project type, client profile, win probability — so reps stop chasing every RFP and protect their time for the relationships worth developing.

  2. Build the Engine

    We install a weekly rhythm built around new relationship development — not just proposal updates. We track contacts initiated, spec meetings completed, and first meetings booked. A rep with no new outreach shows up before it becomes a pipeline problem.

  3. Scale & Consult

    We build comp structures that reward new acquisition over existing revenue — so reps are incentivized to hunt. We coach value selling against cheaper competitors. When it's time to grow, we help you hire genuine hunters.

Scope of Work

What We Actually Do

We don't just "consult" or give advice. We take over the functional management of the sales department.

BOOK A FREE INTRO CALL

  • Weekly Sales Team Meetings

    Accountability to activity and results reviewed, coaching and learning from each other. Issues solved and next actions set.

  • Prospect Qualification

    We establish and enforce criteria for which project opportunities the team pursues — so BD time goes to architects, GCs, and developers worth developing, not every inbound RFP.

  • Accountability Tracking

    We track new relationship development activity: architect and GC contacts initiated per week, specification meetings completed, and first meetings booked with new developer relationships.

  • Hiring Support

    When it's time to grow the team, we screen for genuine hunters — not estimators or project coordinators given a development title.

How can you manage my BD team if you've never read an architectural spec or been on a design-build job site?

Your BD reps already know how to read a spec and navigate a design-build selection process. You need us to know Sales Management.

We manage attitude, activity, and conversations. We hold BD reps accountable for new relationship outreach, project qualification, proposal follow-up, and pipeline advancement — none of which requires knowing the difference between Type I and Type IV construction classification.

Your team handles the technical credibility. We provide the structure that converts it into signed contracts.

  • A dedicated sales manager embedded in your sales and company team
  • A clear, customized sales plan—plus someone to make sure it happens
  • Coaching and accountability that drive performance
  • Consistent systems for pipeline, reporting, and team rhythm
  • Leadership that frees you up to focus on the business, not just the sales team

Underneath it all is our Fractional Management proven framework consisting of Five Key Tenets—a practical approach that aligns your sales team with your business goals, compensation, systems, and culture. It’s how we turn good reps into a great team.

Trusted. Proven. —Built for Small Business.

  • BBB A+ Accredited
  • 19+ Years of Fractional Experience
  • 70+ Sales Teams Served Since 2006
“We didn’t just grow revenue—we built a culture of accountability and momentum.”
— Toby Wiik CEO - Standard Filter
“The transparency impressed me. The pricing was clear, the process was simple, and there was no song and dance. It felt like a partnership from the start.”
— Travis Dillard, CEO - Inflow Communications
“If you’re looking for somebody who’s going to really dig in and be a part of your business and understand your strategy, it’s a no‐brainer. I’d go with Sales Manager Now.”
— Michael Schneider, CEO - Bender Insurance Solutions
“Our manager coached people as much as metrics, so performance improved through better habits, confidence, and communication”
— Edward Johnson, VP Construction Risk - Bender Insurance Solutions
“Hiring Sales Manager Now has given me the ability to focus on growing the business, and having a part-time sales manager has just been a game-changer for us.”
— Steve Quirk, CEO - Quirk’s Media
“We learned that a fractional manager with 100% focus is far better than a full-time manager with only 25% focus.”
— John Ciniglio, CEO - TopTec Event Tents

Let's Just Talk.
No Pressure.

Our work fits best when you have an outside BD team responsible for proactively developing new relationships with architects, GCs, developers, and property owners — not just managing existing project accounts or responding to inbound bid solicitations.

If your model is primarily responding to bid solicitations or your BD people are essentially estimators with a development title rather than hunters building new client relationships, we'll tell you honestly that our process probably isn't the right fit.

But if you need a system to grow beyond your current plateau, let's look at your pipeline together.

FAQ

What does this cost, and when will I see results?
Our fees are typically 60–70% less than what you'd pay a full-time VP of Business Development with comparable experience. Most design-build and specialty trade firms start seeing measurable changes in BD rep behavior — more consistent new relationship outreach, better-qualified proposal conversations — within the first 60–90 days. The bigger shift, where new projects are closing without your personal involvement in every client relationship, usually takes 6–12 months. Changing business development habits and building real accountability with a team that has operated without structure takes time. Anyone who tells you otherwise is selling you something.
How do you manage my BD Team without knowing how architectural specifications or design-build contracts work?
We manage the sales process — not the technical content. Your BD reps know how to read a spec, how to navigate a design-build selection process, and how to talk to a GC project manager or architect principal. What they often lack is consistent new relationship development discipline, clear project qualification criteria, and a manager who holds them accountable for proactive outreach — not just proposal follow-up on opportunities that already came to them. We've managed outside sales and BD teams in construction, professional services, distribution, and technical industries. The discipline of business development transfers. Your product knowledge and AEC expertise aren't going anywhere — they stay right where they belong, with your team.
How long do I have to commit to this fractional management model?
We don't lock people into long-term contracts, because that's not how we want to earn trust. The expectation is a 12-month engagement to see the full value — culture change in your BD function, new relationship development discipline, and consistent new project momentum don't happen in 90 days. But we don't hold you captive. If after 6 months the fit isn't right, we'll have that conversation directly.
What does a typical week look like for my BD team?
Each week we run pipeline reviews with your BD reps — reviewing every active project pursuit, tracking new outreach activity, and coaching on specific opportunities in progress. Monthly, we run one-on-ones with each rep focused on their development and long-term performance, not just deal status. We also work directly with you on team structure, compensation design, and hiring when the time comes. What we're not doing: going on client calls for your reps, reviewing architectural drawings, or managing project execution. Our job is to make your BD team better at opening and developing new client relationships — and to get you out of that process.
Is this right for my size firm?
Our model works best for design-build and specialty trade firms with $3M–$20M in revenue and 2–8 outside BD reps or business development managers responsible for proactively developing new relationships with architects, GCs, and developers — not just maintaining existing accounts or responding to inbound project inquiries. If your firm has no dedicated BD function, or all project revenue flows through the owner's relationships and inbound referrals, our process probably isn't the right fit and we'll tell you that directly. The firms that get the most from this engagement are the ones with real BD people who just haven't had consistent management and clear expectations behind them.
We have a small, relationship-driven team. I'd need you more involved than a few hours a week — how does that work?
This is the objection we hear most from design-build and specialty trade owners, and we understand why. In a relationship-driven business, it can feel like every client interaction requires your personal presence or deep industry knowledge to be effective. But results come from structure, not surveillance. A well-run weekly pipeline review and a focused monthly one-on-one does more for a BD rep's performance than a manager who checks in every day but never sets clear expectations or holds anyone accountable for new outreach activity. Our goal is a BD team that develops client relationships consistently on their own — not one that needs us in the room to function. If what you need is someone embedded daily, that's usually a signal something else is wrong, and we'd need to have an honest conversation about whether this engagement is the right fit.
How long before my BD team actually changes?
The first 60 days are about getting in step — understanding your BD team, your key client relationships, your project types, and where the real gaps in new relationship development are. Days 30–90 are when we start tuning: ICP criteria for projects and clients, pipeline tracking KPIs, meeting cadence. By month 3, your BD reps know what's expected and have a process they're held to. The behavioral shift — where reps are consistently doing proactive new relationship outreach without being pushed — typically takes 6 months. Reliable new project momentum from new client relationships: 12 months. We won't tell you it'll happen faster than that.
We built this business on architect and GC relationships — can fractional sales management actually work for us?
That's exactly the type of business this works best for. Relationship-driven firms are the ones most likely to be stuck at a plateau — because the relationships are already there, but nobody has built a system to develop new ones consistently. Most of the design-build and specialty trade owners we talk to describe the same situation: great reputation, great work, but the project pipeline is really just the owner's personal relationship history. Our job isn't to replace those relationships. It's to help your BD team build their own — systematically, consistently — so the firm's growth doesn't depend entirely on yours.