Kyle Ferguson, CEO and co-founder of IdealRev, highlighted this gap during a recent discussion about building a Doer-Seller culture.
His central point was straightforward:
“We have to give them the tools and training to actually be successful at this.”
For AEC firms, that means moving beyond the instruction to “go develop business” and creating a practical system that helps people understand where to focus, who to contact, and how to start meaningful conversations.
Start With Empathy for the Doer
Marketing and business development professionals spend much of their time thinking about markets, positioning, lead generation, and relationships.
Project professionals often have a completely different daily reality.
They are managing schedules, coordinating teams, solving project problems, communicating with clients, and dealing with the immediate demands of delivery.
Expecting them to immediately adopt a business development mindset without support can create frustration on both sides.
Ferguson emphasized the importance of understanding where Doer-Sellers are starting from.
The objective isn't to assume they already know how to sell.
It is to help them develop the skills they need to participate in business development confidently.
Define the Target Before Asking People to Reach Out
One of the simplest ways to make business development more approachable is to narrow the target.
Instead of telling project teams to “build more relationships,” firms can identify a defined group of priority accounts and people.
That starts with questions such as:
- Which companies are we trying to develop?
- Why are they strategically important?
- Who are the relevant decision-makers?
- Which relationships already exist?
- Where are the gaps?
- Who on our team is best positioned to develop each relationship?
Ferguson suggested focusing on a relatively small group of priority companies rather than trying to pursue an entire market at once.
That focus makes the next step much more manageable.
Instead of: “Go find new business.”
The instruction becomes: “Here are the accounts we want to develop, here are the people who matter, and here's how we can help you start the relationship.”
Put the Research Burden in the Right Place
Modern sales and research tools can make it much easier to identify organizations and contacts.
Ferguson discussed tools such as ProjectMark, Apollo, and ZoomInfo as examples of platforms that can help teams research target companies and identify relevant people.
But an important distinction emerged from his discussion: not every project professional needs to become an expert in every business development tool.
Marketing and business development teams can often do much of the research and translate it into actionable information for the people who will actually build the relationship.
Identify
Markets, accounts, contacts, and context.
Build
Use expertise and relationships to create meaningful conversations.
The technology supports both sides.
Teach People How to Start a Relationship
Knowing who to contact is only the beginning.
One of the challenges Ferguson highlighted is that many technical professionals aren't sure what to say when they approach someone they don't know.
Questions quickly emerge:
- How do I start the conversation?
- What should I talk about?
- How do I avoid sounding like a salesperson?
- How much should I talk about my company?
- What questions should I ask?
- What makes someone want to continue the conversation?
These are learnable skills.
A Doer-Seller program can give project professionals frameworks for approaching conversations rather than expecting them to figure everything out through trial and error.
One principle Ferguson emphasized is particularly relevant:
Start with the other person.
Instead of opening with a description of your company and everything it does, look for something relevant to the prospect — a project, market move, business development, or challenge — and use that as the starting point.
That creates a more natural bridge into a conversation about how your firm might be useful.
Lead With Relevance, Not Generic Claims
Another insight from Ferguson's discussion was the importance of evidence.
Generic statements such as “we're the best,” “we prioritize quality,” or “we never cut corners” don't tell a prospective client much.
Relevant experience does.
A stronger approach is to demonstrate familiarity with the prospect's environment through:
- Similar projects
- Similar clients
- Relevant market experience
- Specific challenges
- Useful observations
- Knowledge that can help the prospect
The goal is not to make a bigger claim.
It is to make the conversation more relevant.
Give Before You Ask
Ferguson's example also highlighted the value of providing something useful before asking for the next step.
That could be an observation about a market, a useful perspective on a project, an introduction, or relevant experience.
Create value before asking for value.
For Doer-Sellers, this can make business development feel less like “selling” and more like the relationship-building they are already comfortable doing with clients and industry peers.
Make the Next Step Clear
A relationship-building conversation still needs momentum.
Once a useful exchange has happened, there should be a logical next step.
- A follow-up conversation
- An introduction
- A coffee meeting
- A project discussion
- Sharing a relevant resource
- Learning more about the client's upcoming plans
The objective isn't to force a sales conversation.
It is to create a reason for the relationship to continue.
Make CRM Adoption Relevant to the Doer
The same principle applies when firms introduce CRM technology.
People naturally resist tools that feel like additional administrative work.
Ferguson offered a useful way to frame the conversation: don't explain only why leadership wants a CRM. Explain how the system can solve a problem the individual already experiences.
For a project manager, that might mean being able to quickly find the right subcontractor contact when a project issue arises.
For a principal, it might mean knowing which relationships need attention.
For a business development professional, it might mean having a clearer view of target accounts and relationship activity.
The value proposition changes depending on the person using the system.
That is a critical part of change management.
From Tools to Confidence
The ultimate goal isn't simply to give Doer-Sellers access to technology.
It's to make business development feel achievable.
People become more confident when they know:
Who
Who to contact.
Why
Why they're contacting them.
What
What to say.
Value
How to provide value.
Next
What to do next.
Once people have that structure, early successes can reinforce the behavior.
A reply to an outreach message, a new introduction, or a useful client conversation can show a project professional that business development isn't an abstract responsibility. It is a skill they can develop.
The Takeaway
AEC firms don't need every project professional to become a traditional salesperson.
They do need to equip the people closest to clients with enough structure and support to contribute to business development.
That means:
- Define the target.
- Identify the right people.
- Provide relevant context.
- Train people on how to start conversations.
- Give them practical tools.
- Focus on providing value.
- Create a clear next step.
- Make relationship information visible.
As Doer-Sellers build confidence, the organization gains more than individual business development activity. It gains a broader network of people capable of strengthening client relationships and opening new doors.
About Kyle Ferguson
Kyle Ferguson is the CEO and co-founder of IdealRev, where he focuses on sales and business development, including lead generation and relationship-driven approaches to winning new business.
The insights in this article are based on points Ferguson shared during a recent discussion about building a Doer-Seller culture in modern AEC firms.
