The Evolving Role of the Business Development Manager in 2025: New Responsibilities and Skills

Major Takeaways: Business Development Manager

Digital-First Outreach Is Now Standard

• Over 80% of B2B sales interactions now happen in digital channels, requiring business development managers to lead with remote-first strategies and virtual tools.

Strategic Thinking Matters More Than Ever

• BDMs are expected to identify new markets and growth opportunities, acting as key contributors to company-wide revenue strategy and long-term planning.

AI Tools Enhance Efficiency and Personalization

• 81% of sales teams use or experiment with AI, helping BDMs automate lead scoring, optimize outreach, and deliver personalized experiences at scale.

Hybrid Selling Models Drive Higher Results

• 9 in 10 companies plan to keep hybrid sales models in 2025, requiring BDMs to blend in-person engagement with digital selling for maximum reach and ROI.

Skills Must Blend Soft and Tech Expertise

• Business development managers now need a combination of consultative selling, CRM fluency, project management, and cross-functional collaboration to succeed.

Salary Ranges Reflect Rising Demand

• Average salaries for BDMs in the U.S. range from $85K–$105K, with senior roles in tech surpassing $150K+ in total compensation through commissions and bonuses.

Clear Distinction from Sales Manager Roles

• BDMs focus on creating new opportunities and opening markets, while sales managers focus on closing existing deals and managing sales teams.

Career Path Offers Executive-Level Growth

• With strong performance, BDMs can advance to Senior BDM, Director of Business Development, and VP or Chief Growth Officer roles over time.

Introduction

What does it take to grow a business in 2025? If your first answer is “leads,” “strategy,” or “partnerships”,  you’re absolutely right. And at the center of all three sits the modern Business Development Manager (BDM).

Today’s BDM is no longer just a cold caller or deal starter. They’re a data-savvy, tech-enabled relationship architect guiding long-term growth strategy. They bridge marketing and sales. They blend strategic thinking with real-time execution.

As we navigate 2025, the role of the business development manager (BDM) has transformed significantly from years past. 

In our experience working with B2B companies globally, we’ve seen the business development manager’s responsibilities expand well beyond traditional prospecting. 

Today’s BDMs are strategic orchestrators of growth, leveraging technology, data, and cross-department collaboration to achieve revenue goals. They’re operating in a business environment where 80% of B2B sales interactions occur in digital channels and where nearly three-quarters of B2B buyers are Millennials or Gen Z – demographics that expect seamless, tech-enabled buying experiences (5). 

In this post, we’ll break down how the BDM role has evolved in 2025, exploring the new responsibilities, required skills, compensation trends, and how these managers collaborate within the sales ecosystem. Each section starts by answering a key question and is backed by recent data and expert insights.

Whether you’re a CMO, VP of Sales, or other B2B leader, understanding the modern BDM role is crucial. It can inform your hiring, training, and go-to-market strategies, ensuring your business development efforts are aligned with today’s buyer expectations. Let’s dive into what a business development manager really does in 2025 and how they drive growth in an ever-changing B2B landscape.

Business Development Manager Job Description in 2025: Key Responsibilities

A business development manager in 2025 is responsible for driving a company’s growth by finding and pursuing new business opportunities, while also strategically planning for long-term revenue expansion. In practical terms, this means BDMs act as the link between a company’s product or service and potential markets or partners. They generate business leads and assist in strategic growth planning, often passing qualified opportunities to sales teams (like account executives) to close deals. Unlike a decade ago – when the role might have been narrowly focused on cold calling – today’s BDM must wear many hats. Here’s an overview of core responsibilities and duties that appear in a modern business development manager job description:

• Market Research & Strategy: Continuously analyze market trends, emerging customer needs, and competitor moves to identify where new business can be developed. A BDM conducts in-depth research to pinpoint future business opportunities and untapped segments. For example, they might study a new geographic market’s demand or track an industry shift (like sustainability) that could create a sales opportunity. This strategic insight guides which markets or verticals the company should target next.
  
• Lead Generation & Prospecting: Perhaps the most visible part of the BDM’s role is proactively seeking out potential clients and initiating contact. This involves everything from networking and social selling (leveraging LinkedIn and industry events) to overseeing outbound campaigns via cold calls and emails. BDMs often work closely with Sales Development Representatives (SDRs) or marketing teams to ensure a steady flow of qualified, sales ready leads into the pipeline. Notably, BDMs today recognize that buyers use multiple channels before engaging – in fact, B2B buyers now use about 10-12 different channels in their journey, up from just 5 a few years ago. As such, business development managers coordinate omnichannel outreach strategies that may include email sequences, LinkedIn outreach, phone calls, and even personalized content (14). (At Martal, we’ve found that combining cold calling, cold emailing, and LinkedIn messaging – a tiered omnichannel approach – yields significantly higher lead conversion rates, which aligns with broader industry data.)
  
• Building Relationships and Partnerships: BDMs serve as relationship-builders at heart. They cultivate connections not only with prospective customers but also with strategic partners (e.g. resellers, referral partners, or complementary businesses). This can mean attending industry conferences, networking events, and meetings to represent the company and open doors. Effective BDMs nurture long-term relationships by understanding each stakeholder’s needs and consistently providing value. These soft skills are vital – studies show that 86% of B2B buyers are more likely to purchase from companies whose reps understand their goals (18). By listening and aligning solutions to the client’s challenges, a BDM builds the trust needed to win new business.
  
• Negotiating and Closing Deals: While much of the heavy “closing” is often handled by sales executives or account managers, business development managers frequently take deals through the early and mid stages of the sales cycle. They present proposals, handle initial negotiations on pricing or terms, and work to overcome objections. In many cases (especially in smaller companies or for strategic deals), the BDM may also close the deal and secure the contract. This requires strong negotiation skills and persuasive communication, balancing the client’s requirements with the company’s interests. For instance, a BDM might negotiate a partnership agreement or large enterprise contract, which entails understanding legal terms and ensuring mutually beneficial outcomes.
  
• Strategic Planning & Internal Collaboration: A distinguishing feature of the BDM role is its cross-functional nature. Business development managers collaborate with various departments – sales, marketing, product development, finance, and even customer success – to align growth efforts with overall company strategy. They might work with marketing on targeting the right audience (since business development and marketing alignment is critical for a seamless buyer experience), or with product teams to tailor offerings for new markets. BDMs often participate in setting sales targets and quotas, and then devise the strategies to achieve them. Internally, they report on business development initiatives to senior management, sharing metrics like sales pipeline growth, revenue from new partnerships, and expansion into new markets.
  
• Project Management & Execution: When new business initiatives are identified (such as launching a product in a new region or entering into a partnership), BDMs frequently lead or coordinate those projects. They ensure that these initiatives move from concept to reality – defining objectives, creating action plans, and coordinating teams (sometimes even overseeing a small project team). This calls for solid project management skills to keep initiatives on track and aligned with company goals. For example, if a BDM secures a strategic alliance with another firm, they might manage the rollout of that partnership program, working with legal, marketing, and ops to execute deliverables.
  
• Performance Tracking & Reporting: Successful business development is data-driven. BDMs use CRM software and analytics tools to track the status of leads, opportunities, and deals through the pipeline. They monitor key performance indicators such as number of new leads generated, conversion rates, and revenue closed from new business. Regular reporting is part of the job – BDMs often prepare weekly or monthly reports for leadership, highlighting progress against growth targets and pipeline forecasts. This analytical aspect is growing in importance; BDMs must interpret the data to refine their strategies. (It’s telling that one of the top hard skills for BDMs today is CRM proficiency and sales funnel management, reflecting how integral tools and data are to the role.)

It’s clear that the business development manager’s responsibilities are broad and dynamic. On any given day, a BDM might shift from an early morning strategy call about market expansion, to a midday demo with a prospect, to an afternoon of crafting a proposal or analyzing market research. They function as both hunters (seeking new opportunities) and strategists (planning how to capture those opportunities). This multifaceted nature makes the role exciting and, at times, challenging.

One major challenge is simply managing the complexity of modern B2B sales cycles. B2B deals now involve more stakeholders than ever – an average of 7.4 decision-makers per purchase – meaning BDMs must be adept at consensus-building and addressing varied concerns (7). Moreover, about 70% of the buyer’s journey is completed before a prospect ever talks to a sales rep, thanks to self-service research (7). Consequently, BDMs focus on being consultative advisors when they do engage, guiding informed buyers rather than starting from scratch.

Stat to Note: According to Gartner, 75% of B2B buyers would prefer a rep-free sales experience if it were feasible. In practice, this means many prospects want to gather information independently and only engage with sales/business development when absolutely needed (8). A skilled BDM recognizes this shift and ensures that when they step in, they add value beyond what the buyer has already learned online.

In summary, the business development manager job description in 2025 encompasses strategic market analysis, proactive outreach, relationship management, deal negotiation, and cross-functional leadership. BDMs are the architects of growth, stitching together the market’s needs with their company’s offerings. Next, we’ll explore how this role is evolving under new market conditions and what new responsibilities have emerged in the past few years.

The Evolving Responsibilities of BDMs in 2025: Adapting to a Changing Sales Landscape

The role of the business development manager is evolving in 2025, with new responsibilities emerging due to digital transformation, changes in buyer behavior, and the hybrid work revolution. 

How Has the BDM Role Evolved in 2025?

TL;DR: BDMs are now digital-first, hybrid-competent, and data-empowered. They’re relationship builders and tech translators.

In essence, BDMs today must adapt to how B2B buying has changed post-2020. Let’s break down the major shifts and how they’ve expanded the BDM’s scope:

• Embracing Digital and Remote Engagement: Perhaps the most notable change is the dominance of digital channels in business development. Traditional, in-person meetings and conferences have given way to video calls, virtual demos, and digital sales rooms. Gartner famously predicts that by 2025, 80% of B2B sales interactions between buyers and suppliers will occur in digital channels (5). We’re essentially at that point now – and BDMs are on the front lines of this digital selling environment. This means mastering tools like Zoom, virtual presentation platforms, and online collaboration spaces to engage prospects. It also means creating a compelling digital buyer experience. For example, some BDMs use digital sales rooms – shared online workspaces where they can personalize content for each buyer – because with so many interactions happening virtually, delivering an engaging experience is key to standing out. The data backs this: 77% of sales professionals now conduct more video meetings than ever before (a trend accelerated by recent years of remote work) (9). BDMs must be effective communicators over video and digital media, making sure their message lands even without a handshake or face-to-face lunch.
  
• Operating in a Hybrid Sales World: While digital rules, it’s not all remote – the new reality is hybrid. Companies have discovered that a mix of virtual and in-person selling is most effective. In fact, 9 out of 10 companies plan to keep hybrid sales models as the norm going forward (10). Business development managers are often responsible for deciding when to engage in person versus virtually and how to blend these approaches. For high-stakes deals or complex enterprise sales, in-person meetings may still be vital to build trust. But much of the initial outreach and email follow-up can happen remotely, saving time and cost. A hybrid-savvy BDM will, for example, conduct preliminary discovery calls via Zoom, then schedule on-site visits for final negotiations or demos for key stakeholders. This flexibility has clear benefits: companies using hybrid sales have seen up to 50% higher revenue growth compared to those sticking to a single channel approach. Moreover, the effectiveness of remote selling has been proven – 75% of sales teams in Europe and 74% in North America report that remote meetings are just as effective as in-person for maintaining customer relationships (7). So, the BDM’s responsibility is to leverage hybrid strategies to maximize reach and impact, picking the right approach for each stage of the business development process.
  
• Navigating the Buyer’s Empowerment and Self-Service Trend: B2B buyers today are independent and well-informed. They do extensive research on their own, often before engaging with vendors. For example, Forrester’s data shows that Millennials and Gen Z now make up 71% of B2B buyers, and these digital natives expect to self-educate through content, reviews, and online communities (6). Nearly half of all business purchases are now self-service transactions (via websites, marketplaces, etc.) without direct sales contact. What does this mean for BDMs? It creates a responsibility to act as “sense-makers” and consultants, rather than traditional salespeople. When today’s buyer finally connects with a business development manager, they’ve likely consumed a ton of information (product specs, case studies, competitor comparisons) and might even feel overwhelmed. Gartner notes that buyers are often overwhelmed by too much information, and leading sales organizations respond by helping buyers make sense of the info rather than just adding to the noise. BDMs now need to guide the buyer – clarifying value propositions, contextualizing the product’s benefits to the buyer’s specific challenges, and sometimes even advising if a solution isn’t the right fit (earning trust in the process). This consultative approach is a newer responsibility; it requires BDMs to be extremely knowledgeable and genuinely buyer-centric.
  
• Multi-Threaded, Omnichannel Outreach: As mentioned earlier, modern buyers hop across numerous channels. It’s now a BDM’s job to ensure their company has a presence and consistency across all relevant channels during the business development process. No longer can you rely on just phone or email. Research by McKinsey and others finds that B2B customers use a dozen or more channels to interact with suppliers during their journey – including email, phone, video, chat, social media, online forums, and in-person meetings. Consequently, business development management now entails orchestrating a cohesive omnichannel strategy. For instance, a BDM might engage a prospect via a LinkedIn message (social channel), follow up with an email containing a personalized case study link (online content), arrange a video call for a demo (video channel), and later meet at a trade show (in-person). Keeping track of and optimizing these touchpoints is a significant responsibility. It’s telling that top-performing companies equip their BDMs with technology to manage these interactions; many have advanced sales engagement platforms that sequence outreach across multiple channels and provide analytics on what’s working. The BDM must interpret those analytics and refine outreach accordingly – for example, noting if a prospect responds faster on LinkedIn vs. email and adjusting strategy to match. At Martal Group, we implement precisely this kind of omnichannel outreach on behalf of clients – blending cold calling, targeted emailing, and LinkedIn outreach in a synchronized way – which is exactly what an in-house BDM needs to manage if working solo.
  
• Alignment with Marketing and Product Teams: Another evolving aspect is the tight alignment needed between business development, marketing, and product development. BDMs in 2025 often act as a bridge between these departments. Why? Because delivering a seamless buyer journey and breaking into new markets requires all hands on deck. Marketing provides air cover through content and lead generation campaigns that warm up the market; product teams ensure the offering meets the market’s needs. The BDM sits in between, often feeding insights back to marketing (“These features are really resonating, let’s create a case study on it”) and to product (“Prospects in healthcare keep asking for XYZ integration”). In the era of younger, more demanding buyers, companies must coordinate marketing, sales (BD), and product to create a frictionless experience. As a result, BDMs spend more time in cross-functional meetings than before and share customer/market feedback internally. This internal advocacy is a newer responsibility – being the voice of the prospect within the company. For example, if a BDM consistently hears from prospects that pricing is a barrier at entry-level, they might work with product and finance to propose a new starter package. Or if marketing is launching a campaign, the BDM ensures the messaging aligns with what sales will say on calls, presenting a united front to the customer. The net effect is breaking down silos: business development managers now must be team players who understand marketing funnels, product roadmaps, and even customer success processes to some extent.
  
• Leveraging Technology and AI: Technology has always been part of a BDM’s toolkit (think CRM systems), but 2025 brings a new wave of tools, particularly around automation and artificial intelligence, that business development managers are expected to leverage. The modern BDM’s responsibility includes using AI-driven tools to work smarter – whether it’s an AI that researches prospects, tools that automate personalized outreach, or analytics that identify the most promising sales leads. According to Salesforce research, 81% of sales teams (which include BDMs) are either already using or experimenting with AI (15). Why? Because these tools can handle a lot of the grunt work (data entry, initial email drafts, lead prioritization) and free up BDMs to focus on high-level engagement. For instance, AI can analyze your CRM and highlight which leads are most likely to convert based on engagement patterns – a valuable assist for any business development rep figuring out where to spend time. BDMs are now often tasked with evaluating and adopting sales tech – it’s not uncommon for a BDM to champion a new sales enablement platform or an AI-powered prospecting tool if it means gaining a competitive edge. Being tech-savvy and adaptable to new software is definitely a new responsibility on their plate. We’ve integrated AI tools at Martal to augment our outreach (like using AI to personalize email opening lines at scale), and we see BDMs in many client organizations doing the same. It’s worth noting that organizations with AI-empowered sales teams are seeing results: one report found teams using AI achieved 1.3x higher revenue growth than those who didn’t (12). So a BDM who can harness technology effectively is immensely valuable.
  
• Focus on Long-Term, Sustainable Growth: While immediate lead gen and deals remain crucial, BDMs are increasingly responsible for long-term growth initiatives. This includes developing strategic partnerships and channels that may not pay off in a single quarter but set the stage for big gains. For example, a BDM might spend time forging a partnership with a complementary tech company – such a partnership could yield a steady stream of referrals a year from now. In 2025, many companies expect BDMs to think beyond “this month’s quota” and more about positioning the company for where the market is going. This strategic lens is sharpened by external factors: rapid technological changes, economic shifts, and evolving buyer values (e.g., younger buyers care more about a vendor’s sustainability and social impact). BDMs might now be involved in initiatives like co-creating solutions with clients or partners, exploring new business models, or contributing to corporate strategy sessions to share what growth opportunities they see on the horizon. In short, the modern BDM often functions as a mini-business unit leader – not just chasing one deal at a time, but shaping how the company will grow over the next 1-3 years.

Case in Point: At a macro level, 75% of B2B buyers now prefer a buying experience with no or minimal seller involvement (16). This startling stat doesn’t mean BDMs are obsolete; it means their role shifts to enabling that buyer-led journey. The BDMs who thrive are those who embrace this change – creating self-serve content, using data to sense when a buyer needs help, and stepping in as a trusted advisor at the right moment. In a sense, the BDM has become a curator of the buying process, responsible for making it as smooth and confidence-inspiring as possible, whether or not a salesperson is in the room.

In summary, the evolving responsibilities of business development managers revolve around digital engagement, hybrid selling, buyer enablement, omnichannel coordination, internal alignment, tech adoption, and strategic growth planning. The job has expanded from “find leads and close deals” to “architect an ecosystem where deals can happen continuously.” For B2B organizations, having a savvy BDM in this role means the difference between sticking to old playbooks and leaping ahead with modern sales strategies. Next, we’ll discuss what skill sets are required for BDMs to handle all these responsibilities effectively.

Essential Skills for Business Development Managers in 2025

To succeed in 2025, business development managers need a blend of advanced soft skills, strategic thinking, and digital savvy – essentially being part salesperson, part strategist, and part technologist. 

Top 10 Skills Every BDM Needs:

1. Strategic Thinking – Understand markets, trends, and growth paths.
   
2. Prospecting Expertise – Outbound is still king — but needs smarter execution.
   
3. Storytelling & Communication – Craft clear, relevant pitches.
   
4. Relationship Management – Build trust with buyers, even virtually.
   
5. Tech Savvy – Use tools like Salesforce, Outreach, Apollo, etc.
   
6. Data Literacy – Analyze pipeline data, open/click rates, and win/loss reports.
   
7. Negotiation Skills – Move deals forward without giving away margin.
   
8. Project Management – Coordinate campaigns and market-entry initiatives.
   
9. Adaptability – Stay ahead of buyer behavior and tech changes.
   
10. Collaboration – Align with marketing, sales, and product teams.
    

💬 Ask yourself: Would your BDM be comfortable presenting to a CFO, writing a follow-up sequence, and tweaking CRM reports, all in the same day?

The expanded role we described comes with an expanded skill set. Here are the key business development manager skills and traits that are in high demand today (and why they matter):

• Strategic Thinking and Business Acumen: Modern BDMs must see the big picture. This means understanding market dynamics, competitor positioning, and how their own company’s offerings fit into the landscape. Strategic planning is repeatedly cited as a top skill for BDMs. For example, a BDM should be able to analyze industry trends and anticipate where new revenue streams might emerge – essentially formulating a mini “business plan” for growth. This strategic mindset allows them to prioritize high-impact opportunities instead of chasing every lead. It’s also important for communicating with executive leadership; a BDM needs to articulate how a potential deal or partnership aligns with the company’s strategic goals. Financial acumen is part of this skill as well – understanding pricing, revenue models, and ROI. As evidence of the emphasis on strategy, one survey heading into 2024 highlighted strategic business planning as a pivotal skill for BDMs driving sustainable growth.
  
• Relationship Building & Networking: It might sound old-fashioned, but good old people skills are still the bedrock of business development. In fact, with so much automation and digital communication, genuine human connection can be a competitive advantage. A BDM needs exceptional communication and interpersonal skills to build trust quickly with prospects and partners. This includes active listening, empathy, and the ability to find common ground with just about anyone. Networking isn’t just about schmoozing at events; it’s also maintaining those relationships over time. Perhaps a contact isn’t ready to buy or partner today – the BDM who checks in periodically, shares useful insights, and stays on that person’s radar is practicing solid relationship management. Those who excel share a high EQ (emotional intelligence). They genuinely enjoy interacting with others and can adapt their style to different personalities (for instance, how you speak to a technical engineer might differ from how you approach a VP of Sales). Moreover, collaboration skills are crucial internally. A BDM often coordinates cross-functional teams (sales, marketing, operations) – being able to lead without formal authority and rally people around an initiative is a prized soft skill.
  
• Communication & Persuasion: Beyond building rapport, a BDM must be an effective communicator and storyteller. This means clearly conveying the value proposition of their product/service in a way that resonates with the prospect’s needs. It also means being persuasive without being pushy. Given that many buyers are skeptical of a sales pitch – Gartner found that millennial buyers are 2.2× more skeptical of sales reps than older buyers – the ability to communicate with credibility is key (13). Successful BDMs use data, case studies, and tailored narratives to make a compelling case. They focus on how they can solve the prospect’s problem, not just on what they’re selling. Additionally, communication skills extend to writing – crafting effective prospecting emails or LinkedIn messages is an art in itself. Since email remains a primary communication mode in B2B, being able to write concise, impactful messages is valuable (note that 80% of prospects prefer to be contacted by email, so those outreach emails better be good!) (7). Public speaking and presentation skills also come into play when BDMs present proposals or speak at industry events for thought leadership.
  
• Negotiation and Closing Skills: The best BDMs are also adept negotiators. They know how to find win-win outcomes and can skillfully navigate discussions around pricing, contract terms, and partnership agreements. Negotiation in 2025 often requires creativity – for instance, structuring deals in phased approaches, or adding extra services to sweeten a proposal instead of simply discounting. A good BDM understands the levers of value in a deal and isn’t afraid to walk away if terms aren’t mutually beneficial (sometimes a small “no” now can lead to a better opportunity later). Persuasion here means aligning the deal with the prospect’s priorities. This skill ties back to understanding stakeholder motivations. With an average of 7+ stakeholders in deals, a BDM might have to address the concerns of a CFO (cost), a CTO (technical fit), and a user department head (usability) all in one negotiation. It’s a juggling act of addressing each party’s needs so everyone feels they’ve won. For this reason, preparation is a big part of negotiation – researching the stakeholders and possible objections in advance. Many BDMs use frameworks like BATNA (Best Alternative To a Negotiated Agreement) to plan their negotiation strategy. All told, strong negotiation skills ensure BDMs can close deals in a manner that cements a positive relationship for the long term, not just a one-off transaction.
  
• Project Management & Organization: Given the variety of tasks on a BDM’s plate, being organized and able to manage projects is vital. One BDM might be handling 20+ active opportunities at various stages while also executing a partnership launch and attending networking events. Without good time management and organizational skills, things can fall through the cracks. Top BDMs use their CRM and calendar religiously to track follow-ups, deadlines, and milestones. They also often utilize project management tools or techniques (like Kanban boards or simple to-do list systems) to keep initiatives on track. As the role has become more project-oriented (e.g., coordinating cross-department efforts for a new market entry), the ability to plan, set timelines, and manage resources has become more prominent. For instance, a BDM spearheading an outbound lead generation campaign to a new industry might outline the project plan: identify target accounts, coordinate marketing assets, train the SDRs on messaging, and set check-in points to adjust strategy. These are project management tasks in essence. Employers now frequently list project management experience as a preferred qualification for senior business development roles.
  
• Data Analysis & Tech Savvy: Today’s BDMs are expected to be comfortable with data. This doesn’t mean they need to be data scientists, but they should be able to interpret sales metrics and market research insights to make decisions. For example, analyzing conversion rates in the sales funnel might reveal that leads from webinars convert at twice the rate of cold-called leads – a data-savvy BDM would double down on webinar-sourced leads or work with marketing to produce more webinars. Key analytical skills include using spreadsheets (Excel proficiency is often assumed), CRM reports, and perhaps business intelligence tools or sales analytics dashboards. With the rise of AI, BDMs should also understand the basics of how AI tools work – for instance, knowing how an AI lead scoring model might rank prospects, or how to use AI-based content personalization in outreach. 

A BDM should be open and willing to learn these tools. Technical skills also extend to adept use of CRM systems (Salesforce, HubSpot, etc.), sales enablement tools (like Outreach or Salesloft), and even basics of digital marketing tools (like LinkedIn Sales Navigator or email automation platforms). In fact, being CRM-proficient is often listed as a top hard skill for BDMs, since that’s the central hub for managing their work. BDMs who can harness technology effectively not only work more efficiently but also gain better insights – for example, tracking which messages resonate by A/B testing email content, or identifying patterns in successful deals and adjusting their targeting accordingly.

• Adaptability and Continuous Learning: The business environment is changing rapidly. From the pandemic pivot to virtual selling, to the influx of AI, to shifting buyer demographics, nothing stays static for long. Thus, adaptability is a crucial skill. BDMs often encounter uncharted situations – maybe a new industry to sell into, or a sudden change in their product lineup, or economic changes that affect budgets. The ability to quickly adjust strategy and tactics is what separates great BDMs. Hand-in-hand with this is a commitment to continuous learning. The best BDMs treat every day as a chance to learn something – whether it’s a new sales methodology, a deeper understanding of their industry, or simply feedback from a lost deal that can help them improve. Many pursue additional training or certifications (for example, courses in consultative selling, digital marketing, or even formal business development certifications). As one expert noted, “everyone in a company, in their own way, is doing business development just by doing their job” – meaning a curious mindset that learns from all areas of the business will strengthen a BDM’s effectiveness. Being adaptable also means resilience; rejection and setbacks are part of the job (a big deal falls through, or a strategy doesn’t pan out). A resilient BDM can regroup, learn from it, and pivot without losing momentum.
  
• Leadership and Team Collaboration: As BDMs advance to senior levels, leadership skills become crucial. Even at the individual contributor level, a BDM often has to lead by influence, guiding teams of SDRs or coordinating with colleagues on a project. Senior Business Development Managers might directly manage BDR teams or oversee regional BD efforts. Leadership here means mentoring junior team members, sharing best practices, and fostering a culture of growth. Internally, it also means championing the importance of business development initiatives to get buy-in from other executives. For example, if a BDM believes the company should invest in a new market entry, they might have to present a case to the C-suite to secure budget and support. Confidence, clarity, and the ability to inspire others are key in such scenarios. Moreover, because the BDM role bridges departments, being a team player who can collaborate effectively is essential. In practice, this could look like co-creating an account-based marketing plan with the marketing team, or working with customer success to identify upsell opportunities that the BDM can help pitch.

Let’s not forget some of the classic sales skills that are evergreen: time management, resilience, customer orientation, and creative problem-solving. Business development often involves solving unique client problems with tailored solutions – creativity and problem-solving aptitude help a BDM design proposals or approaches that stand out.

To illustrate the skill profile of a contemporary BDM, consider that common resume skills for business development managers include customer service and CRM software. This mix of a customer-centric approach and tech proficiency encapsulates the dual nature of the role.

Real-World Example: A business development manager at a SaaS company shared that she spends part of her week training an AI model on the company’s value propositions to automatically generate first-draft outreach emails – a very 2025 task. But in the same week, she flew out to a client’s office to personally finalize a strategic partnership deal – a very traditional, relationship-driven task. This combination of high-tech and high-touch activities shows why BDMs need such a diverse skill set today.

In summary, the skills required for business development success in 2025 span strategic planning, communication, relationship-building, negotiation, project management, data analysis, and adaptability. Companies should look for (and cultivate) these skills in their BDMs to ensure they can handle the complexity of modern business development management. Fortunately, many of these skills can be developed through training and experience – and partnering with an expert firm (like Martal Group) can also provide support in areas where your team may need a boost, a topic we’ll touch on in the conclusion.

Up next, let’s examine how these responsibilities and skills translate into career prospects – what BDMs are earning in 2025 and how the role compares to other positions like sales managers, including typical career progression to Senior Business Development Manager roles.

Business Development Manager Salary and Career Outlook in 2025

Business development managers are enjoying strong demand in 2025, reflected in competitive salaries and abundant job opportunities, especially for those who excel in driving growth. In this section, we’ll cover typical salary ranges for BDMs, factors that influence compensation (like experience and industry), the job outlook and growth projections, and the career path including advancement to senior roles.

Salary: How much does a business development manager make?

In the United States, a business development manager’s salary can vary widely based on experience, region, industry, and the size of the company. However, we can talk averages and ranges:

Business Development Manager – Salary Breakdown

• Average Base Salary: The average base salary for a BDM in the U.S. is around $88,000 per year (1). This figure, reported by Indeed from thousands of job postings, doesn’t include bonuses or commissions. Many BDM roles have a performance-based component, so it’s common to see total earnings higher when commissions for closed deals are factored in. Another data source, BuiltIn, pegs the average total salary (likely including some variable pay) at about $101,575 per year (2). Thus, one could say a typical BDM makes roughly $90k–$100k annually in base or on-target earnings in 2025 (3).
• Salary Range: Entry-level business development managers or business development representatives (BDRs) can start lower – in the range of $50k–$70k base in many markets (with potential bonuses on top). On the high end, a very experienced BDM working on large accounts or in a high-paying industry (like technology or finance) can earn well into six figures. Indeed’s data shows BDM salaries can reach up to $155k on the high end of base range. BuiltIn’s report even suggests total compensation for some BDM roles can go as high as $200k–$285k when including commissions, especially in lucrative markets or enterprise-level roles (2).
• Industry Differences: Industry makes a big difference — especially in tech, where Business Development Managers tend to earn more. In the U.S., BDM salaries range from $40K to $285K, depending on sector, location, and experience (2). 
• Meanwhile, in non-tech industries or smaller companies, salaries might be more modest. Geography matters too: major tech and finance hubs like San Francisco, New York, Boston etc., often offer salaries above the national average due to cost of living and competition for talent.
• Profit Sharing and Bonuses: Many Business Development Managers earn bonuses on top of their base salary. While most bonuses range from 1% to 5% of annual pay, high-performing executives can earn significantly more, with performance-based incentives that scale with results (4). Bonus amounts also vary year to year based on company performance and individual targets. 

Commission structures vary – some get a bonus per deal closed or a percentage of revenue from accounts they bring in. A Senior Business Development Manager handling big partnerships might have a significant commission potential if deals can be very large. It’s not unusual for high performers in enterprise sales/business development to double their base salary in commissions when they exceed targets.

Factors That Impact Pay:

• 🎯 Industry (Tech > Manufacturing)
• 🗺️ Location (SF/NYC > Midwest)
• 📈 Performance (Commission is king)
• 📚 Experience and size of deals handled

💡 Tip: Want to attract top BDMs? Offer a clear path to Sr. BDM roles and incentive comp tied to closed-won revenue.

To contextualize these numbers: BDM compensation is generally comparable to other sales roles of similar level. For instance, sales managers and account executives in tech often have OTE (on-target earnings) in the low to mid six figures. Business development managers, especially in B2B tech, are in that ballpark. It’s a lucrative field for those who can consistently generate results.

Quick Stat: According to Built In’s data, the most common salary band for a Business Development Manager in the U.S. is $110k–$120k total compensation, reflecting that many experienced BDMs with commission are breaking into six figures (2).

Job Outlook: Are business development manager jobs in demand?

In a word, yes. The job market for BDMs is robust and projected to grow. Companies across industries prioritize growth, and BDMs are growth drivers, so the role remains vital even in varying economic climates. Some insights on outlook:

• Growth Projections: The World Economic Forum’s Future of Jobs 2025 report identified business development as a high-growth area. In the U.S., business development roles are projected to grow by 14% from 2025 to 2030 – faster than many other occupations (11). In practical terms, that means tens of thousands of new BDM positions opening up. BDMs are needed not just in tech startups, but also in traditional industries (manufacturing, professional services, etc.) that are looking to expand into new markets or innovate their sales approach.
  
• High Demand Across Company Sizes: It’s not only large enterprises hiring BDMs. Small and mid-sized businesses are also investing in this role to accelerate growth. Startups often bring on a BDM or growth manager early to start landing key customers or partnerships. On job boards, you’ll find business development manager jobs advertised in virtually every metro area and industry – from healthcare to SaaS to industrial goods. The versatility of the skill set means BDMs can transition between industries too, which increases their opportunities.
  
• Key Role in Transformation: BDMs are considered key to business transformation initiatives, ranking just behind roles like AI lead generation specialists and data scientists in importance. This is a telling sign – even as automation and technology advance, the human role of developing business remains critical (and perhaps even more strategic now). Companies are looking for BDMs who can help navigate new realities, whether it’s selling digitally, launching new product lines, or building alliances.
  
• Global Opportunities: If we look beyond the US, the BDM role is growing globally. In Europe, Asia, and other regions, the title might sometimes differ (e.g., “Business Development Executive” or “Growth Manager”), but the function is similarly in demand. For BDMs open to international roles, having cross-cultural communication skills or additional languages can open doors. And with remote work more acceptable, there are chances to work for companies abroad as a BDM without relocating – something that was rarer before 2020.
  
• Career Longevity: Importantly, business development isn’t a role likely to be automated away. While tasks can be streamlined (like prospect research or email outreach through AI), the strategic and relational aspects mean good BDMs will continue to be highly valued. Indeed, rather than replacing BDMs, companies are arming them with tech (CRM, AI, analytics) to be more effective. Gartner predicts that by 2027, 95% of sales professionals’ time will be augmented by AI tools for research and admin tasks – but those tools are there to enhance the BDM, not replace the core creative and interpersonal work they do (17).

All this suggests a positive environment for anyone in (or entering) business development. There’s abundant opportunity to grow, change industries if desired, and advance to higher roles.

Career Path and Advancement: From BDM to Senior BDM and Beyond

Business development offers a clear ladder for growth. Typically, one might start as a Business Development Representative (BDR) or Sales Development Representative (SDR) in an entry-level capacity focusing on lead generation. After gaining experience and proving the ability to bring in business, moving up to Business Development Manager is the next step (the focus of this article). From there, high performers can continue moving up:

• Senior Business Development Manager: Many organizations have a senior tier for BDMs. A Sr. Business Development Manager often handles larger, more complex deals or may focus on strategic accounts/partnerships. They might also mentor junior BDMs or BDRs. The jump to senior usually comes with ~5+ years of experience. In terms of responsibilities, a Senior BDM has a bit more strategic input – possibly crafting business development strategies for a region or product line – and is trusted with high-value opportunities. Compensation also rises; senior BDMs can earn significantly more.
  
• Business Development Director / Head of Business Development: This is a managerial role where one oversees a team of BDMs or BDRs. A Director might set the strategy, targets, and processes for the biz dev department and ensure the team meets its goals. They often report to a VP or directly to the CRO (Chief Revenue Officer) or CEO, depending on the org chart. At this level, the role becomes as much about management and coaching as it is about direct selling. Business Development Directors often handle key negotiations personally and maintain relationships with the most important partners or clients, while guiding their team on others. Job postings for BD Director roles often ask for 7-10+ years experience, and in many cases an MBA or advanced business education is a plus (since the role is quite strategic). Pay scales here are in the higher six-figures total, and often include equity in startups.
  
• Vice President of Business Development / Partnerships: In larger companies, you might see a VP title specifically for business development or strategic partnerships. This is a senior executive role, shaping the company’s growth strategy at the highest level. A VP of BD could be involved in mergers & acquisitions discussions, major distribution deals, or entering completely new markets. They collaborate closely with other execs (Product, Marketing, Sales, Finance) to ensure the growth initiatives align with company-wide plans. Many VPs of BD came up through the sales or BD ranks, though some enter from other backgrounds due to the strategic nature of the job.
  
• Chief Business Development Officer / Chief Growth Officer: A newer title in some organizations is Chief Growth Officer (CGO) or similar, which sometimes encompasses business development along with marketing and strategy. This C-level role underscores just how crucial growth is – the CGO is accountable for driving revenue expansion by any number of creative means. While not every company has this title, those that do expect that leader to unify sales, marketing, and business development efforts under a coherent growth strategy.

It’s worth noting that some BDMs choose a slightly different path and transition into related fields. For example, a BDM might move into a Product Manager role if they developed strong industry knowledge, or into Marketing (especially growth marketing or product marketing) since the functions are aligned. Another common move is into Account Management/Customer Success for those who prefer nurturing existing clients rather than hunting new ones. However, for those who love the thrill of opening new doors, staying on the business development track through senior roles can be very fulfilling and financially rewarding.

Career Progression Example:

• 0–2 years: Business Development Representative (focus on cold outreach, appointment setting).
  
• 2–5 years: Business Development Manager (owns the full cycle from prospecting to deal).
  
• 5–7+ years: Senior Business Development Manager (handles big accounts, maybe a team lead).
  
• 7–10+ years: Director/Head of Business Development (manages BDM team, strategy ownership).
  
• 10+ years: VP of Business Development or Partnerships (executive level, major growth initiatives).
  
• 15+ years: Potential for Chief Growth Officer or similar C-suite roles.

Throughout this journey, continual skill development is key. BDMs often refine their leadership, negotiation, and strategic planning skills as they move up. Many seek mentorship from seasoned executives or undergo formal training (for instance, in complex deal negotiation or international business development) to prepare for higher roles.

Fortunately, the versatility of the BDM skill set means one can pivot if desired. For example, a BDM could move into a Sales Manager role overseeing account executives, or join a startup as a Head of Sales given their experience. The world of sales, partnerships, and growth is interconnected, and experience in one often translates well to another.

To wrap up this section: Business development manager jobs in 2025 are well-compensated and offer a promising career trajectory. Whether you aim to become a high-earning individual contributor closing mega-deals, or a strategic leader shaping company growth, the path is there. And as the data shows, companies are actively investing in these roles – recognizing that skilled business development professionals are key to staying competitive and expanding in today’s market.

(Now that we’ve covered what a BDM does, how the role is changing, what skills are needed, and the career/pay outlook, you might be wondering how this role compares to other sales leadership positions. In the next section, we’ll differentiate between a business development manager and a sales manager – a common point of confusion – to clarify their distinct focuses.)

Business Development Manager vs. Sales Manager: Understanding the Difference

Is a business development manager higher than a sales manager? Not necessarily – the two roles serve different purposes, and one isn’t inherently “above” the other. In fact, they are complementary. 

Business Development Manager vs. Sales Manager: What’s the Difference?

BDMs open new business. Sales managers close it.

Let’s clarify the distinction between SDR vs. BDR in a typical B2B organization, and where each manager fits in:

• Business Development Manager (BDM): Focuses on company growth by identifying new opportunities – new markets, new partnerships, new client segments, or new channels. The BDM role is heavily front-loaded in the sales process: generating leads, lead nurturing for early relationships, and developing strategies for expansion. BDMs lay the groundwork that creates future revenue. They may initiate deals that the sales team later closes, or in some cases, close deals themselves especially if they’re strategic partnerships or early-stage clients. Their scope can also include forming strategic partnerships (not just direct sales) and proposing ways to adapt or expand product offerings based on market research. In simpler terms, think of the BDM as the “architect” of growth initiatives.
  
• Sales Manager: Focuses on driving revenue in the near term by managing the sales team and process. A sales manager typically oversees account executives or sales reps who are closing deals with customers. They are concerned with meeting sales targets, improving conversion rates, and coaching the sales team day-to-day. Their work is more on the execution and management side of sales – ensuring pipelines are healthy, deals are progressing, and reps are following up with prospects to close business. Sales managers also often look after existing customer relationships for upselling or renewal, and they handle forecasting and sales analytics for their team. In short, a SDR manager is the “coach” of the sales team, making sure the revenue machine runs effectively.

To illustrate further their differences and how they complement each other, here is a quick comparison:

From the table, one can see that BDMs and sales managers operate at different stages of the business growth process. The BDM is about filling the top of the funnel and expanding the funnel itself (bringing in opportunities that didn’t exist), while the sales manager is about pushing opportunities through the sales funnel to closure and maximizing current revenue.

In terms of hierarchy, a sales manager is not automatically higher than a business development manager or vice versa. They often report into different leaders or the same leader at a similar level:

• In some companies, both BDMs and sales managers report to a VP of Sales or Chief Revenue Officer. They collaborate closely – the BDM might generate leads that the sales manager’s team will close. The sales manager provides feedback on lead quality, and the BDM adjusts targeting accordingly.
  
• In other structures, the BDM might be part of the Marketing or Strategy department, focusing on partnerships and strategic deals, whereas sales managers focus on transactional sales. Here, the BDM could even be a higher-level role if it’s more strategic (for example, a Head of Business Development vs. a regional sales manager).
  
• Sometimes the titles can be combined: e.g., a “Sales and Business Development Manager” might be a role in a smaller company where one person does both. A sales and business development manager does both – overseeing a sales team and looking for new channels – but this hybrid is more common in small businesses or startups due to resource constraints.
  

It’s also worth distinguishing business development vs. sales development: A sales development rep (SDR) is typically an entry-level role focused on outbound prospecting and qualifying leads (mostly top-of-funnel). A business development rep (BDR) is often similar to SDR (sometimes the terms are used interchangeably, or BDR might focus on outbound sales while SDR handles inbound leads). These are roles that feed into both the BDM and sales manager’s objectives by setting appointments or demos. So, BDMs often come from a BDR/SDR background, whereas sales managers often come from an Account Executive (closing) background. Both paths can lead up to higher sales leadership.

Collaboration between BDM and Sales Manager: In a healthy organization, the BDM and sales manager work hand-in-glove. For instance, BDMs focus on opening conversations and might accompany sales reps on initial meetings for new sectors or big prospects to ensure a strong kickoff. The sales manager (or a senior sales rep) then takes the lead on closing and account expansion. They might have regular check-ins: the BDM provides updates on new opportunities coming down the pipe, and the sales manager updates on which deals closed or which needs more nurturing. Essentially, the BDM feeds the sales engine, and the sales manager tunes and runs that engine. One analogy is that the BDM is scouting new territories and planting flags, while the sales manager is cultivating and harvesting in those territories.

Finally, on the question of rank: in many cases, a Senior BDM might be on par with a Sales Manager in terms of seniority. The career routes can even converge. A top BDM could potentially become a Sales Director, or a Sales Manager might shift into a strategic BD role. The choice often depends on personal strengths – hunters (who love chasing new business) often gravitate to business development, whereas farmers/coaches (who love managing teams and cultivating existing customers) gravitate to sales management. Neither is inherently higher; they are different tracks within the sales organization.

Key Takeaway: Business development managers focus on company growth by finding new opportunities and expanding reach, whereas sales managers implement strategies to generate revenue from existing leads and teams. Both roles are crucial and complement each other in driving revenue. As a B2B executive, understanding this difference helps in structuring your teams effectively – you wouldn’t want these roles at odds or redundant; instead, they should be aligned as part of a holistic growth strategy.

Accelerate Your Business Development with Martal Group

In the rapidly evolving landscape of 2025, executing all the facets of business development effectively can be challenging. That’s where a seasoned partner like Martal Group comes in. We offer a suite of services designed to boost your business development results – functioning as an extension of your team to fill your pipeline and set more qualified appointments. By leveraging Martal’s expertise, your organization’s BDMs and sales leaders can focus on what they do best (strategizing and closing deals) while we handle much of the front-end heavy lifting.

Our Omnichannel Outreach Services: Martal Group specializes in multi-touch, multi-channel outreach campaigns that mirror the modern buyer’s journey. This includes cold calling, cold emailing, and LinkedIn lead generation – the very channels your prospects frequent. Our approach isn’t one-dimensional; we combine these channels into a cohesive strategy so prospects hear your value proposition across different mediums, reinforcing brand familiarity and trust. For example, a typical Martal campaign might simultaneously run targeted email sequences, orchestrate warm phone calls by experienced sales reps, and execute LinkedIn networking and messaging to engage your ideal clients. This omnichannel marketing method is proven to increase conversion rates: data shows that coordinated multi-channel campaigns can boost lead engagement significantly (and our internal metrics consistently reflect this uplift). The result? More interested leads raising their hands for a conversation, and ultimately more sales appointments on your BDM’s calendar.

Appointment Setting and Lead Qualification: We understand that not every lead is ready for a sales conversation. Martal’s team excels at qualifying leads – engaging them in two-way dialogues to assess fit and interest – so that your business development managers spend time only on the most promising prospects. Our appointment setting service means we don’t just deliver a list of names; we deliver confirmed meetings with decision-makers who have shown genuine interest in your offering. Each appointment comes with context and insights gathered during our outreach, equipping your team with valuable intel before they even say “hello” to the prospect. By outsourcing appointment setting to Martal, companies often see their internal teams become far more efficient and effective. Your sales cycle shortens, and your cost of acquiring customers can drop, because your highly paid closers (whether that’s your BDMs or account execs) are spending their time on warm, vetted opportunities instead of cold prospecting.

Tech-Driven Strategies: At Martal Group, technology underpins our services. We deploy advanced sales engagement platforms, data intelligence tools, and even AI-driven analytics to optimize each campaign. For instance, our systems can analyze which email subject lines yield the highest open rates, or what call times produce the best connect rates, and we continuously refine our approach. We also tap into a global database of B2B contacts, ensuring we can find and reach your ideal customer profile across industries and regions. Being tech-driven doesn’t mean impersonal – we use these tools to enable a personalized outreach at scale, crafting messaging that speaks to each prospect’s pain points (e.g., referencing a prospect’s industry challenges or recent company news in our communication). This level of personalization is what modern business development demands, and it’s built into Martal’s methodology.

Global Team, Local Expertise: One of Martal’s strengths is our global team of experienced sales development professionals. We have native speakers and culturally aware reps for different markets – whether you’re targeting North America, Europe, or other regions, we can engage prospects in a tone and manner that resonates locally. This global reach is crucial for companies looking to expand internationally; our team essentially becomes your bridge to new markets, handling initial outreach in the local language or style when needed. Meanwhile, our internal training and quality assurance mean that every Martal rep works as if they were a fully integrated member of your team – we immerse ourselves in understanding your value proposition, competitive advantages, and product nuances. This way, prospects get a seamless experience and often can’t tell the difference between an in-house and our outsourced BDR team member.

B2B Sales Training and Consulting: Beyond direct lead generation, Martal also offers B2B sales training and consulting as part of our partnership. We share best practices with your team – from effective follow-up techniques to leveraging CRM insights – effectively upleveling your internal capabilities. If your business development managers or reps need coaching on modern outreach tactics or tools, our experts are there to guide them. Think of it as gaining not just an outsourced service, but also a knowledge partner that keeps you at the cutting edge of sales development and lead generation strategies.

Why Martal is the Best Partner for Business Development: In summary, Martal Group brings a unique combination of experience, technology, and a personalized approach. 

Our tiered omnichannel campaigns, driven by data and refined by human expertise, ensure you’re engaging prospects in the right way at the right time. And our ability to integrate with your B2B sales process means you maintain full visibility and control.

At the end of the day, successful business development in 2025 is a team sport. By outsourcing inside sales and marketing with Martal, you add seasoned players to your team who live and breathe outbound lead generation and appointment setting. We help you capitalize on opportunities faster, fill gaps where you may not have in-house resources, and accelerate your revenue growth. If you’re looking to expand your pipeline, break into new markets, or simply give your sales team more at-bats with qualified buyers, let’s talk.

Ready to boost your business development results? We invite you to book a free consultation with Martal Group. During a short call, we’ll assess your current outbound strategy, identify areas for improvement, and show you how our approach can deliver the consistent pipeline your organization needs. In a world where having the right opportunities can make or break your quarter, Martal Group is committed to helping you secure those opportunities and ultimately, drive predictable growth for your business.

References

1. Indeed
2. Built In
3. Ziprecruiter
4. Indeed – Bonus
5. Gartner
6. Forrester (Amy Hayes)
7. Spotio
8. Gartner Survey
9. Notta
10. World Economic Forum
11. Purdue Global
12. Salesforce State of Sales Report
13. LinkedIn (Damjan Haylor)
14. Digital Commerce 360
15. Salesforce
16. Konica Minolta
17. Super AGI
18. Forrester