April 29, 2025|Kim's Blog, Marketing, Relationship Management|
Proactive Marketing and BD Executive: Skills questions

It was a full house at PM Forum’s “Proactive Marketing and Business Development Executive” online full day workshop with 19 enthusiastic delegates from all over the UK – and two from Poland. This article supplements the learning resources for the workshop. Proactive Marketing and BD Executive: Skills questions

Throughout the day there was an ongoing dialogue about what skills are needed by Marketing and Business Development Executives if they are to be more proactive, deliver extra value and progress their careers.  Here are some of the main skills discussed – in alphabetical (rather than importance) order with relevant links for further information. Polls revealed that the top three learning aims for delegates were:

  1. Strategic marketing and business development (see the table of Knowledge, Skills and Behaviours for Marketing Managers below)
  2. Engagement and collaboration with fee-earners
  3. Campaign development

Adaptability

The world changes. The digital environment changes. Markets change. Clients change. The professions change. Our firms change. Marketing and business development changes. The way we work changes. People change. Everything is changing – all the time.

So we must be constantly alert to change. And how to adapt. We must regularly examine our assumptions and best practice. So we constantly learn, adapt and evolve.

Like our fee-earners, we must practice Continuing Professional Development (CPD) and ensure that we are able and willing to adapt every day.

Change management and creativity – the adaptive third

Learn and Grow: What is adaptability in the workplace? | It’s Your Yale

Why Adaptability In The Workplace Is More In Demand Than Ever 

Analytical

Modern marketing is data-driven and requires analytical minds. Whether for research and analysis during a situational analysis or marketing audit. Or for monitoring the progress of awareness raising activities in terms of, for example, social media engagement and web site traffic.

Budgeting, pricing, pitching, client satisfaction and campaign evaluation are areas where sharp analytical skills are essential. We need to be fluent in data-driven strategies.

We also need a whole host of research skills – for exploring the future (horizon scanning), markets, sectors, competitors and client needs.

Marketing basics – Marketing audits with onions and pestles

Analytics and Measurement for Digital Marketing – Kim Tasso

Marketing and Business Development Planning in a Nutshell

Pitching, differentiation and competitor analysis

Key issues in Marketing and Business Development Planning

Law firm analysis – MHA Legal Benchmarking Annual Report 2020

The Market Research Executive Apprenticeship | Market Research Society

Book review of Analytical Marketer by Adele Sweetwood

Assertiveness

Communicating with and persuading fee-earners requires assertiveness. We need to be heard. We need others to listen. We need to be able to set boundaries. To learn when to say “No”. To help everyone focus on the established strategic priorities.

Assertiveness skills – getting what you want and saying “No”

Be visible, assert and challenge and remember your goals

assertiveness, impact and effectiveness

we’re all in the same (stressed) boat

Campaign management

Campaign management requires strategic thinking and analytic skills. But we also need knowledge of the theories, frameworks and skills required to set objectives, agree a strategy and select the blend of integrated activities to craft into a campaign.

Campaign implementation requires communication, collaboration, project management and monitoring skills. And a careful analysis of assumptions, risks and resources. Campaign evaluation draws on data, analytical and technology skills.  Lead nurturing, follow up activities and conversion require a host of relationship and business development skills.

Campaigns, thought leadership and project management

18 ways to stretch MBD resources

Marketing case studies – Digital thought leadership campaigns

Planning Digital Marketing Campaigns and Content Strategy

10 steps to create a business development campaign

Project vs campaign management

Collaboration

Today’s problems are complex. Which means it is rare that one person alone can tackle them successfully. So we must learn to collaborate with those within and beyond our teams – which is challenging as they often have different priorities.

Marketing and business development teams are becoming bigger and more sophisticated. And we can’t work in silos – we must collaborate. And the challenge is even greater if we are working remotely and unable to build relationships and engage in casual conversations in the same shared workspace.

Future Marketing and Business Development Manager: Connections

Using creativity to turn problems into opportunities in client service

Research update on the most in-demand soft skills

Connected leadership – How professional relationships

Commerciality

The purpose of marketing is to anticipate and meet client needs profitably.

Marketing and business development roles are typically aimed at generating new business and developing more work from existing clients and referrers. There’s always a commercial imperative – to do more with less – thus increasing effectiveness and profitability.

We need commercial awareness to know how to use limited resources and balance conflicting priorities. Every hour we ask a fee-earner to invest in marketing and business development activity for the future, is an hour of fees less in the bank account today.

The partners and fee-earners need to know that what they invest will generate strong returns – which is why there is such an emphasis on efficiency, effectiveness and Return on Investment (ROI). Commerciality drives innovation.

Once we have deep marketing and business development skills, we need to develop a broader knowledge of other domains – finance, human resources, technology and operations. We strive to become T-Shaped people.

know about commercial awareness by Christopher Stoakes

Context and curiosity drive commerciality and pricing

Innovation in Marketing

Annual International Marketing Benchmark – PM Forum and Meridian West

Private client commercial conversations

Political, Practice and Marketing Trends

Future Marketing Manager – T-shaped people, senior promotions

Communication, conversations and listening

While there is naturally a focus on communication in marketing and business development roles, more emphasis needs to be placed on listening. Listening allows us to develop empathy and deepen our knowledge. Listening is the vital element of effective conversations and negotiating. Listening helps us avoid and manage conflict.

How to start conversations that get results

Soft skills – Dealing with difficult conversations

Book review: “Now we’re talking” by Sarah Rozenthuler

leadership conversation skills: SCARF model of neuroscience

You’re not listening – What you’re missing

Never split the difference: Negotiating by Chris Voss

Confidence

Like assertiveness, marketing and business development executives need to feel and appear confident.

Soft skills – Boost your self-confidence and confidence (Video)

Towards leadership – Elevate your Presence, Influence and Impact

Questions on confidence at work

Boosting Your Confidence at Work – A Toolbox for Success

Confidence to overcome a fear of failure – Kim Tasso

Confidence – How to get a word in when people keep talking

Creativity and innovation

We all need to be more creative (coming up with good ideas) and innovative (deploying those ideas so that we make a (commercial) impact. We reflected that when we are rushing to keep up with a lot of demands, we have less time available to think and reflect and be creative. So we need to create time and space to allow and encourage creative thinking.

Using creativity to turn problems into opportunities in client service

Creativity 1: Seven steps to become more creative – Kim Tasso

The Human Edge – How curiosity and creativity are your superpowers

Future Marketing and Business Development Manager: Connections

Enhancing creativity using Leonardo da Vinci’s seven steps

Curiosity

Curiosity is critical in marketing and business development. Whether we are forging relationships with fee-earners, understanding client motivations or exploring how to make campaigns more effective. Curiosity drives creativity and innovation.

What is curiosity and why is it important in business relationships? (Video)

The Human Edge – How curiosity and creativity are your superpowers

Why are questions so important? (Questioning skills)

Empathy and emotional intelligence (EI or EQ)

These are the bed rock of good communication and relationship skills. Some of them are aimed at how we are aware of and manage our own emotions. Avoiding or managing our threat response – whether fight, flight, freeze or fawn – is important as we don’t perform to best of our abilities in these states (our cognitive abilities are impaired). We talked about the difference between reacting or – waiting for 90 seconds for automatic emotions to subside – and responding.

Other EQ skills concern how we are aware of and manage the emotions of others.

An introduction to emotional intelligence (EQ) and empathy (Video)

Marketing Executives develop empathy in fee-earners’ persepective

fixed views and closed to new ideas (dealing with stubbornness)

Soft skills revisited – with a leadership perspective

Research on leadership and emotional intelligence (EQ)

Goal-setting

Goal-setting could be subsumed under “strategic thinking”. Goals drive motivation. The ability to consider what we want to achieve – and how to measure progress in the short and long term – is a core skill for marketing and business development.

Before your set your goals – check your limiting assumptions

Six themes for Proactive Marketing and BD Executives (2019)

Self-Motivation – Ten top tips (Video) from Kim Tasso

marketing planning – stepping stones, persuasion, motivation

Marketing and Business Development Planning in a Nutshell

Marketing planning in a nutshell – simple and complex plans

Book review – Brilliant personal effectiveness by Douglas Miller

Influence and persuasion

Influence is about our ability to motivate others to share the same vision. Whereas persuasion is more about encouraging others to accept our ideas. We need both.

Together with these skills is the ability to deal with resistance and push back from fee-earners. And, for more senior people, to drive and manage change.

Buy in – Influence and Persuasion Toolbox – Kim Tasso

Book review – Persuasion: The art of influencing people by James Borg

Why are questions so important? (Questioning skills)

Networking and Relationship building

Relationships with other members of the marketing and business development team are critical. Whether teams are small or large, there are likely to be those who are generalists and those who are specialists. We need to appreciate the role and expertise of each person so that we can work together to craft and deliver the best integrated campaigns.

We need to build relationships with fee-earners – so that we can contribute to their marketing and business development plans. Much of professional services marketing is concerned with initiating and developing relationships with clients and referrers.

A general law of interpersonal relationships?

Introduction to networking skills (Video)

Book review – Great networking by Alisa Grafton

Connected leadership – How professional relationships

Better Business Relationships book by Kim Tasso (Bloomsbury)

Planning and Project management

Identifying what needs to be done, who by and when lies at the centre of project management. And the core elements of projects: Time, Cost and Quality.

We talked about a range of project management tools including:

Marketing planning in a nutshell – simple and complex plans

Key issues in Marketing and Business Development Planning

Project vs campaign management

Problem-solving

Being proactive means anticipating problems and opportunities. And identifying how best to respond.

We need to learn about client needs and help formulate solutions for their problems. A key problem for marketing is how to differentiate our firms from our competitors. Every day we need to find ways to do more with less.

Critical Thinking and Problem Solving – Some tips

Using creativity to turn problems into opportunities in client service

Coaching and Consulting – People and Problem-Solving skills

Strategic thinking

Seeing the big picture, joining the dots and taking a longer-term view were all ways we talked about being strategic. But strategy is essentially about making choices – and being focused. 

“Strategic thinking is simply an intentional and rational thought process that focuses on the analysis of critical factors and variables that will influence the long-term success of a business, a team, or an individual”. What is Strategic Thinking? | CMOE

Related to this is systemic thinking – understanding the impact on others for any recommendations or actions we promote

Be more strategic – Strategy into Action (Strategy Implementation)

Be more strategic – Stretch your strategy muscle

Be more strategic – PESTLE, Positioning and Plans

Be more strategic – A metaphor: Analyse, join and align the dots

Take them on the strategy journey

Technology

There is a never-ending range of new technology to help us – whether for CRM systems or data analytics. Digital marketing relies on technology skills. There was much talk at the session about the range of AI tools that can help with recording and transcribing meeting minutes (e.g. Fireflies), creating content and improving efficiency. The images for this post were created by delegates using AI design tools.

There were quite a few comments about investing time to stay up to date with how the algorithms change for things like LinkedIn and Google search (Search Engine Optimisation).

Key Insights from the AI in Marketing training by Optix at PM Forum

Technology and psychology skills needed – Leader article

The growth of MarTech in professional services – an overview

International Marketing Benchmark 2024 from Meridian West

create a digital marketing strategy in a professional services firm

Planning Digital Marketing Campaigns and Content Strategy

Lessons from digital marketing webinars (June 2023)

Knowledge, Skills and Behaviours for Marketing Managers

By way of comparison, here are the knowledge, skills and behaviours required by marketing managers on the level 6 Marketing Manager apprenticeship. Marketing Manager Apprenticeship – a Level 6 Qualification

Knowledge

Topic Criteria Detail
Marketing concepts and theories K1 Principles/theories supporting the marketing process – 7Ps, marketing management processes, product development and how to apply these to business plan and strategic objectives
K2 Brand development and safeguarding including how a brand is perceived in the market, value propositions and delivery of tangible elements such as product pricing, packaging etc
K3 Consumer and organisational behaviour theories and concepts including the customer (B2C and B2B) decision making process and how that influences marketing strategy
K4 Advanced stakeholder management and the application of customer relationship management (CRM), both internal and external, to facilitate the delivery of marketing plans
K5 Marketing communication planning models and budgetary methodologies
Business understanding and commercial awareness K6 Organisation’s vision, mission, values, strategy, plans, stakeholders, customer and competitors to support the decision and planning process
K7 The wider business perspective in which marketing operates nationally and internationally. Including the influence of the internal and external market/sector, the opportunities, challenges and issues it faces and how marketing can address these
K8 How to measure and deliver Return on Investment in relation to marketing activities and plans
K9 The relevant industry/sector specific legal, regulatory and compliance frameworks within which they must work including current Data Protection regulations
Research and Insight K10 Effective market research and evaluation techniques and methods and how to use the results to information marketing planning and activities
K11 Reliable information sources and how to use these to deliver measurable improvements to marketing activities including how metrics are used to measure these
K12 New and emerging trends and themes in marketing
Product and service development K13 The principles of product and service design and implementation and portfolio management
K14 The features and benefits of different marketing communications, and routes to market and how to leverage these to maximum effect including the use of appropriate digital channels and systems

Skills

 

Topic Criteria Detail
Marketing strategy S1 Lead and implement a clear marketing plan and strategy, linked to business requirements to sustain a marketing advantage
S2 Develop effective marketing campaigns and channels, assessing their features and benefits to best meet business requirements and customer needs
S3 Develop detailed integrated marketing plans for all products/services using offline and digital media tools – works with marketing team/specialist agencies to do this
Advanced interpersonal and communication skills S4 Influence, negotiate and persuade at senior level collaborating with a wide range of stakeholders internally and externally to gain support/backing for marketing delivery
S5 Act as a consultant, providing professional marketing advice to stakeholders around the business or to external clients as relevant
S6 Present complex information in an understandable and stimulating way whether through effective verbal presentation or creative written copy
Service delivery and improvement S7 Oversee, manage and approve key marketing activities and projects
S8 Deliver measurable marketing outcomes against key performance indicators and identify and drive continuous improvement, challenging existing processes and procedures where needed
Resource management S9 Effectively plan and manage the marketing budget, to deliver on strategic objectives and evaluate and justify return on marketing investment
S10 Effectively engage, negotiate and manage third party suppliers and internal stakeholders
Planning and Analysing S11 Effectively evaluate marketing activities using measurement data and analytics to identify relevant key performance indicators and return on marketing investment in order to meet business objectives
S12 Assimilate and analyse complex data and information from a range of sources to evolve, lead and plan marketing activities
Commercial approach S13 Seek out opportunities to increase income generation and gain new business eg new products, markets and services as relevant
S14 Construct a robust business case in support of marketing activities/plans
S15 Effectively manage and develop stakeholder relationships at a senior level
S16 Assess business risks and reputational impacts of marketing activities
Leadership S17 Inspire and motivate internally and externally to deliver marketing plans effectively, acting as a role model for marketing best practice and taking responsibility for improving their own and the team’s and/or stakeholder performance as relevant
Systems and processes S18 Effectively use appropriate business systems and software to deliver marketing outcomes efficiently (eg analyse data, inform search engine marketing, produce reports, deliver copy)
S19 Actively interrogate systems and information sources to make judgements on when to introduce new ways of working, identify new systems/processes to improve marketing activities or address those new requirements and/or marketing trends

 Behaviours

Topic Criteria Detail
Agile and flexible B1 An ability to anticipate and adapt to change
B2 A highly motivated and driven approach acting with courage to drive through necessary changes and deliver difficult or long term projects
Creative and commercial thinker B3 A creative and innovative approach
B4 An analytical mind, with an insight and ideas driven approach to meet business benefits and inspire action in others
Resilience and continuous improvement B5 A willingness to learn from mistakes, as not all activities can go to plan, and improve future delivery/campaigns as a result
B6 Act as a role model for marketing activities and business changes within the team and organisation, taking others with them
Professionalism and emotional intelligence B7 A high level of professionalism, reliability and dependability with a passion for the customer also encouraging those behaviours in others
B8 A collaborative approach is central to how they work, showing empathy and being mindful to the needs and views of others
B9 Ethical behaviour in the way they approach marketing activities and their work, valuing equality and diversity, they  act as a role model for that behaviour

Delegate takeaways from the day

Key image

Key ideas and actions

  • Self-development
    • Advocate for yourself
    • Always be willing to learn and adapt
    • Obtain professional qualifications
    • Increase knowledge of the sectors we work in
    • It didn’t occur to me before to search for and read books that might help me develop in my career, so I will look into it now
    • Do some more training on certain aspects of my career which I want to develop :)
    • Make myself more present
    • Look at tools for project management
    • Go through the suggested reading list
    • Discuss with Manager about future training on my next PDP
    • I signed up last month as a CIM Associate, huge motivation to get stuck into development now!
    • Map out where I’d like my career to go and tailor my training towards that
  • Work experience
    • Balance capacity to ensure you have the time for personal development
    • Look for stretch opportunities for promotion
    • Ask myself what I would do with a free day at work – having had time to think about it, I’ve come up with some ideas which I will speak to my manager about implementing in the firm
    • Look into my firm’s crisis management strategy (if there is one) and understand/develop it where I can
    • Learn more about the sector I’m aligned to
    • Allow space for growth
    • Be more of a consultant
    • Continue learning in my market to ensure I’m fully briefed when speaking to fee earners.
  • Collaboration
    • Feedback to the wider BD team on key takeaways from today.
    • Build positive relationships
    • Building trust is much more complicated than at a surface level
    • Look for ways to adapt my working style to suit how fee-earners work so they respond better to our requests.
    • Discuss how we can work together more efficiently with fee earners
    • Consolidate learnings with colleagues who attended this session to feedback to wider marketing team
    • Build on confidence and communication to ultimately build trust
  • Technology
    • Optimise the use of tools for efficiency where possible
    • Use AI well, to keep ahead of the changing times
    • Make room for technology and AI
    • Developing skills to work with AI efficiently
    • How AI may change the shape of our role
  • Concepts
    • Idea to always come with a plan
    • Refresher on some basic marketing knowledge
    • C-suite decision makers views on thought leadership

Thanks to Morag for her tech support during the day. And to everyone who attended and for your messages at the end:

  • “Thanks a lot Kim! Really insightful :)”
  • “Thank you very much Kim!!!”
  • “Thank you!”
  • “Thank you very much for your time Kim! Looking forward to taking what you have taught and applying it in my career :)”

Delegate poll results

Delegates appreciate seeing their poll responses so they can compare and benchmark themselves against their peers.  

How confident do you feel in your role?

Confidence

(10=high)

 Start of session End of session
1
2
3
4
5 12%
6 6% 6%
7 35% 17%
8 29% 56%
9 18% 22%
10

 Do you have any marketing qualifications?

  • 47%  Yes
  • 53%  No

 Is your role mainly:

  • 11%    Strategic marketing
  • 44%   Tactical marketing/communications
  •  6%     Information management/analyst/administration
  • 17%    Selling/pitching
  • 22%   Relationship management/development 

There were also questions about salary guides:

Ambition Salary Guides · Ambition

Marketing salary survey 2023 – PM Forum 

Which segmentation approaches are used in your firm (multiple choice)

  • 95% Market/industry sector
  • 58% Geography/region
  • 26%  Amount of revenue generated
  • 26%  Job function
  • 26%  Nature of relationships 

Do you have marketing/BD plans for (multiple choice)

  • 79%  The firm
  • 95%  The markets we serve
  • 68%  The products/services we promote
  • 32%  Each territory/region
  • 58%  Individual fee-earners 

How well does your firm track/monitor the source of leads?

  • 11%      Really well across the firm
  • 50%      Good in some teams
  • 17%       OK
  • 22%       Not very well 

Do you measure client satisfaction?

  • 16% Yes, across the whole firm and all clients regularly
  • 32% Yes, for our largest clients
  • 53% Yes, for some clients or periodically 

Have you seen any crisis management plans at your firm?

  • 26%      Yes
  • 74%      No 

Which types of external consultant does your firm use (multiple choice)

  • 68%      PR, public relations and copywriting
  • 58%      Brand, design and creative
  • 58%      Web design/development
  • 32%      Events support
  • 26%      Research and client listening
  • 21%       SEO
  • 11%      Data management/analytics
  • 11%      Mailings
  • 5%       Other (Recruitment agencies) 

Do you have people reporting directly to you?

  • 16%       Yes
  • 5%        I used to
  • 74%      No
  • 5%       I will soon 

How often do you experience difficulties in your relationships with fee-earners?

  • 0%      Never
  • 94%      Occasionally
  • 6%      Often 

Have you had formal training in selling?

  • 11%       Yes
  • 58%      No – self-taught/experience
  • 32%      No – unfamiliar with sales/selling concepts 

Where is most of your time spent?

  • 44%      Marketing and business development planning
  • 22%      Awareness raising
  • 17%      Developing existing relationships
  • 11%      Winning new business
  • 6%       Other 

Which topics are your three highest priorities for learning?

  • 58%      Strategic marketing and business development
  • 58% Engagement and collaboration with fee-earners
  • 53%      Campaign development
  • 32%      Managing and developing people
  • 32%      Strategy and change management
  • 32%      Interpersonal skills (communication, persuasion etc)
  • 21%      Selling, pitching and client relationships
  • 16%      Technology/innovation/automation
  • 5%      Commerciality (pricing, NPD)
  • 5%      Digital marketing
  • 5%       Other 

What does it mean to be proactive?

  • Doing something without being asked
  • Adding value
  • Taking the first step
  • Taking the initiative
  • Thinking around corners
  • Looking ahead
  • Anticipating needs and actions
  • Adding extra value to what is being asked of you
  • Thinking ahead
  • Idea driven
  • Innovative at their core

How much of your time is spent being proactive:

20%, 20%, 20%, 25%, 25%, 25%, 25%, 30%, 30%, 30%, 40%, 40%, 50%, 50%, 70%

What would I do with a free day:

Confident behaviour:

  • Smiling
  • Calm
  • engaging
  • Speaking clearly
  • even and calm tone of voice
  • talking at a measured pace
  • body language
  • Clear communication
  • Minimal ad-libs.
  • Concise delivery

Reactions to the marketing and business development theory quiz:

  • Rushed
  • Lots of gaps in my knowledge!
  • Unsure of my knowledge
  • I don’t know everything…
  • Challenged
  • Thinking back to my degree
  • Felt like I should have revised!

Thought Leadership Intelligence℠ launch webinar

Lunchtime reflections and questions

  • Although there is much I don’t know (which is why this – and most – training is so helpful), it is reassuring that despite often experiencing imposter syndrome (not feeling qualified for the role I’m in), I do know lots about the work I do and it is positive that I am aiming to expand my knowledge.
  • We have started using Fireflies within the MBD team. Great way of saving time on meeting notes, actions and overview of meeting
  • Prompted to understand our business planning process and bid scoring more fully
  • Crisis management – is reactive in its nature, how to be proactive with it?
  • Skills from the assessment – Identify opportunities to develop new markets/services and Develop concepts for thought leadership campaigns
  • What skills are needed to effectively evaluate marketing activities/campaigns?
  • What do you think is the most important skill in each of the less junior skills sections (analyse, create, promote) to progress to the more senior side of things?
  • What is the key skill to develop when moving from being a reactive thinker to a more strategic one? I’ve found that not all tasks contribute meaningfully to the bigger picture.
  • If you could give one piece of advice to someone who is in the exec position currently, but is looking to progress and be promoted within the next year, what would it be?
  • How do you expose yourself and learn skills with in MBD that are undertaken by other parts of your team? Other than self-learning?
  • What advice/tips could you give to someone who wants to progress further and how to approach this?
  • Identifying the areas for opportunity in the marketing/campaigns world can help influence how we can proactively upskill our fee earners to produce meaningful content and set ourselves apart from competitors
  • What skills should I develop and how can I shift my focus from execution to contributing more at that strategic level?
  • To be more of a consultant to the partners, help them navigate how long a task could take. E.g. a proposal, not all of them will take the same time as it depends if there is an RFP and what the potential client is expecting to see.
  • What is a core skill that is often underrated, but is pivotal for development and thinking more at a strategic level?
  • How do you prioritise and balance the various responsibilities of influencing, listening, coaching, and selling in a role as a senior marketing professional, to ensure the firm’s strategic goals are met effectively?
  • Which skills are most necessary for engaging lawyer involvement with an event?
  • I still experience imposter syndrome sometimes, but I’ve made real progress in my personal brand over the past six months. With so many areas in marketing, it’s important to remember you are still progressing.
  • It has been really good to engage with other professionals in the industry and to gain a clear view on BD and marketing activities
  • Identifying areas where I can increase my knowledge of theory to apply this to my day to day role.
  • It has been good to see specific areas of marketing I am knowledgeable and areas that may not come up in my day to day runnings

Related marketing and business development executive posts

Proactive Marketing and Business Development Executive December 2024

questions from Proactive Marketing/BD Executives April 2024

Proactive marketing and business development executives – CRM (kimtasso.com) December 2023

Preparing M&BD professionals for the future – learning, skills (kimtasso.com) October 2023

marketing and business development (M&BD) team structures (kimtasso.com) September 2023

The Proactive M&BD Executive – Culture shock, marketing models (kimtasso.com) April 2023

Coaching and Consulting skills – Limiting beliefs, approaches to helping (kimtasso.com) February 2023

become a more proactive Marketing and Business Development Executive (kimtasso.com) December 2022

Reflections from Marketing and Business Development Executives (kimtasso.com) October 2022

Recruiting and retaining marketing and business development (kimtasso.com) August 2022

How to advance your career in professional services marketing (kimtasso.com) April 2022

Proactive Marketing Executive – Plans, Budgets, Relationships and Career (kimtasso.com) September 2021

Proactive Marketing and BD Executive – Data, Reach, Qualifications, Skills (kimtasso.com) April 2021

Proactive Marketing/BD Executive (Oct 2020) – Session highlights (kimtasso.com) October 2020

Six themes for Proactive Marketing and BD Executives (2019) (kimtasso.com) January 2020

Top 10 takeaways – Proactive Marketing Executive (Feb 2019) (kimtasso.com) June 2019

assertiveness, impact and effectiveness (kimtasso.com) March 2018

Proactive Marketing Executive – Eight top tips (kimtasso.com) February 2018

Proactive Marketing Executive workshop (kimtasso.com) February 2017

35 tips to improve Time Management for busy professionals (kimtasso.com) January 2017

seven building blocks of a proactive marketing executive (kimtasso.com) October 2015

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