Why Your Seller-Doers Don’t Sell (and What to Do About It)

A seller-doer is someone who wears two hats: they deliver client work and they’re also expected to help bring in new work. Think project managers, engineers, architects, technical leads, and consultants. They’re often the closest to the client, deeply trusted, and seen as the ones who actually make the work happen.

On paper, it’s a perfect model. Who better to build the next relationship or identify the next opportunity than the person the client already believes in?

But here’s the tension: many seller-doers struggle with the selling side of the equation. Not because they lack motivation or talent… but because most firms don’t set them up to succeed. They’re rewarded for delivery, not growth. They aren’t given a seat at the table for BD conversations. And too often, they’re left without the systems, training, or infrastructure that turn “selling” from a side hustle into a real growth engine.

The truth is this: seller-doers can be the strongest growth partners you have. But only if you treat them that way.

The Missed Opportunity

Seller-doers are in a unique position. They’re the ones having day-to-day conversations with clients, spotting problems early, and hearing about needs that never show up in a formal RFP. They are the eyes and ears of your business development engine.

Yet in many firms, seller-doers aren’t fully leveraged. They’re not included in capture planning discussions, not looped in on target accounts, and not recognized for the role they already play in client development. Instead, BD conversations happen in a silo – and leadership wonders why the pipeline feels thin.

When you don’t give seller-doers the tools, training, and recognition they need, you’re leaving growth on the table.

Why Seller-Doers Struggle with BD

1. They’re rewarded for delivery, not growth.

Utilization targets and billable hours dominate performance reviews. Growth? That’s “extra.” Even the most motivated seller-doer will choose the metric they’re measured on.

2. They haven’t been trained for it.

Seller-doers are technical experts, not professional business developers. Most have never been trained in capture, positioning, or relationship management. Without guidance, they end up defaulting to what they know best: delivering projects.

3. They don’t have the right support system.

Too often, seller-doers are expected to deliver projects, chase opportunities, and contribute to proposals – all without a pursuit process, a content library, or marketing support. It’s not realistic. And it’s why many firms see burnout instead of growth.

What Firms Can Do About It

1. Recognize seller-doers as true growth partners.

Stop treating seller-doers as “delivery people who sometimes sell.” Acknowledge the critical role they play in account growth, recompetes, and client loyalty. Invite them into BD conversations, give them visibility into the pipeline, and make growth a legitimate part of their role.

2. Align incentives.

If billable hours are the only thing that matters, growth will always lose. Create balance by rewarding business development activity – meetings, pursuits influenced, revenue tied to their accounts. Growth should be part of how performance is measured.

3. Invest in training.

Technical expertise doesn’t automatically translate into BD skill. Provide seller-doers with the tools they need to succeed:

• Training in capture + positioning
• Account planning frameworks
• Guidance on building relationships pre-RFP
• Coaching for presentations + orals

4. Build the right infrastructure.

Seller-doers don’t thrive in a vacuum. They need:

• A clear pursuit process with go/no-go discipline
• Proposal + marketing teams to support heavy lifts
• CRM systems that track and reinforce activity
• Leadership that consistently reinforces growth behaviors

The Payoff

When seller-doers are empowered, they become some of the most effective growth leaders in your firm. They already have the trust, the relationships, and the technical expertise. With the right systems, training, and recognition, they can:

• Surface opportunities earlier and shape them before the RFP drops
• Strengthen client relationships and position for recompetes
• Build credibility in target accounts and open doors BD teams alone can’t
• Drive a healthier pipeline that aligns with long-term growth goals

This isn’t about turning seller-doers into “salespeople.” It’s about helping them extend the role they’re already playing – as trusted advisors – into true growth partners.

The Bottom Line

Your seller-doers aren’t a problem to solve. They’re an opportunity to maximize.

Firms that embrace seller-doers as growth partners – and give them the right systems, incentives, and support – see stronger client relationships, healthier pipelines, and higher win rates. Firms that don’t? They leave millions in growth potential untapped.

If your seller-doers aren’t selling, don’t blame them. Look at the system around them. Because when they’re supported the right way, seller-doers won’t just deliver today’s projects – they’ll help secure tomorrow’s.

👉 Want to equip your seller-doers to become true growth partners? Let’s talk.