So far, we’ve looked at managing expectations, building stronger relationships, handling difficult conversations and leading teams effectively. This month, we’re focusing on something that often feels a little trickier: spotting opportunities.
Many professionals see business development as something separate from delivery ,something you do when the work slows down or when you’re in ‘sales mode’. But in reality, the best opportunities come from the work you’re already doing every day.
The challenge
You’re focused on delivering excellent work, after all that’s your job, right? And of course that’s what builds trust. But when you’re deep in delivery, it’s easy to miss the subtle clues that could lead to new conversations.
- Maybe your client mentions an upcoming strategic change.
- Maybe they talk about resourcing pressures in another department.
- Maybe they express frustration with a supplier or internal process.
Each of those ‘moments’ is an organic opportunity – a chance to show you understand their broader challenges, offer ideas, and help them succeed in ways they may not have realised you could.
The goal isn’t to sell. It’s to stay curious, connected, and proactive; so you’re ready when the right moment presents itself.
Tips for unlocking opportunities
Stay curious Curiosity is one of the most valuable yet underused tools in professional services. Go beyond the immediate matter or project. Ask questions that explore what’s really going on for the client: “What’s driving this?”, “What else is going on?” or “Where does this sit within your wider strategy?” Clients notice when you show interest in their world, not just your scope.
Listen for signals Clients don’t always say, “We need help with this.” Often, they drop clues; a change in leadership, a comment about resource strain, or a shift in priorities. Noticing these signals takes active listening and a mindset of curiosity rather than just delivery.
Think beyond your own brief It’s easy to focus on your own specialism, after all that’s what clients pay you for. But sometimes the real opportunity lies just beyond your technical area. Ask yourself: “Who else in our firm could add value here?” Cross-departmental thinking not only benefits the client, it strengthens internal collaboration.
Connect the dots Clients value advisors who can make connections they can’t always see themselves; between issues, teams, or business units. When you help them join those dots, you become more than a service provider; you become someone who broadens their perspective.
Add value before talking value Share something useful, an article, a relevant insight, or even a short observation about their market. When you lead with genuine value, it shows you’re invested in their success, not just your next project.
Make it easy for clients to open up In busy, high-stakes environments, clients often keep problems close until they become urgent. The more they trust that you’re there to help, the earlier they’ll share challenges, giving you the chance to make a difference sooner.
Some challenges we see
Even with the best intentions, it’s not always easy to spot opportunities. Here are some familiar challenges we hear from technical experts we work with:
“I don’t want to come across as pushy.” Completely valid – and it’s why intent matters. If your motivation is to help the client solve a problem or achieve an outcome, it will never feel like selling. It will feel like partnership.
“I don’t have time to think beyond delivery.” That’s the reality for most busy professionals. Try to build curiosity into your existing workflow rather than adding something new. A quick “what’s next for this project?” conversation can open unexpected doors.
“I’m not sure what my colleagues do well enough to introduce them.” This is surprisingly common in many firms both large and small. Investing time in understanding your colleagues’ expertise makes cross-selling authentic and helpful, not forced.
“Clients don’t share enough context.” True – but often they share more than we realise, just not directly. It’s about tuning in to the hints: a mention of a new initiative, a shift in tone, or a question about timing. Each can be a window into what’s changing behind the scenes.
“I feel awkward raising commercial ideas.” That’s natural, most professionals weren’t trained to think like salespeople. But when you frame your ideas around client benefit rather than your firm’s gain, those conversations feel more natural and welcomed.
Spotting opportunities isn’t about being ‘salesy’ and opportunistic. It’s about staying curious, listening deeply, and connecting dots between what your client says (and doesn’t say) and the broader expertise you and your firm can offer. When you approach it that way, business development stops feeling like a separate activity and starts feeling like a natural extension of great client service.
Next month: Negotiating more confidently
Negotiation doesn’t just happen at contract stage. It happens all the time; in scope discussions, pricing, timelines, and resourcing. So in the final edition of our Client Management Series, we’ll share techniques to help you hold your ground, protect value, and reach win-win outcomes without damaging the relationship.
Kind regards,
We are a business development consultancy which is passionate about helping our clients develop processes, skills and behaviours that will result in increased sales and improved margins. 
