---
title: 'Chief Business Development Officer (CBDO) at Strategic Growth Partners'
canonical: 'https://feeny.ai/job/chief-business-development-officer-cbdo-strategic-growth-partners-remote-4dfn20znsngn'
type: 'job'
last_seen: '2026-10-20'
---

# Chief Business Development Officer (CBDO) at Strategic Growth Partners

- **Company:** Strategic Growth Partners
- **Location:** Remote
- **Employment:** full-time
- **Work type:** remote
- **Posted:** 2026-10-19
- **Last confirmed live:** 2026-10-20
- **Apply:** https://jobs.ashbyhq.com/strategic-growth-partners/5d3cecbf-3077-49b9-a37e-711ae6d4a363

## Job description

Strategic Growth Partners (SGP), a government contracting advisory firm, provides a full suite of support services (Shared Services) to the organization. Our organization is moving from separate business development operations in each business unit to one unified BD model/system that serves the entire portfolio. SGP is hiring a Chief Business Development Officer (CBDO), employed by SGP and dedicated full time to the organization, to build and lead that system. To start, the CBDO's growth focus is the organization's priority business units; the remaining units will use the same unified systems, such as the CRM, and may come into the CBDO's growth scope as the role evolves. The CBDO establishes the organization's agency targets and the business development processes and procedures that every business unit follows, including one CRM, one pipeline process, one proposal process, and one set of marketing standards. The CBDO sets the tone for BD across the portfolio, directs the vice presidents who currently lead proposals, pricing, marketing, and related functions, and runs bid/no-bid decisions. Business unit leads keep ownership of their P&L and day-to-day customer relationships, and work inside that system. The CBDO leads outreach and directs the capture process for the business units in the CBDO's scope; where a business unit lead keeps outreach and capture for now, that unit works inside the same system. The CBDO also leads executive-level relationships with customers and partners and delivers a monthly performance report that gives the CGO and the client's executive leadership a clear view of the state of the business. Reporting to SGP's CGO, the CBDO carries growth accountability for the priority business units to start, with the scope expected to grow toward the full portfolio.

## KEY RESPONSIBILITIES

- Set growth targets. Build an annual growth plan with revenue, pipeline, and win-rate targets for each business unit and operating company in the CBDO's scope, and gain the approval of the CGO and the client's executive leadership.
- Establish agency targets. Set the portfolio's target agencies, markets, and contract vehicles, and approve each business unit's targets within them so the operating companies do not compete with one another.
- Partner with the CGO on growth strategy. Work with the CGO to shape the organization's overall growth strategy, including markets, contract vehicles, teaming, and acquisitions, and bring SGP's growth methods and reach-back support to each business unit.
- Run one BD system. Stand up and enforce a single CRM, common pipeline stages and entry criteria, and bid/no-bid gates across all business units.
- Set the tone and direct the SGP VPs. Communicate expectations, priorities, and standards for BD across the portfolio, and direct the vice presidents who lead proposals, pricing, marketing, and related functions. Assign the Market Intelligence Analyst, Business Development Managers, and Capture Managers to the business units, and resolve competing demands for their time.
- Lead the BD team. Directly manage the BD staff who move to SGP and report to the CBDO. Lead outreach and direct the capture process for the business units in the CBDO's scope, and coordinate with BD staff who remain within their business units so all teams work inside the same system.
- Make bid/no-bid decisions. Chair gate reviews for every pursuit, and record each decision in a bid/no-bid memo.
- Standardize capture and proposals. Make sure every pursuit follows a standard capture plan, capture deck, and proposal process, including compliance checks, color reviews, pricing and price-to-win, and contract review (the contract review workflow is still being defined). The CBDO directs the capture process on pursuits in the CBDO's scope; where a business unit lead directs capture, that unit follows the same process.
- Lead executive relationships. Build executive-level relationships with priority customers, primes, teaming partners, and mentor-protégé partners, in coordination with the business unit leads who own day-to-day customer relationships. Make sure every contact is logged in the CRM.
- Lead marketing. Set marketing strategy and brand standards across all operating companies, and approve capability statements, website and SAM/DSBS profiles, campaigns, and event plans.
- Hold business unit leads accountable for growth. Run a monthly growth review with each business unit lead against the unit's growth targets, and escalate unresolved priority or resource conflicts to the CGO. P&L performance remains with the business unit leads.
- Report monthly and quarterly. Deliver the monthly performance report to the CGO and the client's executive leadership, by business unit and portfolio total, and present a quarterly BD update to the Board.
- Learn from every award decision. Complete a win/loss debrief after each award decision, and feed the lessons into the next capture plan.

## PERFORMANCE MEASURES

The CBDO will be measured against the following items, all reported monthly by business unit and portfolio total. Numeric targets will be set with the CGO and the client's executive leadership once baseline data are in the shared CRM. Measure Target New opportunities added Qualified opportunities entered in the CRM each month: TBA Dollars added to pipeline Total value of opportunities added each month: TBA Total qualified pipeline Open pipeline value at month end: TBA Pipeline coverage Qualified pipeline as a multiple of the annual revenue target: TBA Proposals submitted Count and dollar value submitted each month: TBA Bid/no-bid decisions Every pursuit decided at a gate review, with a written memo Submission quality Every proposal submitted on time and compliant Awards won Count and dollar value awarded each month: TBA Win rate Trailing 12 months, by count and by value: TBA Recompetes Share of contracts due in the next 12 months that are retained: TBA Customer and partner meetings Meetings held each month and logged in the CRM: TBA Monthly report Delivered to the CGO and the client's executive leadership every month, by business unit and portfolio total

## QUALIFICATIONS

Required

- Experience leading growth for a company or business unit of at least $100 million in annual revenue, with direct accountability for its pipeline, bookings, and revenue targets
- Experience directing vice presidents and senior functional leaders across proposals, pricing, and marketing
- Fifteen or more years of federal business development, capture, and proposal experience, including at least five years leading a BD organization at the executive level
- A record of winning new federal work and retaining recompetes across multiple agencies
- Working knowledge of the SBA 8(a) program and the rules for tribally owned entities, including sole-source authority, set-asides, and affiliation
- Experience positioning companies on major contract vehicles such as OASIS+, SEWP, and STARS III
- Experience leading capture and proposal teams through a formal, gated process such as Shipley
- Experience building a CRM-based pipeline and delivering monthly performance reports to executives or a board
- Ability to hold business unit leads accountable for growth without direct authority over them
- Bachelor's degree

## Preferred

- BD experience in federal IT and defense services markets
- Experience growing a multi-entity holding company or a tribal, Alaska Native, or Native Hawaiian enterprise
- Active security clearance, or the ability to obtain one
- MBA or related advanced degree

## BD FUNCTIONS AND OWNERSHIP

To start, the CBDO leads BD growth for the organization's priority business units. The remaining units work inside the same unified BD system, including the CRM, and may move into the CBDO's growth scope as the role evolves. BD staff in the CBDO's scope report directly to the CBDO; BD staff who stay within their business units work inside the same system. The CBDO provides direction and is charged with growing the business. Each business unit lead continues to own the P&L performance of their unit, and the CBDO holds each lead accountable for meeting the unit's growth targets. The table below shows who owns each BD function under the unified system and which team carries out the work. BD Function Ownership and Delivery G. Governance, targets, and reviews Owned by the CBDO. Supported by the BD Operations Manager. A. Pipeline and BD operations Owned by the CBDO. Delivered by the BD Operations Manager. B. Proposal operations and pricing Owned by the CBDO. Delivered by the VPs and teams for proposals and pricing. C. Marketing and brand Owned by the CBDO. Delivered by the VP and team for marketing. D. Market intelligence and strategy Led by business unit leads, with targets approved by the CBDO. Delivered by the Market Intelligence Analyst. E. Outreach and relationships Led by the CBDO for business units in the CBDO's scope, and by the business unit lead where that lead keeps outreach for now. Delivered by the Business Development Managers: the BD team that reports to the CBDO, or the business unit's own BD staff. F. Capture management Directed by the CBDO for business units in the CBDO's scope, and by the business unit lead where that lead keeps capture for now. Delivered by the Capture Managers: the BD team that reports to the CBDO, or the business unit's own BD staff. P&L performance Owned by business unit leads. The CBDO holds each lead accountable for the unit's growth targets. SGP is committed to hiring and retaining a diverse workforce. We are proud to be an Equal Opportunity/Affirmative Action Employer, making decisions without regard to race, color, religion, creed, sex, sexual orientation, gender identity, marital status, national origin, age, veteran status, disability, or any other protected class. We are committed to a collaborative, inclusive environment that encourages authenticity and fosters a sense of belonging. We are also committed to providing accommodations for persons with disabilities.

## About Strategic Growth Partners

## Company Overview
- **One-liner**: Strategic Growth Partners (SGP) is a full-lifecycle growth partner for government contractors, helping small businesses enter the federal marketplace, scale efficiently, and achieve exit through an integrated shared-services model.
- **Entity Type**: Private (Privately Held)
- **Headquarters**: Silicon Valley, California, United States (with presence in India)
- **Founded**: 2025 (following the merger of GovContractPros, Strategic Growth Advisors, Softek Global Services, and Digital Twin Capital)
- **Founders**: Not applicable (formed via merger); key leaders include John Cook (CEO), Rajesh Shah (Chairman), Himanshu Shah (COO), Jerrod Mallinger (Chief Strategy Officer), and Pami Shah (CFO)

## Core Business
- **Primary industry/industries**: Government contracting advisory, business development, back-office support, mergers & acquisitions, compliance, and Tribal 8(a) program consulting.
- **Target customers**: Small businesses, Tribal 8(a) organizations, and other government contractors (B2B, primarily SMBs and mid-market).
- **Mission or purpose statement**: “SGP exists to make a difference by giving back. This purpose is woven into everything we do — delivering financial & economic opportunities for our tribal clients and their communities, empowering our trusted partners, and caring for the dedicated individuals that are the heart of SGP.”

## Products & Services
- **Business Development**: End-to-end support for winning federal contracts, including market entry strategies, capture management, and proposal support.
- **Back Office Support**: Fractional CFO, accounting, HR, payroll, and administrative services tailored to government contractors.
- **Mergers & Acquisitions**: Advisory for buying, selling, or merging GovCon businesses, including valuation, due diligence, and integration.
- **GovCon Xcelerator & Compliance**: Training, certification assistance (e.g., 8(a), HUBZone, SDVOSB), and ongoing compliance management.
- **Tribal 8(a) Advantage**: Specialized ecosystem leveraging SBA Tribal 8(a) benefits to accelerate growth for tribes and their partner businesses.
- **Launch / Ignite / Transform / Fortify**: A suite of growth programs covering market entry, rapid scaling, long-term transformation, and operational strengthening.

## Market Standing
- **Valuation/Market Cap**: Not disclosed
- **Key Metric**: Annual revenue not publicly available; workforce of approximately 29 employees (LinkedIn, 2025)
- **Notable Investors/Partners**: Not publicly disclosed; works extensively with tribal nations and federal primes
- **Growth Signals**: Rebranded and unified four entities under one name in January 2025; 12 active job postings as of mid-2025; expanding presence in India; LinkedIn follower count of 3,240

## Competitive Advantages
- Deep specialization in the Tribal 8(a) program, a unique regulatory advantage for rapid growth.
- Full-lifecycle support from inception to exit, reducing the need for multiple vendors.
- Team combines decades of firsthand experience in federal agencies and private sector executive leadership.
- Fractional expert model provides small businesses with high-caliber talent without full-time cost.

## Strategic Focus
- Continue to expand the Tribal 8(a) ecosystem and forge mutually beneficial partnerships.
- Strengthen compliance and back-office services to reduce barriers for small government contractors.
- Grow through M&A advisory and strategic partnerships, targeting both new entrants and established firms.
- Scale the shared-services model to serve a broader range of socioeconomic small businesses.

## Why Work Here
- **Culture highlights**: Mission-driven, selfless leadership, integrity, and a commitment to uplifting tribal communities and partners. Emphasizes teamwork, creativity, and sustainable growth.
- **Remote/hybrid/office policy**: Not explicitly stated; headquarters in Silicon Valley, CA, with roles likely requiring some in-office presence. Many positions (e.g., Senior Accountant, Operations Manager) may be hybrid or remote-friendly.
- **Notable perks or engineering culture**: Not a traditional tech company; roles span finance, HR, operations, business development, and consulting. Offers the chance to work directly with federal agencies and tribal nations, providing meaningful impact. The careers page lists 12 open positions including Senior Accountant, Operations Manager, Controller, HR Business Partner, and Project Engineer.

## Sources
1. [strategicgrowthpartners.com](https://strategicgrowthpartners.com/)
2. [strategicgrowthpartners.com/about-us](https://strategicgrowthpartners.com/about-us/)
3. [LinkedIn – Strategic Growth Partners](https://www.linkedin.com/company/stratgrowthpartners)
4. [LinkedIn – SGP Recruiting](https://www.linkedin.com/company/sgp-recruiting)
5. [Ashby Careers – Strategic Growth Partners](https://jobs.ashbyhq.com/strategic-growth-partners)

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