Navigating Business Development Across Borders

‍Q & A with Michael Way

To start, could you share some of your background in recruitment and explain how you transitioned into a business development management role?

My sales career began almost a decade ago in IT and Technology, where I took on the role of Client/Account Manager for one of the UK and Ireland’s largest distribution companies. Managing a team of nine and overseeing key clients across the UK, Ireland and Europe, I quickly honed my relationship building skillset to where it became a passion and the foundation of my success.

After more than five years in that role, I relocated across the Atlantic to Vancouver, Canada, where I transitioned into international recruitment as a dedicated Business Development Manager. Since 2021, I've had the privilege of working with diverse clients across North America, Asia Pacific, Europe, and the Middle East, taking on senior-level recruitment in areas like Tax, Design, and, most recently, the Energy Sector.  

This global experience has expanded my expertise and perspective, allowing me to navigate complex markets and deliver value in fast-paced, ever-changing industries.

From  your broad experience, how does business development differ between tax market and the energy market?

There are certainly similarities in relation to the technical level, international scope and remuneration packages at the senior level however some key challenges moving from the Tax to the Energy sector, from a Business Development stance, would certainly be the ever changing, fast-paced, dynamic landscape of the energy sector. Tax was relatively stable, consistent and steady, whereas Energy is rapidly evolving and project driven, dictated by high stake investments.

While relationships and personal brand are equally important in both industries, agility and adaptability are more pronounced in the energy sector. Being ahead of the curve and ready to support even before a project is announced is crucial, often requiring the ability to juggle multiple priorities simultaneously.

You mentioned a host of countries there, and culturally, Asia, Europe and  North America are significantly different. What differences have you observed in your career – particularly in the context of recruitment?‍

There are a number of cultural factors and considerations to make or be aware of when dealing with clients across multiple regions. Communication is always key, but there must be an understanding of how to deliver effective communication in a way that suits that market.

The biggest difficulty with working in different markets often virtually, is there are often cultural nuances to note when doing business with new clients. As an example in Asia, long standing relationships through trust and face to face meetings are essential, the deal is secondary, it becomes a more patient and respectful approach, ideally in person.

In Europe there is a balance between personal rapport, brand and getting to the required solution in the most effective way, transparency and fair dealing is key.

In North America I found deals are often more transactional, speed and value proposition hold weight. However, there was also a who-you-know or who have you worked with factor.

The biggest barrier to working internationally is being available to these markets, potentially changing working hours and splitting time, referring again to juggling multiple plates. With WeConnect Energy - there is a definite ambition for supporting me in being present in more places around the world to secure long lasting relationships on the ground in the countries we want to operate within.

You could anticipate language being a barrier but, in most cases, it isn’t a real issue. Tax and Energy is an extremely international market. Considerations around legalities and compliance when dealing within international markets are often things to consider ahead of time;  GDPR variances, Tax codes, Visa’s, Sponsorship are all things you come across internationally, so it's vital to get ahead and understand if you can operate or work in a specific country without having an entity on the ground.

Other factors to consider are varying negotiation styles. Some negotiations are collaborative, and more relationship-led to find a mutual benefit; some are more direct and aggressive to find the quickest solution. Pace is key in Europe and North America, in Asia it can be a slower process.

What would you say are the key traits or qualities that a successful business developer in the energy recruitment industry needs?

Outside of the obvious around relationship building, brand image, networking, communication and cultural awareness that we have alluded to, industry knowledge would be number one for me. Understanding of the sector, emerging issues, technologies, trends and regulatory changes are key. Keeping an eye on the news, specifically political and economic changes are imperative in being successful in this market. Personally, politics wasn’t always number one on my agenda but since moving into this market, I find it extremely important to keep up to date with the latest news and developments around the world.

Being able to be clear on strategies around managing adynamic and ever-changing desk across multiple regions requires organisation, resilience and perseverance as key traits. Often, you will need multiple referrals, touchpoints and methods of outreach before you begin conversations with the right contacts.

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What resources or tools have you found invaluable in upskilling and improving  your business development techniques?

Working in different industries and countries around the world has enabled me to develop various business development techniques and skills. You pick up different nuances and approaches from people along the way and take what you think is good and leave the rest.

I won't begiving too many secrets away, but one method I used during my time in Canada, which I’ve since adopted in multiple places, is ‘Whiteboarding.’ Whiteboarding involves bringing together people from various departments and levels within the business to discuss a specific strategic target, a key step in a deal process, or a high-level business meeting. This approach allows everyone to ask questions, probe the whiteboard lead, identify potential obstacles, and pre-emptively address any issues that may arise. It was an effective way of managing challenges before they occurred and ensuring all aspects were considered. Additionally, it promoted company-wide involvement and buy-in by giving everyone insight into the work being done.

What  advice would you give to someone aspiring to enter or move into the business development side of recruitment?

It is crucial to stay ahead of trends and up to date with the energy market. Sign up to as many relevant platforms, newsletters, articles as you can. Read blogs, connect with relevant thought leaders in the market and engage with their content. Knowledge is power and enables you to confidently navigate a complex market.

In your opinion, what are the biggest misconceptions people have about business development in the recruitment industry?

I guess the biggest misconception is that you are just a salesperson trying to sell something to anyone and everyone. Which I have seen many recruitment operations push and promote, however working in a niche specialist sector it couldn’t be more different.

The market doesn’t see there search, development, reading, market intelligence that goes in in the background to become an actual specialist within your market. I always compare our role to the gym - the more repetitions you do, the more comfortable you get, the easier it becomes, the stronger you get. People don’t see the groundwork and reps happening in the background. For myself, as a more experienced business development professional, my outreaches are normally strategic, long-term advances. I am not just approaching anyone and everyone, it's very meticulous, specific, targeted and with-a-key purpose that adds value to both yourself and the client target.

How do you stay motivated and maintain your momentum, especially in a role that often involves long-term relationship building and can have slow burn results?

Sales is a roller coaster full of peaks and troughs. Resilience is essential, perseverance, and consistency. You have to trust in the work you are doing, the product or service you are offering, the company you are representing and commit to the long term.

Set small goals and achievements so you can monitor and celebrate small wins and successes as and when they come. Small targets keep you focussed within a long-term relationship type role. You must be consistently at the forefront of the market, adding value to the people you are targeting and set yourself up to be in the right place at the right time when a requirement is needed.

Finally, what has been the most rewarding aspect of working in business development?

Aside from the remuneration and financial rewards, it’s having relationships with multiple key stakeholders in billion-dollar companies around the world that will pick up the phone and have a conversation or meet for a coffee if you're in country and will think of you when they have a need.

‍Conclusion

Hopefully, this blog article has shed some light on the complexities of business development, particularly when navigating across different industries and regions. In essence, you need adaptability combined with industry knowledge, but the importance of consistent relationship building and that all important trait of perseverance are absolutely key.

If you have any questions or are looking for guidance in this space, feel free to connect and reach out to Michael directly. Michael will also be attending his first-ever ADIPEC in Abu Dhabi this November, so if you're planning to attend, why not drop him a line for a chat? We will be releasing more content shortly regarding our teams attendance at this years ADIPEC and our involvement at a country stand that is very close to our hearts!