This session explored business development from the perspective of marketing, communication, and long-term relationship building within the lighting and AEC ecosystem. Rather than viewing business development as pitching, selling, or chasing projects, the panel emphasized a more human-centered approach—one rooted in authenticity, trust, curiosity, shared values, and consistent connection over time. Speakers agreed that business development is not a switch that can be turned on when work is needed, but an ongoing practice of cultivating relationships, planting seeds, and staying engaged with people long before a project exists.

A key theme throughout the discussion was that relationships—not transactions—drive opportunities, and that successful client acquisition happens when people genuinely enjoy working together. The conversation reinforced that emotional intelligence, listening skills, and empathy often matter more than aggressive outreach. Panelists encouraged professionals to be proactive in creating touchpoints, following up with sincerity, offering value before expecting anything in return, and maintaining authenticity rather than sounding scripted or sales-driven.

The session also addressed the challenge of finding new connections. Strategies included attending adjacent-industry events, leveraging shared interests, asking existing contacts for warm introductions, gamifying networking goals, and approaching unfamiliar rooms with both confidence and self-kindness. The panel reflected that many people in the industry are introverts performing extroversion, and that honesty, humor, and small conversational anchors—like food, shared observations, or event context—can be powerful entry points.

Another focus area was tracking workload, forecasting, and managing capacity. The discussion compared methods used by solo entrepreneurs, growing firms, and established studios—from spreadsheets to Monograph, Harvest, Monday.com, HubSpot, and full scorecard systems. The concept of “runway” emerged as an essential metric, referring to how much contracted work (and cash flow) remains before revenue expires, and how this informs hiring, outreach, and strategic planning. The group acknowledged that burnout prevention should be an explicit consideration in business development—not an afterthought.

The role of social media and personal branding surfaced as well. While ROI can be indirect, the consensus was that a strong online presence—especially on LinkedIn and through a clear website—supports credibility and helps prospects validate expertise. The panel framed social media not as a sales engine but as a trust accelerator and visibility tool, especially when used with intention rather than trying to be everywhere at once.

Finally, the conversation highlighted that early-career professionals can begin practicing business development by learning how to articulate their firm’s value in their own voice, avoiding scripts, and building confidence through repetition, feedback, and practice. Follow-up etiquette was discussed as contextual rather than formulaic—more relational than procedural.

Overall, the event positioned business development as a blend of communication, consistency, strategy, generosity, and genuine human connection—an energizing, long-game practice that shapes both opportunity and reputation within the lighting industry.