Business Development Jobs in Nevada (NOW HIRING)

Job Description: Trademark Brands Business Development Manager ; Commercial Restoration & Strategic Accounts Department: Business Development / MarketingReports To: Executive LeadershipPrimary Market: Las Vegas Valley and surrounding Southern Nevada marketsCompanies Supported: Trademark Brands and affiliated restoration, construction, mitigation, contents, emergency-response, and related service companies Position Summary The Business Development Manager is responsible for building, developing, and maintaining relationships with organizations and decision-makers who can generate recurring commercial restoration, mitigation, reconstruction, emergency-response, and construction opportunities for Trademark Brands and its affiliated companies. This is a relationship-driven field position, not a traditional desk-based sales role. The Business Development Manager will establish a consistent presence within targeted industries, organizations, properties, associations, and professional networks. The position will use a structured route-based business development system in which priority prospects and existing relationships are visited, contacted, supported, and developed on a recurring schedule. The objective is simple: Become known. Become trusted. Become approved. Stay connected. Be the company they call when a loss occurs. Success in this position comes from consistent relationship development rather than one-time sales calls. The Business Development Manager is expected to continually build relationships throughout target organizations, understand how each organization selects and manages vendors, assist Trademark Brands in becoming an approved vendor, and maintain those relationships long after enrollment is complete. Primary Target Markets The Business Development Manager will develop relationships with organizations including, but not limited to:Commercial property management companiesApartment and multifamily property managersHomeowners associations and HOA management companiesCommunity association managersCommercial real estate management companiesCommercial property ownersReal estate investment groupsDevelopersGeneral contractorsBuildersFacility managersFacility management companiesHotels and hospitality organizationsHealthcare facilitiesSenior living communitiesSchools and educational organizationsRetail centersIndustrial facilitiesWarehouses and distribution centersOffice buildingsRestaurants and hospitality groupsGovernment and municipal organizationsInsurance and risk-management professionalsAsset managersMaintenance organizationsEngineering firmsPlumbing, mechanical, roofing, electrical, and other service companiesOrganizations responsible for multiple properties or facilities The Business Development Manager should continually identify additional industries and organizations capable of generating recurring commercial opportunities for Trademark Brands. Core Responsibilities 1. Relationship Development Develop genuine, long-term relationships with decision-makers and influencers within target organizations. Key contacts may include:Property managersCommunity association managersRegional managersFacility managersMaintenance managersOperations managersAsset managersRisk managersOwnersDevelopersBuildersGeneral contractorsProcurement departmentsVendor-management departmentsExecutive leadershipAdministrative personnelEmergency-response coordinators The goal is not simply to know one person within an organization. The Business Development Manager should work to develop multiple relationships throughout each organization so Trademark Brands becomes integrated into the customer's network and vendor resources. 2. Route-Based Business Development Create and maintain a structured business development route system. Prospects and customers will be organized geographically, by industry, account priority, and relationship stage. Routes should be repeated consistently so relationships receive ongoing attention. Activities may include:Scheduled office visitsProperty visitsDrop-bysCoffee meetingsLunch meetingsLunch-and-learnsAssociation meetingsNetworking eventsProperty-management meetingsFacility walkthroughsVendor eventsIndustry eventsTrade showsCommunity eventsEducational presentations The purpose of the route system is to create consistency and repetition. Trademark Brands should not appear once and disappear. Our partners should see and hear from us regularly enough that when a water loss, fire, mold issue, emergency, reconstruction project, or other service need occurs, Trademark Brands is already familiar and trusted. 3. Approved Vendor Development A major responsibility of this position is helping Trademark Brands become an approved vendor with targeted organizations. The Business Development Manager will:Determine each organization's vendor approval process.Identify vendor-management and procurement contacts.Obtain vendor applications.Complete or coordinate required enrollment paperwork.Gather required company documentation.Coordinate certificates of insurance.Coordinate licensing information.Coordinate W-9s and business documentation.Provide safety documentation when required.Provide references and qualification information.Track application status.Follow up consistently until approval is completed.Maintain renewal dates and vendor requirements.Ensure Trademark Brands remains active and compliant within vendor systems. Becoming an approved vendor is not the end of the process. Once approved, the Business Development Manager must continue developing relationships throughout the organization so that approval ultimately produces opportunities and assignments. 4. Lunch-and-Learns & Educational Marketing Develop opportunities to provide educational presentations and lunch-and-learns for target organizations. Topics may include:What to do during the first hour of a water lossEmergency response planningFire and smoke damageWater mitigationMold and environmental concernsCommercial property-loss responsePreventing secondary damageDocumentation following a property lossWorking with insurance carriersLarge-loss responseBusiness interruption mitigationEmergency preparednessConstruction and reconstruction planningVendor emergency-response protocols Lunch-and-learns should be used to develop relationships with the broader organization rather than relying on a single contact. 5. Client Touchpoints & Relationship Marketing Maintain regular contact with customers and prospects through meaningful touchpoints. Examples include:Office drop-bysCoffee deliveriesSnacksBranded giftsSeasonal giftsPromotional itemsEducational materialsEmergency-preparedness materialsProperty-manager resourcesIndustry informationCompany updatesInvitations to eventsThank-you giftsClient appreciation activities These activities should be purposeful and coordinated with the overall account-development strategy. The objective is to remain visible, helpful, professional, and consistent. 6. Networking & Industry Involvement Actively participate in organizations and associations where our prospective customers participate. The Business Development Manager should identify and develop opportunities involving:Property-management associationsHOA organizationsCommercial real estate organizationsFacility-management associationsBuilding-owner associationsApartment associationsConstruction organizationsChambers of commerceReal estate organizationsDeveloper organizationsInsurance organizationsBusiness networking groupsCommunity organizations Responsibilities include:Attending meetingsParticipating in committeesSponsoring appropriate eventsVolunteering where beneficialDeveloping relationships with association leadershipBuilding relationships with membersIdentifying speaking opportunitiesCreating educational opportunitiesFollowing up after every event Attendance alone is not considered successful business development. Each event should produce new contacts, additional information, relationship opportunities, appointments, or follow-up activity. 7. Data Gathering & CRM Management Business development activity must be measurable. The Business Development Manager will collect, organize, and maintain information regarding:CompaniesPropertiesProperty portfoliosContactsTitlesPhone numbersEmail addressesLinkedIn profilesOrganizational relationshipsExisting vendorsVendor requirementsRenewal datesProperty locationsNumber of managed propertiesFacility typesPotential project volumeMeetingsVisitsFollow-up datesOpportunitiesReferralsActive jobsPast jobsRevenue generated All meaningful activity should be recorded within the company's designated CRM or business-development tracking system. If the information is not documented, it cannot become part of the company's long-term business-development asset. 8. Social & Digital Networking Use professional social networking to support field relationship development. This may include:LinkedInIndustry groupsAssociation platformsCompany social mediaEmail campaignsDirect messagingProfessional networking platforms Responsibilities include:Connecting with contacts after meetings.Following target companies and decision-makers.Engaging appropriately with their company updates.Identifying employment changes and promotions.Identifying new properties, developments, acquisitions, and projects.Researching prospective organizations.Using social media to support real-world relationships. Digital networking should complement—not replace—face-to-face relationship development. 9. Account Mapping Develop an account map for priority organizations. For major accounts, identify:Company leadershipRegional leadershipProperty managersFacility managersMaintenance personnelProcurementRisk managementAccountingVendor-management personnelAdministrative contactsEmergency-response decision-makers The objective is to prevent Trademark Brands from relying on a single relationship within an organization. 10. Commercial Opportunity Development Identify opportunities for Trademark Brands companies involving:Commercial water mitigationFire and smoke restorationMold remediationEnvironmental servicesEmergency responseBoard-up servicesContents servicesLarge-loss restorationReconstructionTenant improvementsCommercial remodelingDemolitionConstructionProperty repairCapital improvement projectsPreventative service relationshipsEmergency-response agreements The Business Development Manager is responsible for opening the door and developing the relationship. Operations and estimating teams will support the technical development, estimating, production, and execution of opportunities. 11. Emergency Response Program Development Where appropriate, work with organizations to establish Trademark Brands as a preferred emergency-response resource before a loss occurs. This may include developing:Emergency-response agreementsPreferred-vendor relationshipsProperty contact listsBuilding informationEmergency access informationAfter-hours contactsProperty portfoliosEmergency proceduresPre-loss facility walkthroughs Our objective is to develop relationships before the emergency, rather than introducing ourselves after the emergency has already occurred. 12. Internal Communication Coordinate closely with leadership, operations, project management, estimating, marketing, and administrative teams. The Business Development Manager should communicate:New opportunitiesCustomer expectationsUpcoming meetingsVendor applicationsClient concernsRelationship opportunitiesAssociation opportunitiesMajor projectsPotential lossesAccount activityCompetitive informationIndustry intelligence Business development should create a bridge between the marketplace and the operational teams serving our customers. Performance Expectations Performance will be measured through both activity metrics and business results. Potential Key Performance Indicators include: Relationship ActivityNew qualified contacts addedFace-to-face meetingsProperty visitsOffice drop-bysClient meetingsLunch meetingsLunch-and-learnsNetworking events attendedAssociation participationFollow-up activity completed Account DevelopmentNew target organizations identifiedNew accounts entered into CRMVendor applications obtainedVendor applications submittedApproved vendor relationships establishedEmergency-response agreements establishedMultiple contacts developed within priority organizations Opportunity DevelopmentQualified commercial leadsSite visits generatedEstimates generatedProjects awardedCommercial restoration assignmentsRevenue generatedRevenue generated from repeat customersRevenue generated from strategic accounts Relationship RetentionFrequency of contact with priority accountsPercentage of established routes completedExisting accounts actively maintainedCustomer referrals generatedRepeat assignments Recommended Route Structure Accounts should be separated into tiers. Tier A: Strategic Accounts Highest-value organizations and relationships. Examples may include large property-management organizations, major commercial real estate portfolios, developers, facility-management organizations, and organizations managing numerous properties. Contact frequency: approximately every 2–4 weeks. Tier B: Growth Accounts Strong prospects or smaller existing accounts capable of generating recurring work. Contact frequency: approximately every 4–6 weeks. Tier C: Development Accounts Newer relationships requiring continued development. Contact frequency: approximately every 6–8 weeks, supplemented with digital communication. The Business Development Manager is responsible for maintaining a calendar and route system that ensures these relationships are touched consistently. Ideal Candidate The ideal Business Development Manager is:Highly relationalComfortable meeting new peopleOrganizedSelf-motivatedPersistent without being aggressiveProfessionalPersonableDependableComfortable speaking in groupsComfortable attending events independentlyStrong at remembering people and relationship detailsComfortable using CRM technologyComfortable with LinkedIn and professional social mediaCapable of organizing large amounts of prospect dataAble to maintain disciplined follow-upAble to represent multiple Trademark Brands companiesInterested in commercial real estate, construction, restoration, property management, and facilitiesComfortable moving between executive-level conversations and interactions with maintenance and field personnel Qualifications Preferred qualifications include:Business development, outside sales, account management, marketing, property management, construction, restoration, commercial real estate, facilities, insurance, or related experience.Strong written and verbal communication skills.Strong networking and interpersonal skills.Ability to manage a large number of relationships simultaneously.Experience with CRM systems.Experience using LinkedIn for professional relationship development.Ability to prepare and deliver presentations.Ability to independently mana