Facilitation of Meetings and Demonstrations: Organize and facilitate meetings for capability briefings and product demonstrations. Collaborate with internal teams to prepare presentations, proposals, and materials for client meetings. Ensure smooth coordination and communication between all parties involved in the meetings.
Expansion of Market Reach: Identify adjacent opportunities based on existing customer base and personal connections. Attend conferences, industry days, and networking events to generate leads and establish new client relationships.
Roles and Responsibilities
Summary of Objectives
Creation and ownership of a formalized “Road Map” that addresses the following
Mapping of where we are today. Where we need to go. How we get there.
Subsequent tracking and awareness of where we are
Enable capture to define “how to win”
Development of Account Strategy, which is composed of (not meant to be an all-inclusive list):
Understanding the Growth goal of EDGE and where we want to be in 2-5 years (from a size and/or revenue perspective, as well as a mission focus area, and type of company). Supports the BU(s) in development and achievement of those growth objectives.
Conducting an introspective analysis of our organic capabilities across EDGE: Modeling and Simulations, Mission Assurance, Systems Integration, MBSE, Cyber, Mission Engineering, PNT, etc. to determine what types business opportunities we are able to purse.
Conducting an external analysis of the funded programs across the DoW or commercial customers that align with our support capabilities – such as Golden Dome, Air Dominance, munitions, PNT, satellite technologies, submarine alterations, drone & counter-drone, collaborative combat aircraft (CCA), etc.
Understanding of on-contract programs and where Growth can assist the Business Units with a focus on winning 100% of all recompetes
Synchronizing with the markets to determine what is hot, what is not, problem areas, contract vehicle details, buyer habits, etc. This is done through B2B & B2G engagements at conferences & individual meetings.
Focusing on not just growing existing contracts, but also expanding our current footprint or spreading to new customers that are related to current customers
Examining new market penetration efforts and the unique strategy for each – funding dependent
Monitoring Behaviors in the marketplace by govt & commercial customers
Inventorying available contract vehicles and determining which of our vehicles could be used by the customer. Consider if the customer is using an organizationally unique IDIQs or BAAs for which we would need to on-ramp.
Researching the competitive landscape across the markets. Who do we expect to bid on strategically important contracts and who might be interested in partnering with us. Teaming is a necessity to remain competitive in most markets and especially where we have no established customer familiarity.
Crafting and tailoring customer meetings – this take a great deal of research to understand their perspective and mission requirements.
Determining what strategic investments need to be made in order to win larger contracts, such as: aligning marketing efforts as exhibitors or sponsors at key conferences, making strategic hires, developing recruiting campaigns, identifying the need for unique facilities to support larger contracts, certifications, software tools, IR&D, etc.
Consolidating the factors above into a coordinated approach to support a viable growth-oriented strategy
Prevent unsynchronized customer engagement; while ensuring we’re engaging with all relevant pieces and parts of the company
Ensure investments, engagements, and pipeline maps to real revenue and ROS targets
Key Duties and Responsibilities
Account Management & Strategy
Serve as the single point of accountability for all business within assigned Air Force accounts
Develop and maintain a 3-year account strategy aligned to
Customer mission priorities
Budget outlook (POM, PB, appropriations)
Evolving DoW priorities, such as counter-drone, drone operations,
Competitive landscape
Identify and prioritize strategic growth areas (programs, tech domains, contract vehicles).
Maintain an Account Plan that integrates BD, Capture, and Delivery.
Key Outputs
Account Plan (annual + rolling updates)
Opportunity pipeline aligned to growth targets
White space / adjacency analysis
Customer Engagement & Relationship Management
Build and sustain trusted relationships with
Program Managers (PMs)
Technical leads
Contracting Officers (KOs)
Senior Leadership
Lead customer engagement cadence
Quarterly strategic engagements
Program-level touchpoints
Industry days / conferences
Understand customer pain points, hot buttons, and funding realities.
Key Outputs
Customer engagement plan
Call plans and trip reports
Contact maps and influence charts
Opportunity Identification & Qualification
Own identification of new opportunities across
New starts
Recompetes
On-contract growth
Drive qualification rigor using defined criteria
Mission alignment
Budget realism
Customer access
Competitive positioning
Maintain a healthy pipeline (typically 3–5x revenue target).
Key Outputs
Opportunity pipeline (qualified/unqualified)
Bid/no-bid recommendations
Pipeline reviews with leadership
Capture Strategy & Execution Support
Partner with BU Growth Leads and Capture Managers to
Shape opportunities early (pre-RFP)
Influence acquisition strategy
Position the company for win
Ensure capture strategies align to account strategy.
Support to Win themes
Competitive assessments
Pricing strategy inputs (e.g., fee, subcontract mix, ROS considerations)
Participate in Gate/Milestone Reviews (Gate 0–4).
Key Outputs
Customer insights for capture
Competitive intelligence
Gate review inputs and approvals
Business Development (BD) Support
Lead front-end shaping activities
Requirements influence
White papers / RFIs
Industry engagement
Coordinate across internal stakeholders
Technical SMEs
Solution architects
Ensure alignment between capability offerings and customer needs.
Key Outputs
Shaping artifacts (white papers, briefings)
Customer-aligned capability positioning
Early phase solution concepts
Program Delivery Alignment
Partner with Program Managers to
Ensure customer satisfaction
Identify follow-on work
Mitigate performance risks
Customer feedback
Program Health
Leverage delivery to enable recompetes and growth.
Key Outputs
Customer satisfaction assessments
Recompete strategies
Issue escalation (if needed)
7. Competitive Intelligence & Positioning
Maintain deep understanding of
Competitors (primes, subs, nontraditionals)
Competitor positioning with customer
Teaming dynamics
Contract vehicle access
Shape teaming strategies
Prime vs. subcontract decisions
Strategic partnerships
Position company capabilities against emerging Air Force priorities.
Key Outputs
Competitor profiles
Black hat / SWOT inputs
Teaming recommendations
8. Contract Vehicle & Acquisition Strategy Management
Ensure access to and positioning on key Air Force contract vehicles
IDIQs, MACs, OTAs, BOAs
Influence acquisition approaches where possible
Contract type (CPFF, FFP, etc.)
Set-asides / small business strategy
Coordinate with contracts and legal on FAR/DFARS compliance.
Key Outputs
Contract vehicle strategy
Vehicle access plan (prime/sub roles)
Acquisition shaping inputs
9. Brand & Market Positioning
Represent the company in
Air Force forums
Professional Industry associations
Key Conferences that facilitate B2B & B2G engagement
Reinforce company brand as a trusted Air Force mission partner.
Key Outputs
External engagement plans
Thought leadership contributions
Customer-facing messaging
10. Key Success Metrics (KPIs)
Customer engagements
Revenue growth (organic + new)
Strategic position on key programs
Business Development Director, M12, BDBDEM12
Qualifications
BS 16-18, MS 14+, PhD 10+
Possess and maintain a Secret Clearance
Bachelor's degree in Business Administration, Marketing, Engineering, or related field. MBA preferred.
Minimum of 5 years of experience in business development or sales, with a focus on the defense industry and specifically within the Air Force domain.
Proven track record of successfully meeting or exceeding sales targets and driving business growth.
Strong understanding of Air Force operations, procurement processes, and contracting mechanisms.
Excellent communication, negotiation, and interpersonal skills.
Ability to work independently, prioritize tasks, and manage multiple projects simultaneously.
Equal Pay Act
This is the projected compensation range for this position. There are differentiating factors that can impact a final salary/hourly rate, including, but not limited to, Contract Wage Determination, relevant work experience, skills and competencies that align to the specified role, geographic location (For Remote Opportunities), education and certifications as well as Federal Government Contract Labor categories. In addition, Arcfield invests in its employees beyond just compensation. Arcfield ’s benefits offerings include, dependent upon position, Health Insurance, Life Insurance, Paid Time Off, Holiday Pay, Short Term and Long-Term Disability, Retirement and Savings, Learning and Development opportunities, wellness programs as well as other optional benefit elections.
- Min: $160,639.75
- Max: $279,760.82
- EEO Statement
We are an equal opportunity employer and federal government contractor. We do not discriminate against any employee or applicant for employment as protected by law.
We are seeking a highly motivated and experienced Business Development Account Manager specializing in the Air Force domain. The ideal candidate will have a deep understanding of current Air Force operations, strong business acumen, and a proven track record of fostering relationships within the defense sector. The primary focus of this role is to drive business growth by identifying and pursuing opportunities within Air Force, facilitating meetings for capability briefings and demonstrations, managing client portfolios, and expanding our market reach through networking and relationship-building activities.
This person will work with VP Growth, Business Unit (BU) Growth Leads, and BU Ops P&L leads to develop an integrated account strategy, pulling from across the entirety of our internal Enterprise Digital & Global Engineering Sector (EDGE) EDGE BU and the greater Arcfield to deliver the “critical mass” of the company in their respective accounts.
Strategic Business Development: Identify and pursue business opportunities within the Air Force domain. Develop and execute strategic plans to achieve sales targets and business objectives. Analyze market trends, competitor activities, and customer needs to identify growth opportunities.
Client Relationship Management: Build and maintain strong relationships with key stakeholders within the Air Force community. Manage a portfolio of clients, ensuring customer satisfaction and retention. Act as a trusted advisor to clients, understanding their needs and providing tailored solutions.
Facilitation of Meetings and Demonstrations: Organize and facilitate meetings for capability briefings and product demonstrations. Collaborate with internal teams to prepare presentations, proposals, and materials for client meetings. Ensure smooth coordination and communication between all parties involved in the meetings.
Expansion of Market Reach: Identify adjacent opportunities based on existing customer base and personal connections. Attend conferences, industry days, and networking events to generate leads and establish new client relationships.
Roles and Responsibilities
Summary of Objectives
Creation and ownership of a formalized “Road Map” that addresses the following
Mapping of where we are today. Where we need to go. How we get there.
Subsequent tracking and awareness of where we are
Enable capture to define “how to win”
Development of Account Strategy, which is composed of (not meant to be an all-inclusive list):
Understanding the Growth goal of EDGE and where we want to be in 2-5 years (from a size and/or revenue perspective, as well as a mission focus area, and type of company). Supports the BU(s) in development and achievement of those growth objectives.
Conducting an introspective analysis of our organic capabilities across EDGE: Modeling and Simulations, Mission Assurance, Systems Integration, MBSE, Cyber, Mission Engineering, PNT, etc. to determine what types business opportunities we are able to purse.
Conducting an external analysis of the funded programs across the DoW or commercial customers that align with our support capabilities – such as Golden Dome, Air Dominance, munitions, PNT, satellite technologies, submarine alterations, drone & counter-drone, collaborative combat aircraft (CCA), etc.
Understanding of on-contract programs and where Growth can assist the Business Units with a focus on winning 100% of all recompetes
Synchronizing with the markets to determine what is hot, what is not, problem areas, contract vehicle details, buyer habits, etc. This is done through B2B & B2G engagements at conferences & individual meetings.
Focusing on not just growing existing contracts, but also expanding our current footprint or spreading to new customers that are related to current customers
Examining new market penetration efforts and the unique strategy for each – funding dependent
Monitoring Behaviors in the marketplace by govt & commercial customers
Inventorying available contract vehicles and determining which of our vehicles could be used by the customer. Consider if the customer is using an organizationally unique IDIQs or BAAs for which we would need to on-ramp.
Researching the competitive landscape across the markets. Who do we expect to bid on strategically important contracts and who might be interested in partnering with us. Teaming is a necessity to remain competitive in most markets and especially where we have no established customer familiarity.
Crafting and tailoring customer meetings – this take a great deal of research to understand their perspective and mission requirements.
Determining what strategic investments need to be made in order to win larger contracts, such as: aligning marketing efforts as exhibitors or sponsors at key conferences, making strategic hires, developing recruiting campaigns, identifying the need for unique facilities to support larger contracts, certifications, software tools, IR&D, etc.
Consolidating the factors above into a coordinated approach to support a viable growth-oriented strategy
Prevent unsynchronized customer engagement; while ensuring we’re engaging with all relevant pieces and parts of the company
Ensure investments, engagements, and pipeline maps to real revenue and ROS targets
Key Duties and Responsibilities
Account Management & Strategy
Serve as the single point of accountability for all business within assigned Air Force accounts
Develop and maintain a 3-year account strategy aligned to
Customer mission priorities
Budget outlook (POM, PB, appropriations)
Evolving DoW priorities, such as counter-drone, drone operations,
Competitive landscape
Identify and prioritize strategic growth areas (programs, tech domains, contract vehicles).
Maintain an Account Plan that integrates BD, Capture, and Delivery.
Key Outputs
Account Plan (annual + rolling updates)
Opportunity pipeline aligned to growth targets
White space / adjacency analysis
Customer Engagement & Relationship Management
Build and sustain trusted relationships with
Program Managers (PMs)
Technical leads
Contracting Officers (KOs)
Senior Leadership
Lead customer engagement cadence
Quarterly strategic engagements
Program-level touchpoints
Industry days / conferences
Understand customer pain points, hot buttons, and funding realities.
Key Outputs
Customer engagement plan
Call plans and trip reports
Contact maps and influence charts
Opportunity Identification & Qualification
Own identification of new opportunities across
New starts
Recompetes
On-contract growth
Drive qualification rigor using defined criteria
Mission alignment
Budget realism
Customer access
Competitive positioning
Maintain a healthy pipeline (typically 3–5x revenue target).
Key Outputs
Opportunity pipeline (qualified/unqualified)
Bid/no-bid recommendations
Pipeline reviews with leadership
Capture Strategy & Execution Support
Partner with BU Growth Leads and Capture Managers to
Shape opportunities early (pre-RFP)
Influence acquisition strategy
Position the company for win
Ensure capture strategies align to account strategy.
Support to Win themes
Competitive assessments
Pricing strategy inputs (e.g., fee, subcontract mix, ROS considerations)
Participate in Gate/Milestone Reviews (Gate 0–4).
Key Outputs
Customer insights for capture
Competitive intelligence
Gate review inputs and approvals
Business Development (BD) Support
Lead front-end shaping activities
Requirements influence
White papers / RFIs
Industry engagement
Coordinate across internal stakeholders
Technical SMEs
Solution architects
Ensure alignment between capability offerings and customer needs.
Key Outputs
Shaping artifacts (white papers, briefings)
Customer-aligned capability positioning
Early phase solution concepts
Program Delivery Alignment
Partner with Program Managers to
Ensure customer satisfaction
Identify follow-on work
Mitigate performance risks
Customer feedback
Program Health
Leverage delivery to enable recompetes and growth.
Key Outputs
Customer satisfaction assessments
Recompete strategies
Issue escalation (if needed)
7. Competitive Intelligence & Positioning
Maintain deep understanding of
Competitors (primes, subs, nontraditionals)
Competitor positioning with customer
Teaming dynamics
Contract vehicle access
Shape teaming strategies
Prime vs. subcontract decisions
Strategic partnerships
Position company capabilities against emerging Air Force priorities.
Key Outputs
Competitor profiles
Black hat / SWOT inputs
Teaming recommendations
8. Contract Vehicle & Acquisition Strat
