Shaping a New Business Development Department at JDC
Overview
I identified the need for a dedicated Business Development Department at Jr. Davis Construction, developed the strategic plan for its creation, and helped move the function from concept to implementation. As the company continued to grow, I recognized a gap in how key growth-driving functions were structured across the business. Marketing, recruiting, and related strategic initiatives were contributing to growth, but they were not formally connected under a single department designed to support business development in a broader, more intentional way.
I saw the opportunity to build a new function that would better align these efforts, strengthen internal ownership of growth-related initiatives, and create a more strategic framework for how the company approached brand visibility, workforce development, and long-term expansion.
Objective
The objective was to establish a formal Business Development Department at JDC that would unify marketing, recruiting, and growth-focused initiatives under one strategic structure. The goal was to create a function with a clear purpose, strong leadership alignment, and a scalable role in supporting long-term company growth.
My Role
I led the creation of the department from concept through executive presentation and early-stage implementation.
My role included:
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Identifying the organizational need for a dedicated Business Development Department
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Developing the initial departmental concept, structure, and strategic rationale
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Defining how marketing, recruiting, and related initiatives could be aligned under one function
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Presenting the plan to the CEO and leadership team for consideration
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Helping move the department from vision into planning and execution
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Establishing a stronger strategic position for marketing within the business
Approach
My approach focused on identifying where growth-related efforts were already happening within the company, where gaps existed, and how a new department could bring greater structure and impact to those efforts. I looked at how marketing, recruiting, and internal growth initiatives intersected, then developed a framework that positioned them as connected functions rather than isolated responsibilities.
From there, I built a proposal that articulated the need for the department, what it would support, how it would create value, and why it made sense for the company’s next stage of growth. The approach was both strategic and operational: create a strong vision, but make sure it could realistically move into execution.
Execution
I developed and presented the department concept to executive leadership, outlining the need for a more intentional structure around business development-related initiatives. This included clarifying the department’s purpose, identifying the functions it would encompass, and establishing how it could support broader company goals.
Following leadership buy-in, I contributed to the early planning and execution of the department by helping shape how the function would begin operating in practice. This included aligning priorities, supporting the transition of responsibilities, and helping position the department as a meaningful part of JDC’s growth strategy.
Impact
This initiative resulted in the creation of a new Business Development Department at JDC—transforming an identified need into a formal organizational function. It helped elevate marketing from a primarily executional role into a strategic driver of growth, while creating stronger alignment between brand, recruiting, and business-facing initiatives.
Beyond the structural change itself, the work demonstrated strategic initiative, leadership, and the ability to move an idea from observation to executive approval to implementation. It positioned business development as a more intentional function within the company and created a stronger foundation for future growth.