The Decline of Traditional Rainmakers

The traditional approach to rainmakers is under pressure due to changes in the market:

  • Declining Loyalty: The percentage of C-level executives who prefer working with existing partners has dropped from 76% five years ago to 53% today and is projected to fall further to 37% within five years.
  • Formal Procurement: Buyers increasingly use structured procurement processes, creating opportunities for innovative competitors.

A Unique Business Development Model

Unlike many B2B industries with specialized roles for sales and customer management, professional services rely on “doer-sellers.” Partners must:

  • Generate demand
  • Close deals
  • Deliver services
  • Retain and expand client relationships

This combination of responsibilities makes it difficult for individuals to consistently deliver results, underscoring the need for team-driven models.

The Five Profiles of Business Developers

Research by Dixon, McKenna, and Channer (2023) identifies five profiles of business developers. Among these, only one—the Activator—shows a strong positive correlation with revenue growth.

The Profiles

  • Expert: Deep subject-matter expertise but focuses solely on existing demand
  • Confidant: Relationship-focused and relies on exceptional service to bring clients back
  • Debater: Challenges clients’ thinking but risks alienating them with a confrontational style
  • Realist: Transparent and risk-averse, sometimes perceived as overly cautious
  • Activator: Takes a proactive, collaborative approach, leveraging networks and anticipating client needs

The Activator represents the modern evolution of the rainmaker: shifting from an individual contributor to a catalyst for team success

The Activator Advantage

The Activator stands out due to three core qualities:

  1. Commit: Treats business development as a priority, dedicating weekly time to outreach and follow-ups. Combines efforts to acquire new clients and strengthen existing relationships.
  2. Connect: Builds and leverages expansive networks, connects clients to the firm’s collective expertise, and engages through social platforms and industry events.
  3. Create: Anticipates client needs by identifying trends and market shifts, proactively initiating conversations before clients articulate their demands.
    These behaviors ensure Activators consistently create opportunities and strengthen client relationships.

Building Teams of Activators

To scale the Activator mindset across an organization, firms must invest in environments that promote proactive behavior. Training programs like those at Eversheds Sutherland develop necessary skills from the start of an associate’s career. Recruitment should prioritize collaborative mindsets alongside technical expertise, while AI-driven CRM tools streamline insights and client interactions. Reward systems that emphasize team-oriented achievements further embed the Activator principles throughout the firm.

The Moore Business Development Model

This model provides a structured framework for balancing reactive and proactive strategies to achieve sustainable growth.

Core Principles

  • Proactive Initiatives: Investing in client education, thought leadership within the industry, and innovative solutions to meet client needs.
  • Reactive Excellence: Maintaining compliance and quality standards to build trust and reliability.
  • Integration: Bridging operational and strategic activities to ensure a seamless client experience.

Implementation

Through systematic training and encouraging team collaboration, firms can effectively integrate proactive and reactive strategies.

From Individual Rainmakers to Collective Activation

The Activator profile marks the evolution of the Rainmaker concept. It emphasizes cultivating team behaviors instead of relying on exceptional individuals. By embedding proactive engagement, deep networking, and value creation into organizational strategies, firms can thrive in a market where traditional loyalty is no longer guaranteed.

Want to Learn More?

  • Baker, J. D. (2022). The Evolution of Professional Services. Journal of Business Strategy, 39(4), 45–58.
  • Dixon, M., McKenna, T., Channer, R., & Freeman, K. (2023). What Today’s Rainmakers Do Differently. Harvard Business Review, November-December Issue.
  • Johnson, S. M. (2023). Organizational DNA in Professional Services. Strategic Management Journal, 44(2), 112–134.
  • Smith, R. K., & Brown, T. A. (2023). Collective Intelligence in Professional Services. Academy of Management Review, 48(3), 401–422.
  • Wilson, P. (2022). The Future of Business Development. Professional Services Management Journal, 33(1), 78–92.

Share