Step 1: Redefining the Hunter — Business Development That Starts with Unmet Needs

Originally written by Dan Doescher. Updated by Tom Doescher.

Note: If you missed the introduction to this series of blog posts, please click here to read it.

What’s in a word — or, rather, what the heck do I call myself?

That may sound like a simple question, but in the world of business development, the words we use matter. They shape how we think about the work. They shape how clients and prospects experience us. And, maybe most importantly, they shape whether we approach new business development as a self-interested transaction or as an opportunity to serve.

For many of us, the word “salesman” remains an uncomfortable label.

To me, that term has always had a “self-interest-first” feel. It can sound like the goal is to persuade someone to buy something whether or not it is truly in their best interest. That may not be fair to the many excellent sales professionals who operate with integrity, but the perception is real.

Initially, the word “hunter” did not feel quite right either.

In business, “hunter” can sometimes bring to mind someone who is aggressively chasing down targets. That, too, can sound self-interested. It can imply a win/lose proposition where the hunter wins by getting the deal, whether or not the customer’s real need is being met.

Then Merriam-Webster finally got my attention. It defines “hunter” this way:

“A person who searches for something.”

That definition changed the conversation for me.

In this series, I would like you to consider that a “hunter” is someone focused on searching for unmet needs.

That is a very different mindset.

The emphasis shifts from “making a sale” to discovering where a customer, client, or prospect has a real problem that needs to be solved. In my opinion, that is where the most successful business developers spend their time: meeting the needs of others first.

That phrase is important enough to repeat.

The most successful business developers are professionals who meet the needs of others first.

In owner-operated businesses, especially in industrial B2B companies, this distinction matters. Many companies need new business, but they do not need a team of people simply pushing products or services into the marketplace. They need people who can build trust, ask better questions, uncover real needs, and represent the company with credibility.

That kind of hunter is not just “selling.”

That kind of hunter is creating value.

Hunters Can Come from Inside or Outside the Company

Hunters can be inside employees. They can also be outside independent contractors, representatives, or partners. The structure matters, but it is not the whole story.

The more important question is this: Does this person know how to search for unmet needs and build meaningful business relationships?

Some companies assume that if they hire someone with a sales title, the new business problem will be solved. Unfortunately, it is rarely that simple. Hiring a hunter without understanding what kind of person you actually need can lead to frustration, wasted money, damaged relationships, and missed opportunities.

Finding the right hunter requires more than reviewing a résumé. It requires understanding the qualities that make someone effective in this role.

So, what do the best hunters look like?

Thoughts on this vary, but given the definition above, I would suggest the following.

Great Hunters Build Trust

The foundation is trust.

Hunters are effective at developing relationships with and helping people. They are able to gain trust.

In many B2B environments, especially where the work is technical, complex, expensive, or long-term in nature, trust is the foundation.

Prospects are not just buying a product or service. They are often making a decision that could affect their company, their team, their customers, and possibly their own reputation.

A good hunter understands that.

They do not rush the relationship. They do not fake interest. They do not pretend to have answers before they understand the problem.

They earn the right to be heard.

Great Hunters Listen More Than They Talk

Hunters are great communicators who place a strong emphasis on listening.

Do the math: we have two ears and one mouth. There may be a lesson there.

Many people think business development is about having the perfect pitch. I would argue that it is often more about asking the right question and then being quiet long enough to actually hear the answer.

Listening helps the hunter understand what is really going on. It reveals the gap between what the prospect says they need and what they may actually need. It helps the hunter avoid offering a solution too early.

And, in many cases, listening is what separates a trusted advisor from a vendor.

Great Hunters Think Strategically

Hunters are smart, with an ability to think strategically and out of the box.

This does not necessarily mean they need to be the most technical person in the room. But they do need to understand the business, the marketplace, the customer’s pressures, and the broader opportunity.

A strong hunter can connect dots.

They can see where a company’s capability meets a customer’s problem. They can think beyond the immediate transaction. They can recognize when a smaller opportunity today could lead to a much larger relationship tomorrow.

This is one reason business development should not be treated as a purely tactical function. Done well, it is highly strategic.

Great Hunters Are Inquisitive

Hunters are inquisitive when it comes to identifying unmet or unsatisfied needs.

This is where the idea of “creating pull” becomes important.

Poor business development often feels like pushing. The seller pushes the product. Pushes the service. Pushes the meeting. Pushes the proposal. Pushes the close.

But the best hunters create pull.

They ask questions that help the prospect recognize a need. They uncover problems the prospect may not have fully defined. They help the other person see the cost of leaving things as they are.

That kind of business development is not manipulation. It is service.

When done well, the customer begins to pull the conversation forward because they see value in what is being discussed.

Great Hunters Take Calculated Risks

Hunters are calculated risk-takers.

Business development requires initiative. A hunter has to reach out, open doors, ask questions, pursue opportunities, and occasionally step into uncomfortable conversations.

But “calculated” is the key word.

A reckless hunter can damage a company’s reputation. A wise hunter understands timing, tone, preparation, and fit. They know when to pursue and when to pause. They are willing to take action, but they are not careless.

Great Hunters Are Disciplined, Persistent, and Competitive

Hunters are disciplined, persistent, and competitive.

New business development is not for the easily discouraged. Many opportunities take time. Some prospects will not respond. Some conversations will go nowhere. Some promising leads will disappear. Some proposals will be lost.

The best hunters keep going.

But their persistence is not random. It is disciplined. They follow up. They keep notes. They track relationships. They make the next call. They stay in touch without becoming annoying. They understand that consistency often wins.

They are also competitive, but not in a selfish or destructive way. They like to win. They want to help the company grow. They want to make a difference.

That competitive spirit, when paired with humility and service, can be very powerful.

Great Hunters Believe in What They Do

A hunter believes in and is passionate about what they do.

This is difficult to fake. If the hunter does not believe in the company, the product, the service, or the people behind it, prospects will eventually sense that. Passion does not mean hype. It means conviction.

A strong hunter can honestly say, “I believe we can help.” That belief matters because business development requires confidence. Not arrogance. Confidence.

Great Hunters Balance the Short- and Long-Term

A hunter is able to balance the short- and long-term.

They realize that sometimes it is better to back off. Pushing too hard may destroy an opportunity permanently.

This is one of the areas where mature hunters separate themselves from average ones. The average person may chase the immediate sale. The mature hunter thinks about the relationship.

There are times when the best answer is, “I do not think we are the right fit for this particular need.”

There are times when the best move is to introduce the prospect to someone else.

There are times when the best business development decision is to leave the door open for the future instead of forcing the issue today.

That takes wisdom.

Finding the Right Hunter Is Only the Beginning

Finding the right person is important. Equally important is how you treat them once they join your team. That point should not be overlooked.

Many companies want high-performing hunters, but they have not thought carefully about the structure, expectations, authority, compensation, or support needed for that person to succeed.

A good hunter can create tremendous value. But even a good hunter can become frustrated or ineffective if the company is unclear, disorganized, or unrealistic.

Here are a few considerations.

Be Clear About Pricing Authority

Make sure you have a clear understanding of the hunter’s role in pricing.

This helps avoid miscommunication, unmet expectations, and lost opportunities.

If the hunter is developing the relationship and helping shape the opportunity, but has no clarity around pricing authority or approval, the process can break down quickly. The prospect may hear one thing, the company may expect another, and the hunter may be stuck in the middle.

That is not fair to anyone.

Clarity on pricing protects the customer relationship and the internal team.

Do Your Homework on Compensation

Do your homework when it comes to compensation.

Treat these individuals commensurate with the value they bring. If you want better candidates, think upper quartile in the marketplace.

This is one of those areas where some companies unintentionally work against themselves. They want a top-tier hunter, but they design a compensation plan that attracts average talent or discourages long-term relationship building.

Compensation should reward the right behaviors.

If you want someone to develop healthy, long-term business, make sure the compensation plan does not encourage short-term thinking. If you want someone to represent your company well, make sure they are treated like someone who is carrying an important responsibility.

Because they are.

Be Careful About Making the Best Hunter the Manager.

The skills required for each role are very different and not necessarily interchangeable.

This is a mistake many companies make. Someone is excellent at developing new business, so the company assumes that person should manage the sales or business development team.

Maybe. But maybe not.

A great hunter may love the chase, the relationships, the strategy, and the independence. Management requires coaching, accountability, administration, team development, and often a very different kind of patience.

Promoting the best hunter into management can sometimes weaken both roles. You may lose your best business developer and gain a frustrated manager.

Before making that move, ask whether the person truly wants to manage and whether they have the skill set to do it well.

A Final Thought

If your company needs new business, the answer may not be to “hire a salesperson” and hope for the best.

The better question may be: What kind of hunter do we actually need?

• Do we need someone who can build trust?

• Do we need someone who can open doors in a specific market?

• Do we need someone who understands technical B2B relationships?

• Do we need someone who can help us move beyond owner-dependent business development?

• Do we need to develop hunters from within our existing team?

For many owner-operated businesses, new business development is directly tied to growth, value, and long-term sustainability. If the owner is the only person consistently bringing in new opportunities, the company is more fragile than it needs to be.

A great hunter helps reduce that fragility.

But the right hunter is not simply someone who “sells.”

The right hunter searches for unmet needs, builds trust, creates value, and helps the company grow the right way.

That is the kind of hunter worth finding, developing, and keeping.