At a glance
The challenge
Our client was entering and expanding its US operations and needed a VP of Business Development based in New York to open doors with governmental and private entities. Because the technology is still new to the market, the role required extended engagement with interested parties — including expensive, multi-stakeholder pilot projects before any commercial contract.
The brief called for a very specific profile: deep, hands-on experience selling long-cycle infrastructure projects to governments and municipalities, comfort navigating procurement and public-private partnerships, and the patience to nurture pilots into multi-year deployments. The mandate also required extensive prescreening — every shortlisted candidate had to stand up to detailed reference and domain checks.
The engagement
We took the search on a retained basis and mapped the US infrastructure-sales leadership market end-to-end — across EV charging, energy, utilities, smart-city and adjacent infrastructure categories where long-cycle public-sector selling is the norm.
Given how specific the brief was, we layered in heavy prescreening: structured competency interviews against the long-cycle infrastructure-sales profile, deep dives into past government and municipal deals, and reference checks before candidates ever reached the client. The result was a small, tightly qualified finalist set rather than a broad shortlist.
Roles hired
Owns US business development for the charging infrastructure platform: building and managing relationships with federal, state and municipal stakeholders, structuring pilot programs with public and private partners, and converting pilots into multi-year deployments. Based in New York, supporting the build-out of the US office.
Candidate landscape
Senior business-development leaders from EV charging, utilities, energy infrastructure and smart-city players who already understood long sales cycles, capex deals and pilot-to-deployment economics.
Leaders with a track record of selling complex infrastructure into federal agencies, states, cities and transit authorities — fluent in RFPs, procurement, grant-funded programs and public-private partnerships.
Operators who had successfully run expensive, multi-year pilots with public stakeholders and converted them into commercial contracts — not classic quarterly-quota sales leaders.
Candidates based in or anchored to New York with strong regional networks across Northeast utilities, transit and municipal decision-makers.
How we ran it
Detailed kickoff with the client, calibration on the long-cycle infrastructure-sales profile, and full mapping of the US market. ~130 candidates identified across EV, energy, utilities and adjacent infrastructure categories.
Direct, confidential outreach. 20 candidates engaged and seriously interested. Each was put through structured prescreening on government and municipal sales experience, pilot management, and fit with a US market-entry mandate.
Three finalists presented with detailed assessments and references. Client interviews scheduled back-to-back, with full support on both sides through the decision process.
Offer negotiated and signed inside the two-month window. The new VP joined to lead US business development and stand up the New York office.
The outcome
Since joining, the VP of Business Development has been able to manage three major projects with US public and private stakeholders, moving the company from market entry into active deployment.
The New York office is now growing on the back of those wins, and the client has a leader in seat who can carry long, complex infrastructure deals through procurement, pilots and into multi-year contracts.
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