Key roles ←

Business Development Director

Growth, partnerships, new directions and manageable project development.

Business Development Director

What I can take on

I identify growth opportunities

  • I analyze the market, customers, partners and the company’s internal capabilities. I identify areas where revenue can grow, the product can become stronger, a new sales channel can open, or existing cooperation can develop further.

I turn an opportunity into a proposal

  • I clarify the customer’s need and turn it into a clear commercial or project proposal: goal, scope of work, stages, expected result, cooperation terms and the basis for a decision.

I bring discussions to an agreement

  • I manage negotiations and approvals with complex B2B/B2G customers: from initial interest and contract documentation to agreed terms, budget, deadlines and responsibilities of each side.

I connect all participants in the process

  • I find common language with executives, subject-matter specialists, future product users, the development team, analysts, designers and company leadership. I help every participant see the shared goal and their part of responsibility.

I launch delivery without a weak start

  • I translate agreements into project work: goals, boundaries, priorities, customer expectations and key risks. I make sure promises to the client remain realistic for the team and useful for the business.

I develop cooperation after implementation

  • I stay in contact with the customer after launch, collect feedback, identify new tasks and opportunities for product development. I help turn a completed project into a long-term relationship and recurring value for the company.

Experience and results

2007

TIK Region

Proposed a new application area for bean Explorer, the platform developed by the owners of Development Group. Organised outreach to regional ministries, negotiations, presentations, round tables and visits to an operational deployment. Managed the company’s tender and contract work and maintained customer relationships.

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Functions

  • Initiating a project from scratch
  • Access to government customers
  • Co-developing the concept with the customer
  • Forming the contractual framework
  • Coordinating implementation and support

Results

  • Established a separate product line with deployments in several regions and knowledge sharing between customers. Delivering urgent regulatory changes strengthened trust in the team and helped secure several contracts, additional funding and a larger scope of work for the following year.
2014

Sweet Georgia

Launched the business with a co-founder and built relationships with hotels, guides, drivers, restaurants and other providers. Handled negotiations, contracts and partner training. Organised an international network of travel agencies, representatives and volunteers who advised travellers and helped develop our information resources. Worked with partners to establish requirements for safety, insurance, cleanliness and service quality. The co-founder and a staff member organised trips on the ground; our company was accountable to travellers for the quality of the entire tour.

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Functions

  • Building a business from scratch
  • Company registration and launch
  • Building a partner network
  • Forming the operating model
  • Launching a digital platform

Results

  • During active operations, we worked with 750 hotels, more than 132 guides, approximately 75 drivers, 200 restaurants and 60 activity providers. Representatives and partner travel agencies operated in nine countries. Local representatives in Georgia's tourist areas assisted travellers and checked partner service quality.
2003

SPC Luch

Led the creation of the plant’s IT infrastructure from scratch: built the team and organised server procurement, cabling, Wi-Fi links between remote workshops and data protection. Developed the department into the Information Technology production unit with a separate consumer services operation installing satellite and terrestrial antennas and connecting cable television.

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Functions

  • Creating IT infrastructure from scratch
  • Implementing management systems
  • Organizing collaboration with departments
  • Developing the internal IT function
  • Turning an internal function into a development track

Results

  • Three standalone computers were replaced by shared infrastructure comprising more than 200 PCs and about five servers, connecting plant administration and production departments.
  • Built a unit of about 30 people covering infrastructure and communications, software implementation and internal support, and consumer services. External services generated revenue, and the department became the Information Technology production unit.
2008

e-City

Identified municipal customer needs during regional system deployments. Organised negotiations with senior officials, preliminary agreements and contract signing. Helped shape the service subscription model and agree plans and budgets.

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Functions

  • Access to government customers
  • Forming the contractual framework
  • Coordinating implementation and support

Results

  • The municipal initiative became a separate SaaS product. Customers could subscribe to individual services without deploying their own servers. Contracts were secured for further expansion.
2008

My Home

Defined the overall concept and functional scope of a standalone product using modules from e-City and TIK Region. Set tasks for a dedicated developer and an analyst with housing and utilities expertise; they worked out the details with clients and ministry specialists. Focused primarily on promoting the service and attracting users. Established cooperation with the relevant ministry, which helped identify clients and partners. Managed relationships with property management companies, utility providers and public authorities, conducted negotiations and concluded contracts.

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Functions

  • Initiating a project from scratch
  • Product vision
  • Building a partner network
  • Access to government customers
  • Forming the contractual framework

Results

  • Implemented functionality for four user groups. Residents could receive bills, submit meter readings, pay by bank card, request maintenance, read building news, communicate and take part in votes. Property management companies gained housing, resident and customer account records, meter reading collection, charge calculation, invoicing and resident notifications. Utility providers gained customer account management, billing and invoicing; public authorities received current analytics for their territories. A shared regional database simplified information exchange when residents changed address or management company.
  • Established a revenue model for property management companies and utility providers: a percentage of payment volumes for automated charge calculation, bill delivery and payment collection. Separate funding from the regional administration supported the provision of current housing and utilities analytics.
  • By the end of my involvement, management company portals were being actively deployed, their local databases were being integrated with the service, and utility providers were being connected. All the functionality described had been implemented technically; deployment was ongoing. The service used bean Explorer, Java and Oracle and was hosted in the same partner data centre as e-City.

Competencies and tools

Launch and implementation: 10 · Analysis and design artifacts: 10

Business development and partnerships

Analysis and requirements

Communication and teams

Launch and implementation

Planning and management

Commercial and management materials

Analysis and design artifacts

Ways to work together

Full-time leadership role

I join the team as a business development director or head of a direction, taking responsibility for growth, partnerships, negotiations, new opportunities and turning initiatives into results.

Project-based engagement

I take on a defined business development task: turning an idea into a project, preparing an offer, agreeing terms, launching a direction or bringing cooperation to implementation.

Strategic advisor

I support an owner or executive in assessing growth opportunities, offer structure, negotiation position, risks and development options without taking over day-to-day operations.

Growth partner

I contribute to the development of a product, service or direction as a growth partner, helping with positioning, communication, offer packaging and opportunity search.

Testimonials and recommendations

Yuriy worked a miracle: he brought modern technology to our plant. When he joined the company, there were almost no computers. At the time, I did not know how to use computers myself. He convinced me that we needed to keep up with the times and learn. Under his leadership, a computer network that was modern for its time was created, using both wired connections and Wi-Fi. Computers were installed in the management offices and all production workshops. Software was developed to automate accounting, inventory management, and production processes. Later, his department even began providing services to the public. I appreciated his drive for progress, his willingness to teach, and his determination to achieve results where others would simply have given up.
Виктор Архипов General Director, SPC Luch 1989–2006
I worked closely with Yuriy Tomaev on the development and implementation of the Citizen Social Passport system — TIK Region — in the Novosibirsk Region. Yuriy established effective working relationships across the ministry’s departments and contributed to technical and contractual documentation, as well as materials for public procurement tenders. He worked personally with district offices, helping staff adopt the new system and manage the transition. His involvement helped us complete the implementation in a very short time. Yuriy brings people together around a shared goal, has excellent organisational skills and always keeps his word. I recommend him as a reliable leader who can take complex projects forward and turn commitments into results.
Раиса Ануфриева Deputy Minister of Social Development of the Novosibirsk Region 2005 - 2019
Yury is the foundation of our entire project. His vision, his ability to gather various methods, secure funding, and bring people together made it possible to build a major project—starting from virtually nothing, just a conversation. It has grown into something far more than a website; it now encompasses the country’s tourism industry, international partners, volunteers from various nations, and government agencies. It has been truly amazing!
Gocha Diasamidze Founder From 2014 to the present

Let’s discuss the task

None of these roles is an exact match? Write to me — we can discuss your task and choose a suitable way to work together.

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