Sr Vice President, Business Development

Job Description

Job Description

Senior Vice President, Business Development

Dynatech International

Palm Bay, Florida | Hybrid | Reports to the Chief Executive Officer | Approximately 30% travel

Dynatech International has spent fifty-three years becoming the company the defense sustainment community calls when a part is unobtainable. We have the data, the supplier base, the certifications, and platform credibility. What we have never built is an enterprise business development organization — and that is now the single largest constraint on our growth.

We are hiring a Senior Vice President of Business Development to build it. Not to manage a sales team. To design, staff, and run the commercial engine that takes Dynatech from opportunistic bid-board participation to deliberate, modeled, repeatable capture — against a standard of not less than 30% growth per year once the organization reaches maturity.

This role reports to the CEO, sits as the commercial peer to the President of Operations, and is funded by a board that has committed capital to growth. It is a building.

Start with the asset almost nobody has. Dynatech qualifies as a small business — and carries fifty-three years of past performance, AS9100D and AS9120 certification, approved-source positions, and sustainment support across more than 2,000 weapons systems.

That combination is the strategic thesis of this role. Most small businesses hold set-aside eligibility and have no qualification record to bid with. Most companies with our qualification record graduated out of small business a decade ago. We hold both at once. It means we can prime set-aside work directly, in a field where realistic competition is a fraction of full-and-open, while bringing capability that competing small businesses cannot match.

It also means a clock is running. Thirty percent annual growth is a countdown against the size standards. This role owns both halves of that: harvest the window aggressively while it is open and build the company that wins after it closes.

The rest of what you inherit:

• DLMS® — Dynatech's proprietary sourcing and parts-intelligence platform, spanning more than 125-million-part numbers and 12,000 certified suppliers. It is not a database. It tells us what we can source, from whom, and at what lead time, while competitors are still making phone calls. Nobody has yet pointed it at the pipeline systematically. You will.
• A $350M+ annual bid base already in motion. You are not starting cold. In August 2026 we launched a disciplined pricing methodology targeting never-won NSNs in a 5–8% margin band, with loss-reason coding instrumented in the quoting workflow. The feedback loop exists. Your job is to turn it into a real price-to-win capability.
• One system of records from January 1, 2027. Pentagon 2000 becomes the sole ERP spine enterprise-wide — a single data model for pipeline, pricing, fulfillment, and performance. You will not spend year one reconciling spreadsheets.
• Legacy platform depth. F100/F-16, J85/F-5, T56/C-130, T700/UH-60. Obsolescence and DMSMS work that most suppliers decline. When the fleet outlives the supply chain built for it, we are the answer.
• International reach through ISO Group and an established Global Programs function serving Foreign Military Sales and allied sustainment customers.
• A board that funds growth. Backed by an experienced PE investor, running an active acquisition agenda alongside the organic mandate.

1. Expand and extend the existing base.

Convert transactional spot-buy relationships into multi-year, recompete-defensible positions. Grow share of wallet inside accounts we already serve. What good looks like: a named-account plan for every material customer, recompete win rate above 90%, and measurable migration of volume from one-off RFQs into long-term contracts, IDIQs, and BOAs.

2. Win meaningful U.S. Government work as a prime.

Targeted, high-value awards across DLA Aviation, Land and Maritime, and Troop Support — DIBBS solicitations, Long Term Contracts, Corporate Contracts, and prime vendor programs. Prime set-aside work directly and aggressively while we hold the status, prioritizing awards with long performance periods that outlive the window. Then build what survives graduation: full-and-open positions, subcontract roles under primes, and mentor-protégé structures established before the status lapses rather than after. What good looks like: a stage-weighted government pipeline at 3–4x coverage, a first cohort of long-term awards inside twelve months, and a board-visible plan for the post-small-business era.

3. Install Shipley-based gated review discipline.

A formal opportunity lifecycle running from market segmentation through post-submittal lessons learned. Gate reviews with evidentiary standards. Blue, Pink, Red, Green, and Gold team reviews. Bid/no-bid governance with the authority to kill pursuits — and the discipline to use it. What good looks like: every pursuit above threshold carries a capture plan written before the proposal starts, and gate compliance is measured and reported to the CEO monthly.

4. Build customer-facing business development relationship leaders.

A field team owning named accounts — DLA supply chains, service inventory control points, primes, MRO depots, and international and FMS customers. Measured on relationship depth, intelligence yield, and qualified pipeline created. Not call counts. What good looks like: Dynatech is positioned inside opportunities eighteen months before the solicitation drops, because someone owned the relationship and reported what they learned.

5. Build the mathematical win model.

Price-to-win as a discipline, not an instinct. Competitor price behavior mined from DIBBS Award History and FPDS. Demand and consumption forecasting by NSN class. Elasticity, lead-time risk, and supply position drawn from DLMS®. Loss-reason feedback closing the loop on every no-award. What good looks like: every bid above threshold carries a modeled win probability and an expected-value justification, and win rate on the 5-8 bid base improves measurably quarter over quarter.

6. Build partnerships that make our offerings unbeatable.

OEM and approved-source relationships. Source Approval Request pathways on flight-safety and critical items. Teaming agreements with primes, specialty MRO providers, and complementary small businesses. Subcontract structures that let Dynatech participate in work it could not self-perform alone. What good looks like: a portfolio of executed agreements that each unlock a specific, identified pursuit — not a folder of memoranda.

1. By day 90 — a documented opportunity lifecycle with defined gates, thresholds, and bid/no-bid criteria, adopted and in use across the enterprise.

2. By day 120 — a validated, stage-weighted pipeline in a single system of record, with pursuit-level win probability and expected value on every entry above threshold.

3. By day 180 — named-account coverage across all material customers, with account plans and identified pursuits eighteen months forward.

4. By day 180 — first three teaming or partnership agreements executed, each tied to a named pursuit.

5. By day 270 — a board-reviewed size-status strategy: modeled graduation window, prioritized set-aside targets inside it, and the full-and-open and subcontract positioning that follows it.

6. By day 270 — price-to-win capability operational against the 5-8 bid base, with demonstrated win rate improvement.

7. By day 365 — first cohort of long-term government awards secured, the business development organization staffed to plan, and a bookings trajectory supporting the 30% standard as the organization matures.

Required

• Twelve or more years in defense or aerospace business development, including at least five leading a business development, capture, or growth organization.
• A verifiable record of winning government work — A verifiable record of leading successful government captures. Candidates should be prepared to discuss their individual role, strategy, responsibilities, and measurable contribution to at least three awards, without disclosing proprietary or confidential information.
• Fluency in DLA acquisition: DIBBS, RFQ and RFP mechanics, Long Term Contracts, IDIQs, BOAs, approved-source and Source Approval Request pathways, QSLD/QSLM, and first article and qualification requirements.
• Working command of FAR Part 19 and SBA size and affiliation rules under 13 CFR 121, limitations on subcontracting, and teaming and mentor-protégé structures. You should be able to explain how a small business wins set-aside work it is not obviously staffed to perform — and what happens to that strategy at graduation.
• Shipley training or an equivalent formal capture methodology, with direct experience installing gated discipline in an organization that did not previously have it.
• Price-to-win experience. You have modeled a competitor's cost structure and priced against it, and you can explain where you were right and where you were wrong.
• Demonstrated ability to build a team from a small base. You have hired capture managers and can articulate your bar.
• U.S. Person status under ITAR (22 CFR 120.62).

Strongly preferred

• Parts distribution, MRO, or supply chain background — you reason natively about NSNs, CAGE codes, lead times, obsolescence, and supply risk, not only labor categories.
• Experience managing a company through small business graduation or building revenue that survived it.
• Legacy platform and DMSMS exposure.
• Foreign Military Sales and direct commercial sales experience.
• Private equity-backed environment with board-level reporting.
• MS/MA Degree
• Ability to obtain and maintain a Secret clearance.

This is a hands-on organizational build, not solely a team-management assignment. The successful executive will personally establish the strategy, processes, talent, analytics, and accountability required to create a scalable growth organization.

Compensation is based plus commission for new accounts/new business, calibrated to your demonstrated track record. The structure is deliberate: the person who builds this growth should share it. Beyond compensation — direct reporting to the CEO, peer standing with the President of Operations, board exposure, and full ownership of an organization you design rather than inherit.

This position requires U.S. Person status as defined under ITAR (22 CFR 120.62) due to access to export-controlled technical data. Approximately 30% travel. Palm Bay, Florida based with hybrid flexibility; this is not a fully remote role.

The responsibilities described above are not intended to constitute an exhaustive list. The employee may be required to perform other duties consistent with the position’s purpose and level of responsibility.

Dynatech International is an Equal Opportunity Employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, protected veteran status, or any other characteristic protected by law. Reasonable accommodation may be provided to qualified individuals with disabilities to enable them to perform the essential functions of the position.