Balancing Technology and Relationships in Business Development

When accounting firms think about improving business development, technology is often part of the conversation. New tools promise automation, efficiency, and better data. But according to Mike Jones, founder of Resound Creative and Kindred BD, firms need to be careful not to lose sight of what drives business development in the first place: relationships.

In this episode of the Amplify podcast, Jones discusses how accounting firms can adopt business development technology while still maintaining the relationship-driven approach that defines professional services.

Process Comes Before Technology

Many professionals worry that introducing more structure or technology into business development will make the process feel less personal. Jones argues the opposite.

Every relationship already follows a process, even if people don’t think about it that way. Prospective clients typically move through a series of trust-building stages:

1. Getting to know the individual professionally
2. Getting to know the firm behind them
3. Evaluating whether the firm’s services can solve their problem

Understanding that process helps firms see where technology can support their efforts rather than replace them.

Instead of jumping straight to automation, Jones recommends starting manually. When teams document what works in their outreach, conversations, and follow-ups, they can later introduce tools that scale those efforts without losing the human element.

AI Is Helpful, But It Needs Oversight

Artificial intelligence is increasingly being used across marketing and business development functions. From drafting messaging to helping structure outreach campaigns, AI can dramatically speed up the work.

But Jones cautions that firms should treat AI as an assistant, not an authority.

Generative tools are powerful, but they rely on the information they were trained on. Without careful prompts and editing, the results may sound generic or fail to reflect the firm’s voice.

As Jones explains, the rule is simple: nothing should reach a client or prospect without a human reviewing it first.

The Growing Overlap Between Marketing and Business Development

Another trend shaping the profession is the increasing overlap between marketing and business development teams.

In many firms, these functions have historically operated separately. Marketing focused on campaigns and awareness, while business development handled direct outreach and client relationships.

Today, technology is blurring that line.

Platforms like LinkedIn illustrate this shift clearly. Marketing teams may run advertising campaigns on the platform, while business development professionals use it for direct outreach and networking. When both teams are engaging prospects in the same environment, coordination becomes essential.

Rather than working in silos, firms benefit from bringing marketing and BD teams together to align messaging, campaigns, and outreach strategies.

From a client’s perspective, the distinction between marketing and business development does not matter. What matters is a clear and consistent experience.

Start Small with New Tools

One of the most common mistakes firms make when adopting new technology is rolling it out across the entire organization at once. Jones recommends a more gradual approach.

Start with a small group of professionals who are willing to test the tools and develop best practices. Once the process is refined and the value becomes clear, it is much easier to expand adoption across the firm.

This approach often leads to better results because colleagues can see real examples of success rather than being asked to adopt a new system without understanding its benefits. It also allows firms to refine their processes before scaling them.

Tools That Support Business Development

While tools should not replace strategy, they can play an important role in supporting business development efforts.

Jones highlighted a few technologies that many firms are using effectively, including:

• LinkedIn Sales Navigator for identifying and engaging prospects
• CRM systems such as HubSpot or Pipedrive for tracking deals and relationships
• Outreach tools that automate certain LinkedIn messaging workflows
• AI platforms like ChatGPT or Claude for brainstorming and drafting messaging

The key is not building a complicated technology stack. Many teams can accomplish a great deal with just a few well-used tools.

Measuring What Matters

Beyond technology, one of the most valuable habits firms can develop is consistent measurement.

Tracking key activities helps teams understand what is working and where improvements are needed. Metrics might include things like outreach activity, new prospects added to the pipeline, or engagement with specific campaigns.

Jones also encourages teams to work in shorter planning cycles rather than focusing only on annual goals. Quarterly planning periods, paired with weekly tracking, make it easier to adjust strategies and stay on track.

Small adjustments made regularly can have a significant impact over time.

Moving Forward

Technology is changing how accounting firms approach business development, but the core principles remain the same. Success still depends on building trust, developing meaningful relationships, and understanding client needs.

When firms combine those relationship skills with thoughtful use of technology, they create a stronger and more scalable approach to growth.

For more on business development technology and how it drives firm growth, check out season 9 of Amplify.