The Art of Advocacy: How BD Can Represent Without Overpromising

There’s a fine line CDMO business development professionals walk every day: being a strong advocate for the client without becoming an unrealistic megaphone. If you’re in BD, you know exactly what I mean.

On one side, we’re championing the sponsor’s goals, timelines, and expectations. On the other hand, we’re protecting the integrity of the internal team and the program itself from commitments that are shaky at best and damaging at worst.

So, how do we thread the needle? How do we represent sponsor needs without losing credibility inside or out? 

It starts with understanding what advocacy really means in a CDMO context. It’s not about agreeing to everything a sponsor asks for. It’s about listening, translating those asks into internal language, and pushing when it makes sense for the best outcome for both sides. 

The art is in knowing when to push, when to pause, and when to say, “Not yet.” Because when you always say yes, people stop listening. But when you advocate with intention and back it up with logic and alignment, both your client and your internal team start to see you as someone worth trusting.

Here’s how I approach it in practice.

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Advocacy Isn’t Agreement. It’s Representation.

When a client asks for a shorter timeline or additional scope, the easy move is to nod and say, “I’ll push for it.” But easy doesn’t build trust.

The smarter move is to pause and say: “Let me take this back to the internal team to determine what’s feasible.”

That one sentence says a lot:

• You’re not just a mouthpiece; they see that you actually understand the process.

  
  

• You’re not making promises without context or support.

  
  

• You’re prioritizing feasibility, which ultimately protects their program.

This kind of response shows that you’re thoughtful, measured, and aware that what you say carries weight. And if you’re in this business for the long haul, protecting your credibility is non-negotiable. I’ve seen too many good BD folks fall into the “yes trap” only to get burned later when the delivery doesn’t match the pitch.

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Internal Alignment First. Always.

Before you commit to anything, even a soft commitment, check alignment internally. Not just with the project manager or the SME who likes you best. I mean true cross-functional buy-in. Because if you promise something without real operational backing, the fallout won’t just be a delayed timeline, it’ll be a damaged relationship, internally and externally.

When BD starts making unsupported commitments, internal trust erodes. And once your team stops believing you’re advocating with honesty, you’re no longer effective. You’re just noise.

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Don’t Wait for Scope Creep, Name It Early

Let’s talk about the classic “oh, and one more thing” moment. We all know it’s coming. Scope creep isn’t a possibility, it’s a certainty.

So, bring it up before the statement of work is signed. Something like: 

“As your program progresses, it’s common for needs to shift. We’re flexible, but if major scope changes occur, we’ll reassess timelines and resourcing to make sure we stay realistic.”

That line takes 10 seconds to say. But it lays the groundwork for smoother conversations later. Project managers might carry the torch once the program is underway, but BD sets the tone. And if you normalize open conversations about scope changes, you’re doing everyone a favor.

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The Trust Dividend: Say the Hard Thing Early

A few months ago, I had a sponsor come in with an aggressive timeline. It was technically possible, but risky. Instead of saying “Sure, we’ll try,” I explained why moving that fast might compromise their entire program. We talked through what was truly driving their deadline and how to pressure-test it.

They didn’t love hearing it. But they appreciated it. And in the end, we found a more strategic plan that avoided costly rework and de-risked their launch.

That kind of honesty is where credibility is built. It shows that you’re not just trying to close a deal, you’re invested in their success.

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Final Thought: Don’t Sell Your Soul for a Signature

In business development, your role isn’t just to bring the opportunity in the door. It’s to guide it in a way that sets it up for success. That means knowing when to advocate, when to say no, and when to hold the line for everyone’s benefit.

If you’re doing it right, your clients will see you as someone they can trust to give it to them straight, and your internal team will see you as someone who brings in real, executable business.

So don’t just be a bridge. Be a filter, a translator, and sometimes, a friendly reality check.

It’ll take you a lot farther than a “yes” ever will.

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If this topic resonates, check out some of my recent articles on integrity in BD, letting SMEs shine, and negotiating without playing games. BD is all about the long game, and every conversation shapes how that game plays out.