Crissie Gizzi, Senior Business Development Manager in our Thames Valley team, talks about how authenticity, mentorship, human connection, and relationship-building is the real “ROI” when it comes to meaningful Business Development.
WHEN I look back at my career path, I see how each step has shaped the way I approach business development today at Morgan Sindall Construction. My role is more than just identifying opportunities for our business - it’s about building trust, creating authentic relationships, and aligning strategy with impact.
From scattergun to strategic focus
Early in my career, I saw how easy it was to fall into a scattergun approach, chasing every possible opportunity without strategic thought. However, I quickly realised the power of focus. At Morgan Sindall, I now ensure our business development efforts are aligned with both the corporate strategy and the objectives of our local teams. For me, success means pursuing opportunities where we have a clear capability fit and a strong pathway to win.
One of the ways I keep us sharp is through an annual market and sector analysis, which I run myself and share with the wider business. This exercise helps us track macroeconomic shifts, funding flows, and sector health so we can map opportunities early and position ourselves for long-term success.
Market dynamics and procurement changes
One thing that’s always consistent, is that the construction market is never static. Procurement cycles swing between single-stage, price-led approaches and more collaborative routes such as two-stage processes and frameworks. Right now, I see early contractor engagement becoming increasingly critical, not just to drive buildability but also to create value for clients from day one.
Post-election sector shifts are also reshaping the landscape. Local authority restructuring is influencing pipeline timing, while universities are under pressure from stagnant fees and tighter visa rules. Oxford remains a resilient outlier, but elsewhere around the UK, spending is being squeezed. On the positive side, growth in R&D, science, and defence is balancing slowdowns in other sectors, offering us new avenues for innovation and delivery.
The role of AI and what it can never replace
AI is a tool I embrace. It’s brilliant for research, planning, market analysis, and supporting the bid process. But the heart of business development lies in relationships, trust, and authenticity - qualities no algorithm can replicate.
My belief is that we shouldn’t constrain AI with overly restrictive policies. Instead, we need to integrate it pragmatically and empower younger colleagues (who are often more comfortable with new technologies) to lead adoption. It’s definitely about balance too – we need to leverage AI for efficiency while doubling down on the human touch that truly differentiates us.
Championing diversity, equity and retention
A diverse team is a stronger team. At Morgan Sindall, we’re focused not just on attracting talent but on retaining it - particularly by addressing flexibility, maternity support, and clear progression pathways. Retention becomes especially critical in site-based and mid-to-late-career roles, where the risk of attrition is highest.
I also see the importance of visibility. Having more senior female role models in our industry provides clarity and confidence for those building their careers. Pay equity is another area I’m passionate about. Equal pay for equal roles isn’t negotiable, it’s essential if businesses want to attract and retain talent.
Mentorship and giving something back
Mentoring is one of the most rewarding parts of my work. I currently mentor two colleagues internally and one person externally, and I’ve found that visibility and confidence are recurring themes, particularly for women.
I’m also a big advocate for reverse mentoring. Imagine pairing younger, more tech and sustainability-savvy colleagues with experienced leaders. I think it’s such an underutilised and powerful way to share both insights and wisdom from either side.
Looking to the future
Business development isn’t just about the “next win” - it’s about shaping the future of our sector. For me, that means maintaining a very focused strategy, driving early engagement, embracing AI thoughtfully, and investing in diversity and mentorship.
At the end of the day, what really matters is trust. Clients don’t just want a contractor, they want a partnership with a team who listens, advises honestly, and delivers authentically. That’s the path I’ve chosen at Morgan Sindall, and it’s one I’m proud to walk every day.
If you’d like to connect or get in touch, please drop me an email on [email protected]