In 2003, SNB was well established and well run. However, the newly established administration was anxious to see SNB be more aggressive in terms of its impact on the province. A strengthened Business Development and Marketing division was challenged to think beyond the current business models, beyond services and registries, and even beyond the province. The primary focus of the staff is this divisions is now marketing SNB services to other local and international governments.

One concrete example of this broader mandate is the recently concluded agreement with the Government of Canada for the provision of pleasure craft licensing services. The focus of this effort is two-fold. Provide public value to the citizens of Canada through a financially sustainable service (made possible by leveraging existing investments in SNB components), and develop a downstream market as an economic development opportunity for the province. This project, as all others was required to navigate through the BAG using the same business case process as any other project.