How To Make A Bid/No Bid Decision Part 1 with Tan Wilson
VisibleThread2024-04-04
6 views|3 months ago
💫 Short Summary
Ton Wilson leads a webinar on bid decision-making in govcon, emphasizing strategy and proposal development. The video discusses the BD life cycle, accountability, qualifying opportunities, and strategic partnerships. It highlights analyzing opportunities, improving processes, tailoring strategies, and effective communication. Understanding value propositions, branding, reputation, and AI integration are crucial. Consultants may aid in strategic decisions, and responsible bidding is key for success. Having a clear owner for bid decisions, pushing back on opportunities, and incorporating diverse perspectives are essential. The video encourages feedback, involvement, and continuous learning for better outcomes in bidding processes.
✨ Highlights
📊 Transcript
✦
Highlights of Bid Decision-Making Webinar with Ton Wilson
00:15Ton Wilson, president of Intellect, discusses bid decision-making in govcon, focusing on business strategy, proposal development, and executive coaching.
Attendees are encouraged to engage with content on LinkedIn and Ton's podcast, Ton Two Cents.
Wilson acknowledges varying levels of experience among participants and aims to provide a comprehensive overview of factors influencing decision-making processes.
The session emphasizes developing confidence to bid competitively in the field, offering valuable insights for all attendees.
✦
Importance of the BD life cycle in making bid decisions and emphasis on the pre-bid phase.
04:00Having a formalized and documented bid process is crucial to align opportunities with business strategy.
Focus, clarity, and a repeatable process are needed for informed decision-making and increasing chances of winning opportunities.
Consistency in the bid process across individuals and departments is highlighted for accountability and efficiency.
✦
The importance of accountability in decision-making processes when working with external consultants.
08:27Transparency and clear understanding of opportunities and risks are crucial for successful bid decisions.
Scalability perspective is key to determine resources and capabilities for executing contracts.
Considerations include staffing, infrastructure, capital, and financing.
The overall bid decision process should not be isolated or mysterious but understood by all levels of the organization.
✦
Importance of Qualifying Opportunities for Bidding.
11:08Qualifying involves evaluating customer requirements, budgets, timelines, and risks to determine if an opportunity is suitable.
Fear of missing out (FOMO) can lead to bidding on unsuitable opportunities, resulting in losses.
Critical assessment of the impact of not pursuing certain opportunities is crucial for future business prospects.
Smooth handoff from qualifying to proposal development is essential for successful bidding, with internal factors like FOMO playing a significant role in bid decisions.
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Key highlights on aligning opportunities with core business capabilities in decision-making.
15:51Overpromising in government contracting can lead to negative outcomes.
Balancing stretching capabilities with realistic performance is crucial.
Sales pressures and growth strategies impact bidding decisions.
Profitability, performance, past performance, and customer relationships are key factors in executing contracts effectively.
✦
Importance of understanding opportunities and strategic partnerships in bidding for contracts.
19:25External perceptions and customer expectations should be taken into account to submit a strong bid.
Collaboration and teaming with partners are becoming more common in bidding processes.
Strategic discussions and considerations are essential for success, beyond tactical aspects like gate reviews.
Understanding the customer, opportunity, and overall goals of bidding are crucial for determining the best approach.
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Importance of analyzing and evaluating opportunities in the contracting process.
21:55Understanding customer requirements, competitive landscape, and effective risk mitigation are crucial aspects of the process.
Using bid checklists and evaluation tools can help make objective decisions and avoid emotional bidding.
Consideration of risks associated with each opportunity and contract is essential, urging viewers to assess and mitigate potential risks thoroughly.
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Importance of Continuous Improvement and Feedback in Business Growth.
25:15Setbacks should be seen as opportunities to learn and improve understanding.
Small changes in operations can lead to significant improvements.
Evaluating core capabilities and focusing on profitable areas is crucial for business growth.
Emphasizing knowledge management, staff qualifications, and past performance for strategic decision-making.
Mining past experiences and identifying new opportunities for business expansion.
✦
Strategies for successful business proposals.
28:43Tailoring approach to each unique customer opportunity is crucial for success.
Thorough planning, resource allocation, and risk mitigation are essential in proposal preparation.
Proactive communication and collaboration strategies are key to competitiveness.
Pre-established management plans and effective teaming partnerships are valuable for successful bid decisions.
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Importance of Effective Communication in Business Success.
33:16Transparent and consistent communication with stakeholders, customers, and teaming partners is crucial for building trust and improving processes.
Continuous feedback and process improvement are essential for running a better operation.
Executives should address chronic issues within the organization through formal debriefs and post-submission reviews.
Seeking feedback, both positive and negative, is vital for replicating successful outcomes.
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Importance of value proposition in business success.
36:15Focus on customer needs, engagement, and tailored solutions to stand out.
Gather information on customer needs and build strong partnerships for successful proposals.
Strategic partnerships can enhance capabilities and competitiveness.
Adaptability, agility, and adoption of new technologies are crucial for success.
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Importance of branding and reputation in partnerships and evaluations.
40:29Strategic decision-making and documented processes are crucial to stay aligned with goals and capabilities.
Industry evolution requires continual enhancement and improvement of processes.
Cautious yet optimistic view on AI integration, understanding limitations and leveraging it for decision-making.
Speaker offers contact information for further discussion and addresses eliciting strategic objectives from leadership.
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Importance of evaluating opportunities before bidding to prevent wasted time and effort.
44:25Consultants may be more effective than internal leaders in making strategic decisions on bids.
Proposal directors should push back and ask tough questions to ensure the right opportunities are pursued.
Proposals should be an integral part of the bid evaluation process for valuable insights into organizational qualifications and capabilities.
Responsible decision-making in bidding processes is essential for successful outcomes.
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Key Highlights of Bid Decision Process
47:12Having a clear owner for the bid decision process ensures consistency and effectiveness.
Facilitating discussions and keeping the process on track is crucial to avoid ad hoc changes.
Winning bids against the incumbent is possible by focusing on technical aspects, management, staffing, and strategic planning.
Agencies are recognizing incumbents' shortcomings and laziness, making every incumbent beatable with a strategic approach.
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Importance of diverse perspectives in decision-making processes.
51:07Involvement of individuals from various parts of the organization promotes diversity of thought.
Feedback and expertise sharing in webinars are valuable for audience engagement.
Encouragement of audience participation through surveys.
Information on upcoming webinars and availability of webinar recordings on demand.
00:01hello everyone and welcome to today's
00:03webinar series how to make a bid no bid
00:05decision this is the first webinar in
00:08our three-part Series this week my name
00:10is Chloe Norwood and I'm the field
00:11marketing specialist at visible thread
00:13I'm thrilled to welcome our part one
00:15speaker ton Wilson president of
00:18intellect the second and third part of
00:20how to make a bid no bid decision series
00:23will continue tomorrow at 11:00 a.m.
00:25with Fred vilek senior proposal manager
00:27at khaki and Thursday at 11: a.m. with
00:30Kyle Peterson vice president of customer
00:33success at visible threat before we
00:35begin I'd like to note that in the
00:36related free content box on your screen
00:39there are some assets you may find
00:40useful feel free to submit any questions
00:42you may have into the Q&A box and these
00:45slides and recording of This webinar
00:47will be available after it ends and now
00:49I will hand it over to
00:52ton thanks so much Chloe for the
00:54introduction and welcome everyone um to
00:58the first part I love being the first to
01:00everything so kicking this off is um is
01:03going to be a lot of fun what we're
01:05going to do here today um here I guess I
01:07should probably I always like to dive
01:09straight into like the details of
01:10everything so I apologize um a little
01:12bit about myself for those of you who
01:14are not familiar with me um my name is
01:17ton Wilson and I'm the president of
01:19ellect and the host of Ton's 2 cense um
01:23I'm looking at the attendees list and so
01:26many of you are so familiar um it's nice
01:28to be able to speak to a a lot of uh
01:30colleagues who I've worked with in in
01:32the previous years I've got over 25
01:34years of experience here in in govcon um
01:38and what we do here at intellect is we
01:40do uh business strategy uh capture
01:43management proposal development um price
01:45to win and Executive coaching um that's
01:48kind of us in in a nutshell but I highly
01:51recommend that everybody follow us on
01:54LinkedIn um as you can never know what
01:57to expect um which is the reason why I
01:59started my podcast is ton two cents it's
02:02actually not really kind of a it's a
02:04podcast of sorts but it's more of a
02:06master's class in govcon where we take
02:09an hour and we dive into a specific
02:11topic and really give it the attention
02:13that it really needs so which makes
02:15today's session so difficult to create
02:20and come up with how do you take such an
02:23incredibly um difficult topic um and fit
02:28it all into a 45 minute time frame and
02:32allow time for questions from everybody
02:34so I think I've tried to do it the best
02:36I can knowing that many of you are
02:38coming from different levels of
02:40experience um some of you may have a lot
02:43of knowledge of the process or leading
02:46the actual organization um department
02:49for your own organizations for how to do
02:52bit decisions um and but others of you
02:55may be new to the process so I always
02:57like to kind of level set expectations
03:00and to create kind of a baseline so that
03:02we're all um starting from the same
03:04point so I'll do a little bit of that
03:06too but I'll glass over some of that and
03:08really kind of get into the meat of what
03:10are some of the external and internal
03:12factors that kind of influence our
03:14decision making process um and how can
03:17we um develop and build confidence over
03:23the course of um this experience to
03:26really understand and be able to bid
03:28competitively um in this field so
03:31hopefully this will be interesting for
03:32everybody from regardless of where you
03:36are um I think there's is there any
03:40technical issue from your side um Chloe
03:42if you want to just double check to see
03:44that everybody is um broadcasting
03:46clearly I think
03:49uh we should be
03:54good uh if you could just maybe leave a
03:57message okay great we're good so um as
04:00far as the BD life cycle I always like
04:03to start off with this slide because it
04:05gives us a good foundation of where
04:07we're going to talk today where we're
04:09going to speak is in the pre-bid phase
04:12um where we're looking at how do you
04:16make bid decisions that's not to say
04:18that you don't continue to make bid
04:19decisions or have additional gate
04:21reviews after the opportunity is
04:23released after the draft because you're
04:25going to want to review that and and
04:27make another decision like after the uh
04:29final solicitation is released because
04:31things may have changed um your company
04:34organizational situation may have
04:35changed your teaming construct may have
04:37changed the entire opportunity from
04:39draft to final might have changed and so
04:42don't feel like you have to uh feel like
04:45once we made a bit decision you can't go
04:47back or you can't make that change you
04:49do need to you know consider all factors
04:52um before moving forward so why is a bid
04:56no bid process important well it's
04:58important for a number of different
04:59reasons but before we go into why it's
05:02important and why a formal and
05:04documented process is important let's
05:06kind of like Define and make sure that
05:08we understand what a bid process is and
05:13I know in Industry we like to turn like
05:15for around a lot of acronyms we like to
05:17say that we use the shiple approach and
05:19yada yada whatever or maybe your own
05:21organization has one too um but I like
05:24to keep it a little bit more General in
05:26that it's just a systemic evaluation
05:29process that you use to determine
05:31whether or not you're going to pursue or
05:32not pursue an opportunity and how that
05:35looks for your organization may look
05:36very differently than your competitors
05:38or may look differently than how khaki
05:41does it or how lios does it and so they
05:44all kind of take a similar process a
05:47foundation and modify it to that
05:50organization and you need to modify that
05:52obviously to to the size of the
05:55opportunity because you're not going to
05:56go through a full-blown you know 10 or
05:5812 gate review for a testar bid or you
06:01know a smaller effort um and so you
06:04really do need to understand um how to
06:06kind of tailor that for your need and
06:08for that opportunity's need but why is
06:10it important obviously the bottom line
06:13is so that you can win so you can make
06:15an informed decision to win that
06:17opportunity um me I like to you know uh
06:22always emphasize the importance of
06:24focusing there's a lot of distractions
06:26in our industry there's a lot of
06:28opportunities that you could always Bid
06:30And so having a formalized process
06:33something that is objective something
06:34that is repeatable helps you kind of
06:36maintain Focus to make sure that the
06:38opportunities are aligned to what your
06:41business strategy is what your
06:43organizational mission and goals are um
06:46so focus is really important um Clarity
06:49obviously too you know like
06:51understanding you know do you have a
06:53clear understanding of the opportunity
06:55and and how it aligns with your goals
06:57and priorities um obviously
07:00uh
07:01we hear at intellect their processes um
07:04I'm a process person I'm a PMP and so I
07:07think very process-like and so having a
07:09repeatable process regardless of who it
07:11is who's facilitating that process it
07:14should operate in a similar manner or
07:15the same manner each time there should
07:18be very few variabilities variables in
07:21that um as it goes from one person to
07:23one person or one organization or like
07:25one Department within your own
07:26organization too um and accountability
07:30that I think that is really important
07:32especially when you're working with
07:33consultants and you're working with an
07:34outside Source who's helping you make
07:36some of these decisions or they're
07:38finding you opportunities for you to
07:41evaluate um I don't think we hold our
07:43people accountable enough sometimes um
07:45there's always a reason why something
07:47you know like fell through or we
07:48couldn't do something um but you know
07:50having a clear process really kind of
07:52holds everybody to to be accountable to
07:55make sure that they are doing their due
07:57diligence and that you do make sure that
07:59have um a really clear understanding of
08:02what the opportunity is um and obviously
08:05risk there's risk to everything and and
08:07I would I would say this too is that
08:09there's a risk to bidding and there's a
08:11risk to not bid um and we kind of talk a
08:13little bit more about that um when we
08:15talk about the external influencers and
08:17and what your customer is expecting um
08:20or if they're not expecting you to um to
08:22bid an opportunity um transparency I
08:25think is really important from um a sea
08:27Suite executive level you know you
08:29really need to understand um and and see
08:31in um how uh how opportunities are um
08:36what decisions are so that everyone in
08:39your organization understands that from
08:41your line managers to your PMS to your
08:44boots on the ground people um you know
08:46you shouldn't have a bid decision
08:48process that is something that is
08:50protected or isolated or you know like
08:53oh it's a it's cloaked in mystery um
08:55that no one seems to understand or or
08:57realize how is it that um you know that
09:01we are um making this bid decision um
09:05where I get involved a lot is um from a
09:08scalability perspective um I find that
09:11oper uh companies really uh bid too many
09:14opportunities um and we'll talk about
09:16some of the fomo um reasons for bidding
09:20and why companies bid too many
09:22opportunities or bid the wrong
09:23opportunities I and it all stems back to
09:26your bid decision as to whether or not
09:28um you know you want to do that but from
09:30scalability not only from a resources to
09:33respond to an opportunity um is
09:36important but do you have the resources
09:37to also execute um and and make sure
09:41that you can meet the customers
09:43expectations that you have the Staffing
09:44that you have the infrastructure that
09:46you have the capital and the financing
09:48in order to be able to successfully um
09:51execute on contract so that's you know
09:53that's also something that you need to
09:55consider um and to um also here I don't
10:00want to like belabor the slide but
10:01there's a whole slew of other reasons
10:04here that we'll kind of you know dive
10:07into the process itself and I
10:10intentionally left this slide without
10:13the
10:14um the terms that we like to use in govc
10:17con a lot um which is Bey capture
10:20proposals yes I have proposals in here
10:23whatever but I didn't talk about Bey or
10:25capture because it means different
10:27things to different people depending
10:29upon the the size of your company
10:30sometimes that BD capture person is the
10:33same person sometimes those activities
10:34are kind of lumped in together sometimes
10:36you're just not big enough to have a
10:38full-on capture and that's okay if
10:40that's the type of opportunities that
10:41you're bidding on but I think you need
10:43to understand the overall process of
10:47opper you know opportunity
10:49identification is obviously the first
10:50phase or phase zer1 however you want to
10:53number it or color it or whatever um
10:55that's really when you're sourcing and
10:57looking at potential opportunities
10:59qualifying is the stage where the
11:01majority of what we're going to be
11:03talking about today kind of falls into
11:06is that's really where you're kind of
11:08determining um the whether or not the
11:10opportunity is suitable for you know
11:12your organization um you know
11:14understanding how the opportunity or the
11:16proposal is going to be evaluated what
11:18is the customer requirements what does
11:21the budget look like not only your
11:22budget internally for bidding this but
11:25what is the customer's budget you know
11:26is is there is there funding behind that
11:29um timeline wise that's really important
11:31too is like the timing of when these
11:33opportunities are going to be released
11:35the timing of when the um contract is
11:37going to be executed um there's a whole
11:39slew of things that are both internal
11:42and external facing and I'll spend more
11:44time on that here later too but really
11:46kind of also making sure that you
11:49understand the risks the rewards and
11:52what are some of the um some of the um
11:55strengths weaknesses and opportunities
11:57and threats that that exist with that
11:58opport opportunity and do you understand
12:01and know from a competitive landscape
12:03perspective you know who your
12:04competitors are um who are you know
12:07should you team with those competitors
12:09should you you know try like how are you
12:11going to mitigate um your proposal risk
12:14how are you what is your bid strategy to
12:16make sure that your proposal is the
12:17strongest that it can be um and so
12:19that's that's really kind of important
12:21for you to flush out during these phases
12:23so that when you hand off to proposals
12:26they're not left wondering well how am I
12:28supposed to bid that they can tell you
12:30what is required what is going to be
12:31evaluated but it's really kind of
12:33critical to make sure that that handoff
12:35from BD capture or that qualification
12:37stage goes smoothly and that it makes it
12:40to the next phase which is the proposal
12:43development process and we'll talk about
12:45that in our part two of this series so
12:48um hopefully this will give you a lot of
12:50uh background information so that you
12:52can kind of go into the next segment um
12:54of this series with a really good
12:56understanding of what to do next
12:59internal and external influences um
13:02there's two slides on this and I kind of
13:03spent a lot of time on this because I
13:05think it's really important to
13:06understand that there's a lot to go
13:09behind making some of these bit
13:11decisions that it's not should we be
13:14this opportunity because we have
13:16proposal resources or we have time or
13:19we've got oh we've got 21 days until
13:21it's due we should definitely do that um
13:24no it's a little bit more sophisticated
13:26than than those three different things
13:28that I just me mentioned um internal
13:31factors fomo I find that the majority of
13:34the reasons why people bid too many
13:37opportunities or bid the wrong
13:38opportunities and tend to lose them is
13:40because they have the fear of missing
13:42out um trust me fomo is strong in this
13:46industry and that's not a reason to do
13:48that but it is a really valid concern
13:50obviously for these larger Contracting
13:53vehicles that are 10 five years out you
13:56don't want to get shut out some of these
13:58opportunities do have an on-ramp and you
14:00can get on at a later date um but really
14:04kind of critically think you know from
14:06an from an organizational perspective
14:07what does it look like if you don't get
14:10on that vehicle um from a business
14:12perspective is it going to really impact
14:14your business are there is future work
14:17coming out with your customers that's
14:18going to go out on those vehicles that
14:20you may want to kind of critically look
14:21at that and then you know is it aligned
14:24then with where your core business CA
14:26and and your capabilities are so all of
14:29that kind of goes into the
14:31decision-making process um uh
14:35authenticity over um versus over
14:38promising that's really hard for small
14:40businesses um especially those who are
14:43new to to um govcon to be able to kind
14:47of prove themselves maybe you don't have
14:49a contract yet or maybe you haven't
14:51broken into an IND um agency and you
14:54want to kind of stretch your op you know
14:56stretch your capabilities um really kind
15:00of take a cold hard look are you over
15:02stretching are you over promising
15:04because that can really have a you know
15:06a pretty negative impact too you get in
15:08there and you can't perform the worst
15:09thing to do would be um to you know not
15:13have an option year to default to um you
15:16know incur additional cost because you
15:19didn't understand how to price the
15:20opportunity because you didn't
15:22understand the work that was in place so
15:24really kind of taking a cold hard look
15:26at the requirements and and seeing you
15:28know can you know can you realistically
15:30perform this work um Vice is you know is
15:34this something that you're kind of maybe
15:35stretching stretching is good I think
15:37stretching you know to some extent can
15:38be really good um but stretching too
15:40much can also be you know um a really
15:43bad uh bad thing too um at the end of
15:46the
15:47day um sales pressures um I love BD
15:51people because they're all Sunshine
15:53purple unicorns rainbows they see the
15:55opportunities everywhere I think that's
15:57really really good when you kind of
15:59balance that out with um you know uh the
16:05um oh the sky falling we can't do that
16:09it's too expensive you know whatever it
16:11is that a lot of times your line
16:13managers or your boots on the ground
16:15people will kind of throw roadblocks
16:17when you you know why they can't do
16:18something um you really do need to kind
16:20of find a balance between that right you
16:23you do need new work you do need to have
16:25work that's kind of growing your
16:27capabilities or growing your staff
16:29um but again all goes back to is it
16:32align with your business um growth
16:34strategies right some companies they
16:35just want to sustain that's okay other
16:38companies want to grow grow grow sell um
16:41and so your approach to how you
16:45determine what to bid on and and which
16:47opportunities are aligned with your um
16:49with your growth strategies is going to
16:51be very different um from you know one
16:53one company to the next so really kind
16:54of understanding that um the other thing
16:58I guess um is profitability and
17:00performance and I think I kind of
17:01touched on that a little bit too um is
17:04is that you know it can you do this can
17:07you execute this contract can you you
17:08know if you win this contract can you do
17:10it profitably um and I think that's
17:12really kind of important and that's part
17:13of your bid strategy that kind of goes
17:15into
17:16that external influences um there's so
17:20many different factors on this and I'll
17:21let you kind of read the slides um
17:23yourself but um I I think the the thing
17:27that um is the easiest for everyone to
17:30always you know answer is the
17:32relationship and the past performance
17:33with the customer um that's something
17:36that you can answer fairly easily I
17:38think some of the other things that are
17:40a little bit more difficult to answer
17:42would be the reputation versus
17:44perception right you know it's like um
17:46how is this going to impact your company
17:48if you don't bid um or if you do bid
17:51maybe it could be a game Cher for your
17:53company um to bid an opportunity um
17:56maybe it's something that you've got
17:58Market presence and you have to do this
18:00you have to bid you have you know
18:02everyone's expecting you to um so what
18:04is it that you need to do to make sure
18:06that you're as competitive as you can be
18:08that you're delivering a quality product
18:10and proposal um at the end of the day um
18:14the uh you know same thing with like
18:16Market expansion competitive strategy
18:17you know there are reasons for you to
18:20bid new opportunities that are outside
18:23of maybe where you're comfortable in um
18:25and so you can kind of see here is that
18:28you know the exter
18:29um influences really have to you know do
18:32with the external perceptions and some
18:34customers are expecting you to um so you
18:37know if you've got a customer a lot of
18:38us have you know really good
18:40relationships with customers they're
18:41like hey something's coming up we want
18:43you to bid on it you know it it could
18:46look bad if you don't bid on it so you
18:49know but what do you need to do to make
18:50sure that um you know if you submit a
18:53bid that you are submitting the
18:55strongest bid that you can possibly
18:57submit and then strategic Partnerships
19:00and collaborations that's I I I spent a
19:03lot of time with customers on that um
19:06there's very few opportunities anymore
19:09where companies are bidding by
19:10themselves or bidding a loan um the
19:13contracts are so much larger uh
19:16customers going back to bundling to
19:17larger efforts and and they're highly
19:19encouraging um teaming and and so you
19:22know um that really kind of impacts you
19:25too you know do you have a teaming
19:26partner who's bringing you this
19:28opportunity
19:29um to maybe you know break into a
19:32customer or Market sector that you don't
19:34currently have um so that's always a an
19:39influencer into whether or not you
19:41should bid an
19:44opportunity um Chloe I'm going to let
19:46you go ahead and kind of continue to
19:48monitor the um the questions and I'll
19:51kind of take questions along the way if
19:53they kind of come up um I think we're
19:55doing really good um otherwise I'll kind
19:57of pause towards the end here for for
20:01questions um so insights and strategies
20:05um the I think it's really important for
20:08us to you know I'm the whole premise
20:11behind my podcast hunt to senses um
20:14unfiltered strategies for real world
20:16success is kind of our tag and so I
20:18don't think we spent enough time on the
20:20Strategic discussions and considerations
20:22for opportunities where we're so
20:24tactical you know it's like we talk
20:26about the gate reviews we talk about
20:28this proc and stuff like that and we
20:29kind of lose sight as to like you know
20:32why is it that we're bidding an
20:33opportunity what is it you know is it in
20:35our best interest to kind of do that so
20:38um let's talk a little bit about some
20:39insights and strategies and
20:41understanding the opportunity um it it's
20:43really important to really kind of um
20:46have someone who is able to understand
20:48the customer understand the opportunity
20:50and really kind of digest you know what
20:53what is it that we're bidding on um
20:55there's a whole lot more than can we do
20:58the work do we we have the past
20:59performances it's can we meet the
21:01submission requirements and if you're
21:02bidding an opportunity that is you know
21:05in its second or third you know
21:07iteration then there's draft
21:09solicitation that you can go back on and
21:11review and analyze and so I think that's
21:13really kind of helpful but a lot of
21:15times you kind of have to read between
21:17the tea leaves and maybe you have to
21:18look at um you know for this Contracting
21:21officer or this office there was a
21:22similar opportunity that was released
21:24last year or six months ago that may
21:26look similar to it so you kind
21:29understand what the customer's looking
21:30for from a response perspective um and
21:33what some of the you know um procedural
21:36type of uh response uh elements are are
21:38going to be um the other thing that you
21:41need to kind of consider too is um the
21:44opportunity assessments right like do
21:46your market analysis understand the
21:48customer analyze your customer who are
21:50the competitive um you know your
21:52competitors who are going to be going
21:54you know after that what are their
21:55capabilities you know how can you
21:57mitigate or throw shade on them you know
22:00um so so really kind of do those capture
22:03activities um um throughout this process
22:07to make sure that you kind of understand
22:09the opportunity and those who are
22:11currently already operating in that
22:14space the um the tools and methodology
22:17uh I I know that many of you and if you
22:20don't have one now I highly recommend
22:22that you go find one create one make one
22:25borrow one um would be um a a bid
22:29checklist um there are a lot of
22:33platforms and products out there who
22:35have a bid checklist um next stage is my
22:38platform of choice they have a checklist
22:41I believe govwin goes to gov tribe
22:44everybody's got their own bid decision
22:45checklist that could either be tailored
22:47or used out of the box um you can use a
22:51um an Excel spreadsheet and score them
22:53based on you know like numerical one to
22:55five ranking and things like that
22:57anything that you can object L evaluate
22:59an opportunity and quickly do that is
23:02always kind of helpful because we're
23:04again back to the fomo and making you
23:06know like emotional decisions we tend to
23:08bid from a very emotional place and so
23:11when you have um a clear objective
23:15process or a checklist or some type of
23:18an evaluation tool um that has preset
23:21questions that are consistently asked
23:23each time it allows you to make
23:26decisions in a more objective kind of
23:28way instead of you know failing oh you
23:31know like the customer loves us or um
23:33we're a veteran owned company so we
23:35should do work with the VA but you
23:37haven't really clearly understood what
23:39is it that the VA is buying or can you
23:41meet the requirements and this
23:43opportunity um and so I highly recommend
23:46that you spend some time and and
23:47thoughts into what is the best um tool
23:50to use um in order to be able to
23:53evaluate consistently across the board
23:55um risk and mitigation I I think that
23:58something that we don't spend a whole
23:59lot of time on I don't think that we
24:01think you know like what's the risk if
24:02we do bid on this what is the risk if we
24:04don't um and so there's there's a lot of
24:07things that you can do um during the
24:09evaluation process to you know um to
24:13consider that because those are most
24:15likely going to be similar risks that
24:16you're going to have to address in the
24:19response um there's there's risks to
24:21every contract there's risk to every
24:23opportunity um and so really kind of
24:25spend some time you know thinking
24:27through um through that
24:30um
24:32the see I'm just trying to think I think
24:35there's other things that we can
24:36probably spend better time on um but the
24:39the other really good thing you know
24:41being a processed person is um when you
24:44have a process that everybody
24:46understands and is using um realize too
24:50that it can always be improved you
24:52should always kind of learn every
24:54engagement I'm learning I look at my uh
24:56bid process decision
24:59um from when I first started my Company
25:02vice is where it is now and it has grown
25:04Leaps and Bounds um tools technology um
25:08the the maturity of the organization um
25:11everything kind of impacts your your
25:14process and you should kind of
25:15continually en um encourage um feedback
25:19and improvements and so um I I don't
25:21ever look at you know um a situation
25:24where we've got chaos or if something
25:27bad happens or you know things didn't go
25:29quiet our way as a setback it to me it's
25:33an opportunity to um kind of improve or
25:37learn um or better understand um you
25:41know where we can improve next time what
25:43have we learn and and maybe kind of
25:45hedge those uh you know those those
25:47issues the the next time
25:50around so hopefully through this whole
25:52process you've gotten a little bit more
25:55confident um you know in your ability to
25:58make the B decision more consistently
26:01make consistent business decisions um
26:04make objective business decisions um and
26:07so you should be bidding more
26:09confidently what I really love when I
26:12come in and the customer is like we have
26:15no idea what we're bidding we're
26:16everywhere we're kind of scattered at
26:18the end of our engagement they're like
26:20you know they feel so empowered that
26:22they're like oh my God you know making
26:24just small little changes whether it's a
26:26checklist or change ing how you run your
26:30gate reviews or how you run your
26:32business development um you know
26:34opportunity uh decision uh meetings um
26:37just SM small tweaks and and
26:39incorporations of little key elements I
26:42think can make really large impactful um
26:45um changes and improvements in the
26:47process and so uh you know what are what
26:51are ways that you can be more confident
26:54um is really kind of clearly assess your
26:57capabilities take a really cold hard
26:59look of what you're capable of right
27:01what are your core capabilities what are
27:03your ancillary capabilities what are
27:05your stretches um and and kind of put
27:07them into like buckets and really kind
27:09of evaluate your expertise um some
27:12organizations are really good doing
27:15certain things but it's not profitable
27:17right so if you can't do something
27:19profitable or if you don't do something
27:20well then maybe you shouldn't focus on
27:22opportunities that are you know um maybe
27:25what you started your business with and
27:27so companies evolve so maybe your first
27:29contract was doing whatever and now
27:32you've grown and you you have more
27:34experience you have better past
27:35performance and a different business
27:37area and maybe you focus more of your
27:39opportunities in that area so really
27:41kind of take a hard look and and keep
27:43your past performan is up to date your
27:45capabilities your resources and your
27:47people um Knowledge Management and the
27:51management and uh and and identification
27:55of the qualifications of your staff I
27:57think is so key and it's lost half the
28:00time um you know they they don't keep
28:04very good records of um uh employees and
28:09staff's
28:10certifications um maybe customers that
28:13they have had experience in or um
28:15opportunities that they may have worked
28:17on in the past those are places where
28:19you should be mining um and identifying
28:22New Opportunities and so you know your
28:24people are a great resource um they're
28:27your knowledge based and so you know I I
28:29would say just as important as it is to
28:31maintain and properly you know like
28:33assess your capabilities from a past
28:36performance perspective definitely so
28:38from a resourcing and Staffing
28:40perspective I think that's that's that's
28:41a critical thing that I think sometimes
28:43we get easily
28:44overlooked um optimizing your business
28:47strategy you know your your business
28:49strategy for One customer one
28:51opportunity is going to be very
28:52different than the next one and so being
28:53able to kind of tailor that a lot of
28:55times I see like this one right size
28:57fits all type approach um and they have
28:59the same discriminators and
29:00differentiators for every opportunity
29:02and and you can't um every customer is
29:05different every opportunity is different
29:06and while the while the maybe the the
29:09services or products are are are the
29:11same or or similar they're they're going
29:13to be different under different set of
29:14needs under different programs and so
29:16you know really understanding and and
29:18learning how to kind of tailor that will
29:20really make going into the pro process
29:23uh you know stronger and um you're
29:26you're going to be more confident and
29:28going in into uh a new bid decision and
29:31preparing um you know at intellect our
29:34our tag is plan prepare and expect to
29:36win I don't think that you can plan
29:37enough then that's not to say that you
29:39know all my plans go exactly how um I
29:42originally you know thought that they
29:44would go but at least I had a plan at
29:46least I was kind of prepared for um some
29:49potential unknowns I've I've tried to
29:51identify potential risk and risk
29:54mitigation um you know approaches to you
29:56know what happens if you know we don't
29:59have the right key staff or you know
30:01whatever it might be um but really kind
30:03of plan the approach plan how you're
30:06going to you know go through the process
30:08um plan your resources plan your you
30:11know teaming Partners um keepy Personnel
30:14your Staffing and things like that
30:15there's nothing worse than having a
30:17proposal or a solicitation hit and
30:19you're starting a proposal and they have
30:20no idea what PW performances they're
30:22going to use they have no idea who the
30:24key personnel are going to be um you
30:26know how do you know if you're going to
30:28be able to confidently or you know be
30:31able to bid competitively on that if you
30:34hadn't already thought that through our
30:35plan that out um and so you know really
30:39you know you're much more confident if
30:41you plan ahead of time your resources
30:43and your references and um and your
30:45approach too um I I'm I'm I don't know
30:49why that I'm ever surprised that uh when
30:52I get into a proposal and no one has
30:54thought out how they're going to manage
30:56the um response they're like oh you know
30:58we've got the management plan already
30:59written and the management plan is
31:01always the hardest one the orc chart is
31:02too it's like how how do you not have
31:04this already laid out um and so you know
31:08that's that's part of the planning
31:10process um that should already kind of
31:12be baked out and and developed and
31:14mapped out um communication and
31:17collaboration I I think that this is
31:19really difficult I think everyone likes
31:21to think that they're really good
31:22communicators and that they're great
31:25collaborators and they've got all these
31:26great tools and you know things like
31:28that to you know communicate and
31:30collaborate um but I think this goes a
31:32little deeper than just the technology
31:34of it it goes into how do we do that how
31:37do we communicate with our stakeholders
31:39with our customers Have you communicated
31:41with your customers beforehand um have
31:43you continue to communicate with your
31:45stakeholders um and stakeholders could
31:47be you know your customers and your
31:49teaming Partners too um you know I don't
31:52think that we're ever going to come in a
31:54situation where teaming Partners don't
31:56pull out the last minute you know when a
31:58solicitation is released or um you know
32:00teaming goes exactly how you thought it
32:03would go uh but again you know having
32:07very transparent and consistent and
32:10frequent Communications with not only
32:11your teaming Partners is important but
32:13also within your own organizations um I
32:16know that we we recently had an
32:19engagement here at intellect where we
32:20came in and we're uh evaluating the
32:22processes and one of the companies says
32:24that I think we need to do a better job
32:27of um letting our staff know when
32:29they're going to be bid as a key person
32:32um because they don't know until they
32:33see their resumés during a color team
32:35review that they're being bid it's like
32:38how do you not tell your staff that
32:39they're going to be bid as a key person
32:41um to me that's that's insane um but you
32:44know you need to communicate internally
32:47not not only within the BD proposal um
32:51organization but within the line
32:53managers within the boots on the ground
32:55within the people who are actually doing
32:56the work um and so it seems kind of like
33:00an obvious thing for me to say but
33:02Communications down and within the
33:05organization um tends to kind of break
33:07down when uh you know when we're in
33:09proposal mode and we kind of keep
33:11everything in the proposal team and we
33:13don't talk outside so um that's kind of
33:16really important and again continuous
33:19process Improvement and learning um it's
33:22hard I get it but you can't um you can't
33:27fine build a will oil machine or
33:31continue to you know be more confident
33:33in your approach if you don't
33:34continually ask for and submit feedback
33:38um and sometimes it's just not the
33:40feedback that you want and so I get it
33:42you know capture and proposal people you
33:44know we get it from all ends we're
33:46getting it all the time you know uh we
33:48get all the blame none of the glory um
33:51and so sometimes it can be really kind
33:53of a thankless job but we really do kind
33:56of have to suck it up some time and and
33:58and ask and elicit you know feedback so
34:01that we can improve and and realize that
34:04the feedback and the improvements will
34:06help you um it will help you run a
34:09better um process it will help you be
34:12more effective um and and and really um
34:16what I find too is that a lot of times
34:18the sea suite and the executives don't
34:20realize that this is a chronic problem I
34:22don't realize that this is a challenge
34:24or an issue that you have within the
34:27process unless you do a formal type of
34:30after action or a post submission type
34:32of debrief everybody wants to hear about
34:34that um so you know it's all the stuff
34:36that happens in the middle that they
34:38don't really want to be you know
34:39troubled with um but I think you're
34:41doing yourself a disj ustice if you
34:42don't take the time to really kind of
34:45you know get feedback and it could be
34:47feedback you know um definitely get
34:49feedback when things go well I I know
34:51that um we all want to know why
34:54something happened when it went when it
34:56went sideways um but we really don't
34:58take the same amount of time and effort
35:00for when it went well because when
35:02things go well we want to do more of
35:04that um and so you know and then also
35:07kind of encourage and also um I I find
35:11that uh you know people who have spent
35:14three or four really long weeks weekends
35:17and and things like that on on an
35:19opportunity um some of us do it day in
35:21day out it's nice to hear um Kudos right
35:26good job like this went really well this
35:29went exactly how it went you know was
35:31supposed to go um you know this would
35:33have been better if we maybe made this
35:36tweak um strategies for um gaining a
35:39Competitive Edge so um differentiation
35:43of value proposition um it's this is
35:47part of like the the bit decision is you
35:50know can you really clearly
35:51differentiate yourself and do you have a
35:53value proposition and and and sometimes
35:56um you really can't and so I think you
35:58need to be really realistic about this I
36:00think companies really kind of struggle
36:02to be like oh we have to be different or
36:04you know whatever it's it's okay that
36:06you you're not different because I don't
36:08think a lot of opportunities are
36:09differentiating type of you know
36:11opportunities but at least understand
36:13what your value proposition is is that
36:15that's uh first and foremost um is you
36:18can't make the case for Why Us why you
36:22um or why you vices your competitors if
36:25you don't really kind of understand that
36:27and so so um what really kind of goes
36:30into being able to create a really good
36:33value proposition is to understand the
36:34customer need and so do you understand
36:38what the customer need do you understand
36:39what is required in this opportunity do
36:41you understand how to really kind of
36:43engage and tailor some of your
36:45approaches and your Solutions um to the
36:48customer and and so some of that kind of
36:50goes back I I know you know this is
36:52we're talking about bid decisions and
36:53not proposals but if you can kind of see
36:56here is that a lot of the questions and
37:01the um the the things that we're asking
37:05and and solving here on the front end
37:07really impacts the back end which is the
37:10proposal side is that you need to be
37:11able to kind of feed proposals some of
37:13this really good information on why you
37:16why us and why and what the customer
37:19needs and what are some of their hot
37:21buttons you know regarding that and so
37:23this all needs to be gathered prior to
37:25the The Proposal Part um and have we
37:28developed a strong partnership um going
37:31into this um and and Partnerships can
37:33kind of look differently right it it
37:35might be you know do you have to
37:37strategically hire you know do you need
37:39to bring in other Technologies or other
37:42companies who have um complimentary
37:44services and and skills uh on on this
37:48bid um who would be a good industry
37:50partner to kind of bring in enhance your
37:52capabilities so that you can be
37:54competitive um and you know sometimes
37:58it's people sometimes it's a process
38:00other times it might be um you know
38:03Technologies um but can you kind of
38:06adapt to that you know some
38:07opportunities might require you to be
38:10and adopt um be more agile and adopt new
38:13technologies and so it doesn't really
38:15apply to everything um but that is
38:18something that you need to kind of
38:19really consider is you know like as you
38:21develop you know your bid decision
38:23process and you know the the questions
38:25that you ask um and whatnot um that
38:29might be something that you have to kind
38:31of consider is this technology something
38:33that we're not familiar with or can we
38:34team with someone you know who who does
38:37um and then branding of reputation is is
38:39really important um if you look at some
38:42of the companies that are really
38:43successful in this industry there are
38:45companies that are really good with
38:47brand um they have a very strong brand
38:49branding a reputation is Paramount um it
38:52determines whether or not people and
38:54teams are going to want to team with you
38:56it's also going to to determine whether
38:58or not you know um a company or an
39:01organization is going to be evaluated
39:03you know favorably uh you know from the
39:05in customers perspective so um again all
39:08of this is really something that is
39:11important um that you need to kind of
39:14consider you know in order for you to
39:16really be competitive and so um a couple
39:21key takeaways here um I think it's you
39:23need to make your decisions from a very
39:26strategic perspective um I I think when
39:28you have a formal bid no bid process
39:31when it's documented it keeps you clear
39:34it keeps you focused it makes you more
39:36efficient um and it keeps you aligned
39:38with what your core goals and
39:39capabilities are um being really
39:42comprehensive right don't just do it to
39:44check the box don't just do it just
39:46because that's what you know industry
39:48expects from you or your executive
39:49expects really understand you know like
39:53um and and take take time and
39:55consideration into developing how you do
39:57it I think it's really important that we
40:00explain um when we're doing something uh
40:03why we're doing it and then focusing on
40:06being really good and uh disciplined in
40:10how we do this process um and and what
40:13you're looking for as far as like the
40:15outcome so um again this this will look
40:18slightly different depending upon the
40:20opportunity the size the complexity and
40:22the size of your own
40:24organization um and then continually
40:26enhancing and um improving um the
40:29process uh this is a this is an industry
40:32where we're constantly evolving we're
40:34constantly improving there's technology
40:36um I you noticed that I didn't mention
40:38or talk about AI um and so I know that
40:42it's kind of overhyped and you know um
40:45discuss and there's two camps the the
40:47for and against and there are some of us
40:49like myself who are kind of like
40:50bridging like right in the middle um
40:53it's not going to be the death of our
40:54industry I think it's going to
40:55definitely help in our industry
40:58um but you need to understand how to use
41:00it so like I tell my 14-year-old um use
41:03Google for good and so um now I'm
41:06telling my clients use AI for good right
41:09know how to use it know how to integrate
41:11it um and know what the limitations are
41:14obviously um and what it can do um but
41:17it can definitely you know help to kind
41:19of improve um your process and maybe
41:22kind of um help you along the ways and
41:25in making some of these decisions
41:27and this is my contact information um
41:30for you to get a hold of me so I guess
41:33at this point
41:35here um Chloe I guess we can go ahead
41:38and take
41:40questions
41:43absolutely so I do see a few on my end
41:46so I'll just kind of read them off for
41:48everybody um so the first question we
41:51have is from Dale um and Dale says for
41:54those of us working with small
41:56businesses it can often be like pulling
41:58teeth to get leadership to even conceive
42:01of strategic objectives of the
42:03organization but it's so difficult to
42:06Target without a Target as a
42:08professional psychologist and
42:10philosopher LOL um do you have any
42:13advice on how to elicit strategic
42:15objectives from leadership in a way that
42:17helps them open up and not close
42:21off thanks Dale for that really hard
42:25question straight out the gate um you
42:30know that that's a tough question
42:32because I think sometimes it's it's kind
42:34of like it it all depends right I think
42:36some leaders are really impacted by the
42:40bottom line the almighty dollar and so
42:42if that is something that is um you know
42:45that they value or that they're really
42:47concerned about um you know I will try
42:50to uh communicate that um you know if
42:54you don't uh provide enough input if you
42:58don't provide enough guidance your staff
43:01are going to continue to kind of bid
43:03source and identify opportunities that
43:04are are not money makers for you and
43:07you're wasting time and so there's a lot
43:09of time and effort that I don't think
43:11people realize in going to identifying
43:14and qualifying an opportunity like this
43:16process does not take place overnight
43:18it's like peeling back an onion you know
43:20I'm like I kind of think back about
43:22Shrek right you know like like ogres are
43:24like onions opportunities are like
43:26onions you peel back one one layer
43:27you've got another one and makes you cry
43:29a little bit you peel back another layer
43:31you discover something else and it makes
43:32you cry a little bit um and so you know
43:35like doing you know evaluating
43:39opportunities is expensive um it can be
43:42expensive not only in the process part
43:44of it too but it can be expensive If you
43:47bid the wrong opportunity and so a lot
43:50of times we get asked to come in and
43:52evaluate why they didn't win a certain
43:54bid you know maybe they're on a losing
43:56streak or they've submitted a couple
43:58bids with the same customer and they've
43:59lost several times they always want to
44:01try to blame proposals they always try
44:04to want to try to blame you know like
44:06what did we not do right what did we not
44:08write right was it our Graphics was it
44:11whatever and at the end of the day the
44:13majority of times it's not that
44:15proposals did anything wrong it was
44:17because they didn't qualify the right
44:19opportunities or they didn't take the
44:21time and effort to really evaluate
44:23should we really be bidding this and
44:25sometimes Executives will pressure staff
44:28to bid opportunities because there's ego
44:30in it um there's fomo behind it um and
44:35so you I think sometimes Consultants are
44:39a little bit more effective than maybe
44:41sometimes internal you know uh leaders
44:44are in getting an executive say okay
44:47fine I understand no we're not going to
44:48bid that um but you really need to
44:50listen to your people you know like
44:52these these highly seasoned you know BD
44:54capture people are there for a reason
44:57they're there to kind of advise but at
44:59the end but at the same time too and I
45:02just um did a a coaching session with uh
45:05proposal director is that proposals
45:07needs to also push back too you need to
45:09have your proposal be be part of the bid
45:11evaluation process in that proposals
45:14know where all the bodies are buried
45:17they know whether or not you're
45:18qualified for this opportunity they know
45:20whether or not you've got the staff for
45:21it I think you know sometimes you know
45:23proposal people know more about an
45:25organization than their BD for people
45:27and so it's really incumbent upon
45:30proposal directors in general to kind of
45:33push back and ask the really hard
45:35questions why are we bidding this if we
45:38bid this what is our strategy how are we
45:40going to do this what past performances
45:42what key personnel you know like how are
45:45we going to address some of these
45:47requirements um because at the end of
45:49the day you're going to be the person
45:50who's going to have to actually make it
45:52happen so um you know if you're going to
45:54be responsible for it you might as well
45:56have a seat at that table so um I think
45:59sometimes bringing it back to the bottom
46:02line and the cost to doing business um
46:04it can be very costly If you bid the
46:06wrong
46:08bid next question we have is from C what
46:12is the best strategy and tactics to
46:14follow to make sure the bid no bid
46:16decision process has has been made
46:19properly in terms of the
46:23business
46:25um properly uh you know I think what how
46:32to approach that would be to have an
46:35owner of that process I think sometimes
46:38we introduce a process or introduce like
46:41a checklist or a tool and then say here
46:44everyone you use it you do this you know
46:46like somehow everyone's supposed to
46:49understand the process you need to have
46:51an owner of it so does it make sense to
46:54have the chief strategy officer the
46:57director or the capture manager whoever
46:59it is someone needs to own that process
47:01someone needs to be able to um help kind
47:04of
47:05facilitate um the the discussions and
47:08the process along so um a lot of times
47:12it kind of breaks down when no one owns
47:13it and everyone's supposed to be
47:15responsible for their own um and then
47:17that way you know when when things like
47:19that happen then they kind of all try to
47:21put their own spin on it and you know
47:23make changes ad hoc and different things
47:25like that and now you're evaluating
47:26things kind of in inconsistently across
47:28the organization so I think one owner um
47:32to kind of help you know be the
47:33gatekeeper of all of that is is
47:37helpful and we have time for just one
47:41more question um I know we have a few
47:43we're not going to be able to get to but
47:45um feel free to submit them throughout
47:47the survey after this session or I'm
47:50sure you could contact ton directly on
47:52LinkedIn or something like that and
47:54she'd be happy to answer um but the last
47:56question question is how to bid for a
47:58proposal if there is an incumbent
48:00already as the agencies may choose the
48:02incumbent most of the
48:05times no I challenge that um I've
48:09actually worked on a lot of bids where
48:11I've won against the incumbent so um I'm
48:14if you've listened to my other webinars
48:15I've named names I'm going to name names
48:17on this one but I've actually bid two
48:19incoming contracts for two large biders
48:22um where they've been in there for at
48:24least 10 years and I've won I've beat
48:26them on their technical I've beaten them
48:28on their management their Staffing and I
48:30should never have beaten them on their
48:31Staffing um and their key personnel
48:33resumés so um you can beat incumbents
48:37and no agencies don't always choose the
48:39same incumbent um I I think more and
48:41more agencies are not choosing the
48:42incumbents more incumbents are losing um
48:45their bids because they recognize the
48:47fact that sometimes the incumbents are
48:49lazy um and so it kind of goes back to
48:51you you know um being uh really
48:54strategic and planning for um for these
48:57bids every incumbent is
49:00beatable um and that's why a lot of
49:02times I get brought in is because I know
49:04how to beat the incumbent um and and
49:06again it's the same strategy that you
49:08should have when you are the incumbent
49:10is you know we talk about incumbent itis
49:13that is real um it's not a myth um it is
49:16something that everyone kind of you know
49:18suffers from um and I think sometimes
49:20incumbents are a little um they're a
49:23little blinded um to to maybe where and
49:26how they can improve um or where they're
49:29vulnerable um and and so you know doing
49:33same thing just for you know the the
49:36same sake um is easy for some customers
49:40so I think you have to understand that
49:41customer too you know some customers are
49:43very risk adverse um but um they can be
49:49beaten I think it all kind of depends on
49:52the situation the program the complexity
49:54at hand um and and here's the thing too
49:57if they can't be beat why shouldn't you
49:59be part of their
50:04team and ton do you have any final
50:08parting words any last
50:12thoughts um you know I I think I talk
50:18about bit decisions a lot and I always
50:21kind of you know like I I try to put a
50:23new spin on it you know each time just
50:25because it's it's one of those over
50:27discussed topic topic um but um I I kind
50:31of look at the decisions as kind of a
50:35little bit of like mental chess and um
50:38it's it involves people at the end of
50:40the day and so um I would say that um I
50:46think we need to talk about the process
50:49internally more we always need to
50:51incorporate and bring different people
50:54and more people into that process and
50:57I'm not advocating having you know like
50:59a BD meeting with like 50 people in the
51:02room from you know like all your
51:03business areas and your your PMS but at
51:05some stage you do need to kind of bring
51:07people in from different parts in your
51:09organization because you need to hear
51:10different voices and if you're hearing
51:12the same voices every single time then
51:14you're getting a very jaded you know
51:16very um very distorted view on whether
51:19or not you should been an opportunity
51:23so well wonderful um thank you ton for
51:27taking the time to share this wonderful
51:29presentation with us today and sharing
51:31your expertise and thank you everybody
51:33for joining us I am very sorry about the
51:37technical difficulties we had for a few
51:39moments it happens um both the slides
51:42and the recording of This webinar will
51:44be available soon on our website on
51:46demand don't forget that part two of
51:48this series continues tomorrow at 11
51:51o'clock in the morning with Fred vilek
51:52senior proposal manager at khaki um once
51:55this webinar there is a survey on your
51:58screen please fill it out I love to get
52:00your feedback I do read all of the
52:02feedback um and thanks everybody and I
52:04hope everyone has a wonderful rest of
52:06their days thanks all bye
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