Industry Insights
Fractional Sales Leadership: What It Is, and Why It Works
Author: Craig Tee - February 2026
I’ve worked with a wide range of businesses across different sectors. Some have established sales managers who just need first-hand guidance and support. Others are building sales teams from scratch, without any formal sales leadership in place.
Across all of them, one thing has been consistent.
Very rarely have I felt that an individual or a team wasn’t capable.
Most sales teams aren’t failing because of a lack of talent. They struggle because they’re focused on the wrong things, looking in the wrong places, or taking the wrong approach. The effort is there. The intent is there. But the results are inconsistent, and no one can quite put their finger on why.
That’s where proper sales leadership matters.
Busy, but not effective
One of the most common situations I walk into is activity without purpose.
Sales teams are busy. Calls are being made. Meetings are happening. Pipelines look active. But performance goes up and down, forecasts can’t be trusted, and results feel unpredictable.
At the same time, sales managers are often stuck firefighting. They’re reacting to problems as they appear rather than leading proactively. Instead of setting direction, coaching properly, and creating consistency, they’re pulled into day-to-day issues that stop them stepping back and actually leading.
Over time, that takes its toll.
Why motivation drops
When results are inconsistent, motivation almost always follows.
Salespeople want to perform. When they don’t understand what’s working and what isn’t, confidence dips. Effort increases, but clarity doesn’t. The harder they try, the more frustrating it becomes.
In my experience, motivation usually isn’t lost because people don’t care. It’s lost because there’s no clear structure, no repeatable process, and no leadership pulling everything together.
This is why I firmly believe most sales problems are leadership-related, not capability-related.
Why I now call this fractional sales leadership
What many people now refer to as fractional sales leadership is something I’ve been doing for a long time.
I’ve chosen to label it this way because it better reflects the real value of the work and helps differentiate it from traditional external consultancy.
I’m not there to sit on the outside, observe, and produce a report. I come in as an experienced member of the team. Someone who can build rapport quickly, earn trust, and work alongside people rather than above them.
That means motivating, directing, leading, coaching, and helping teams focus on the things that actually move the needle. It’s about getting everyone switched on to the right priorities and putting the business back on track when it’s drifted.
How this differs from traditional consultancy
The biggest difference between what I do and a typical external consultant is involvement.
I don’t arrive with a clipboard, point out problems, and disappear. I embed myself into the business. I work with sales managers, founders, and sales teams in real situations, dealing with real pressures.
The goal isn’t dependency. The goal is to leave the business stronger than I found it.
That means:
- Creating clarity around what good looks like
- Helping leaders move from reactive to proactive
- Giving teams structure they can rely on
- Building confidence through consistency
- Setting the foundations for long-term success after I step away
When fractional sales leadership makes sense
This approach tends to work best when a business knows something isn’t quite right, but can’t see it clearly from the inside.
Blinders go on. It becomes hard to see the wood for the trees. That’s completely normal. When you’re in it every day, perspective is difficult.
Fractional sales leadership brings that perspective back, without the cost or commitment of a full-time senior hire. It gives businesses access to experience, direction, and leadership at the point they actually need it.
A final thought
If your sales team is working hard but results feel unpredictable, it’s worth asking a simple question:
- Is the issue really effort, or is it leadership?
- In my experience, it’s almost always the latter.
Our Journey with Newton-le-Willows FC: Community, Growth and Giving Back
Author: Craig Tee - November 2025
In 2018, our family moved from Hampshire to Newton-le-Willows. Emily has family here, and every time we visited we loved the community feel of the town. It always felt welcoming, familiar and grounded, the kind of place where you knew people looked out for one another. High on the list of priorities once we moved was finding a football club for our son, a place where he could settle, make friends and enjoy football.
When we first arrived, he started out in the club’s Academy sessions. When he became old enough to play for a team, there wasn’t any space available in his age group. At that age, squad sizes are deliberately kept small and the teams in his category were already full.
I spoke to the Chairman about it and instead of saying there was nothing the club could do, he offered something completely unexpected:
“You could always coach a brand-new team.”
So I did.
I didn’t have a huge amount of experience coaching children’s football, but these were young kids and the support from other coaches was incredible. I absolutely loved it. After COVID hit, life changed for everyone, and I couldn’t commit the time and consistency the team deserved, so I stepped back. The players gradually moved into other NLWFC teams or in some cases to other clubs, and one of the nicest parts of that journey has been seeing where they all ended up.
I’ve bumped into the kids I coached in opposing teams over the years, and it’s always great catching up with them and their parents. It’s a reminder of how long-lasting the friendships and connections in grassroots football can be. When I left coaching, the team got me my own FIFA card, created just for me, a thoughtful gesture that still means a great deal to me today.
That whole experience showed me something important about the club. They look for ways to include people, to make room, to support families who want to get involved. It’s a club built on openness and community, and that has stayed consistent throughout the years.
A Club That Changes Lives
As time went on, it became clearer and clearer how special this club is. The impact it has on the community goes far beyond the pitch.
For so many children, parents, volunteers and supporters, the club is a constant in their week. A place to socialise, to grow, to escape everyday pressures and be part of something meaningful. My son continued to progress through the club, and as a family we found ourselves involved in any fundraising, events or initiatives where we could lend a hand.
The more we got to know the people behind NLWFC, the more we saw how much work, time and genuine care goes into keeping the club running for everyone who relies on it.
Where CREM Began to Play Its Part
Fast-forward around five years and CREM Business Solutions was born.
In the early days, part of CREM’s offer was focused on supporting grassroots football clubs with their social media and digital growth. The service, called From the Pitch to the Post, was aimed at helping ambitious amateur clubs strengthen their identity, attract sponsorship and open up new opportunities off the pitch.
The name was something I was quietly proud of.
It captured the whole idea in a simple way: taking what happens on the pitch and turning it into stories that could help clubs grow.
The concept got interest from a few clubs, but it didn’t last long. Something was missing. I didn’t feel that same sense of connection with clubs I didn’t personally know. Football has always been something I’ve loved, and I didn’t want to reach a point where it felt like “just business”.
That’s when I reached out to the Chairman at NLWFC with a different idea. What if CREM offered its support right here, in the community we were already part of?
The timing couldn’t have been better. The club needed more hands on the media side, and several people had already offered to help. Soon enough, we had a proper NLWFC Social Media Team. Volunteers, creators, photographers, editors and even a podcast team, all working together to help the club grow off the pitch as much as it does on it.
On top of that, CREM Business Solutions now sponsor our son’s team and the Junior Goal of the Month competition, something we created to showcase the incredible young talent across the club. Each month’s winner receives their own Goal of the Month trophy, proudly finished in CREM purple. It’s a small way of giving back, celebrating the kids and encouraging their confidence and creativity.
Being involved in this side of the club has become something we’re genuinely proud of.
A Club That Grows With Its Community
From one team in 1992 to more than 40 teams today, Newton-le-Willows FC has become one of the most important community organisations in the area. The club supports children, adults, families, volunteers and residents from every background and continues to make a positive difference year after year.
In November 2025, that commitment was recognised at the highest level when the club received The King’s Award for Voluntary Service, essentially the MBE for community groups.
It’s an incredible achievement that reflects more than three decades of dedication. The award represents the countless hours given by mums, dads, volunteers, coaches, sponsors, organisers, supporters and players who have built the club into what it is today.
Every training session, every fundraiser, every event, every early start and late finish played a part in earning that recognition.
The award shines a light on the spirit of Newton-le-Willows: a town that supports each other, stands together and continually moves forward.
Why This Matters to CREM
CREM was built on principles of collaboration, community and helping people reach their potential. Working with Newton-le-Willows FC aligns perfectly with who we are and what we stand for.
We’re not just supporters, we’re participants.
We’re not just a local business, we’re part of the journey.
Our involvement with the club is meaningful to us, and it’s our way of giving back to the place we now proudly call home.
Next Steps for CREM's Growth
Author: Craig Tee - September 2025
When we started CREM, the aim wasn’t to grow at all costs or create noise for the sake of it. The idea was simple: step into businesses at the right time, steady the ship, and help them keep moving forward. That approach has guided us from the beginning and it is what has allowed our growth to feel natural and sustainable.
The Market We Work In
SME's are at the heart of the economy, but they carry a lot of pressure. Technology is changing faster than many teams can adapt to, customer expectations shift constantly, and regulations and supply chains add even more complexity.
We noticed a pattern. Too many consultants hand over reports and walk away, leaving businesses with advice they can’t always put into action. CREM was built to be different. We combine planning with delivery, and that is why businesses have responded to what we do.
The Journey So Far
Our growth hasn’t come from chasing every opportunity, it has come from focusing on the areas where we knew we could make a real difference. Sales development, bid writing, marketing, and interim leadership are all services we chose because they unlock growth for SME's.
The work itself takes many different shapes. In some cases, we are with a client for the long term, looking at their full business structure and sales pipeline, or even creating a new pipeline from scratch. With others we are stepping in to deliver a successful bid, working alongside an existing sales team for a few months, or simply writing up a contract.
Whether it is years, months, weeks, days, or just a few hours, we can step in and help. That flexibility is what makes CREM work. We are there when you need us, in the way you need us.
By concentrating on those core areas and doing them well, we have built trust. Early results led to recommendations, and before long our work has extended beyond local projects to clients across the UK and into Europe. What matters most is that the growth feels organic. Each step comes from strong relationships and results, not from forcing the pace.
People at the Heart of Growth
CREM has always been about being a cog in someone else’s machine, making things run smoother with more purpose. That only works if you have the right people involved.
We have been fortunate that our network is full of professionals with the skills and mindset to make that possible. Having access to the right people means we can adapt to different situations quickly, whether that is leading a project, stepping in for a short term role, or supporting a team through a period of change.
Our Approach to Growth
We have never been interested in growth for the sake of it. Each step we have taken has been because we knew we could deliver and maintain standards. That balance of ambition and preparation has been key.
At the same time, growth isn’t just about CREM as a business. When our clients grow, they employ more people, win more work, and strengthen their communities. That ripple effect is one of the most rewarding parts of what we do.
A Personal Step
Due to the quick progress we have made at CREM, I have made the difficult decision to step back from my role as Business Strategy Manager and as a jeweller at Village Jewellers. The jewellery industry has been a huge part of my life for many years, and along the way I have made friends for life.
As it stands, my last day will be Christmas Eve. One final Christmas rush feels like the right way to close this chapter, and it also gives me the time to help make sure Village Jewellers are in a strong position moving forward.
What’s Next
Looking ahead, the focus is on continuing to extend our reach and refine how we deliver value. We will keep combining strategy with action, making sure businesses don’t just get advice but also the support to put it into practice.
It is about being available in the moments that matter most, when leadership is needed, when momentum is slipping, or when opportunities are on the table. That is the role CREM plays, and that is what we will keep building on in the months ahead.
Final Thoughts
CREM’s journey so far has been built on trust, results, and strong relationships. That is how we will keep moving forward. The next stage isn’t about chasing numbers, it is about reaching more businesses, offering the right support, and staying true to what makes us different.
If we can do that, the future looks very bright.
How a Fresh Set of Eyes Can Transform a Business: Why I Love Being an External Consultant
Author: Craig Tee - July 2025
Every business hits a wall at some point, not through lack of ambition, but because you’re too close to see the opportunities. That’s where I come in. Being an external consultant isn’t just a job; it’s a chance to make a real, lasting impact. At CREM Business Solutions, I get to step into different businesses, spot what others might miss, and help unlock growth that clients didn’t even know was possible.
The Joy of Learning and Exploring
First and foremost, I love learning. I’ve always believed that the day you stop learning is the day you stop growing. Being an external consultant allows me to continuously expand my knowledge and understanding across countless sectors and industries.
One week I might be working with a manufacturing company analysing their pipeline processes, the next supporting a professional services firm with bid management, and then helping a retail business build a customer loyalty programme. No two businesses are the same, and that’s what keeps this job fresh and exciting.
Spotting Gaps and Opportunities
Spotting gaps in the market comes naturally to me. Often, businesses are so busy working in their business that they don’t have time to work on it. That’s where we come in. We bring a completely fresh set of eyes. We’re not tied down by “how things have always been done.” We objectively look at your business model, client base, and market to spot hidden opportunities for growth.
Quite often, we end up exploring completely different areas that weren’t previously considered, and we find success. Seeing a client implement a strategy we recommended and gain traction within weeks or months is incredibly rewarding.
Becoming a Cog Within Your Business
At CREM Business Solutions, we don’t come in to take over. We integrate ourselves as a cog within your business, understanding how you operate now, how you want to operate, and where you want to go.
We don’t bring off-the-shelf solutions. We tailor everything to you, working closely to identify, target, and close new business, improve processes, and build strategies that actually work. Seeing the trust our clients place in us to become part of their journey is one of the most fulfilling parts of my role.
Flexible Support When You Need It
Hiring a full-time Business Strategy Manager is a huge commitment, and not every business can justify it. By partnering with CREM Business Solutions, you don’t need to pay a full-time BDM wage; we step in, get the job done, and step away when you want us to.
Some clients work with us monthly as their outsourced BDM function, others bring us in for specific projects like bid management or sales training. Some want us until the dust has settled after big changes, others just to kickstart momentum before taking it in-house. Nothing is too much or too little, we’re here to add value where you need it most.
The Trust and Support We’ve Received
Although CREM Business Solutions is still a relatively new business, the trust and support we’ve been given by the companies we’ve worked with has been incredible. When I set up CREM, I knew the concept would work, but seeing how quickly businesses have embraced us and allowed us to become part of their growth has been amazing. Every testimonial, referral, and repeat piece of work is validation that what we do makes a real difference.
Clients Across the North West and Overseas
We’ve built long-term relationships with clients across the North West, from Liverpool and Manchester to Preston and Blackpool, and also in other areas of the UK. But what excites me further is our international reach. We already have overseas clients, and it’s an incredible feeling to not just be working in GBP. Supporting global development strategies adds another layer to what we do and gives us broader insights to benefit all our clients.
Why I Love What I Do
Ultimately, what I love about being an external consultant is knowing I make a genuine difference. I wake up every day excited to meet incredible people and work collaboratively towards their goals. I get to combine analytical thinking with creative problem-solving, using my skills to spot opportunities and build strategies that work.
Above all, I get to be part of someone else’s success story. Seeing a business win a contract they never thought possible, expand into a new market, or build a confident team because of our work together – that’s why I do what I do.
And this is just the beginning. With the trust of our clients, our growing reputation, and our expanding reach, I can’t wait to see where the next few years take us.
If you’re wondering whether an external consultant could help your business, let’s have a chat. No obligations, no pushy sales approach, just an honest conversation about your goals and challenges. You might be surprised at the difference a fresh set of eyes can make.
Artificial Intelligence in Bids
Author: Emily Tee - July 2025
Since I have moved to the self-employed way of life, I have been increasing the amount of time I spend on LinkedIn; connecting with more people, widening my network and generally digesting all the useful information people are sharing.
You can’t scroll more than a few posts without running into the topic of Artificial Intelligence (AI). Whether it’s being promoted, championed, questioned, or generating the post itself (we see you, em-dash! I used to love you, but I now fear people will think I’ve outsourced my punctuation to a robot), AI is absolutely everywhere.
I have already been using platforms like ChatGPT and Microsoft Copilot for basic admin tasks and research. But over the past month, I’ve taken a deeper dive into what AI could genuinely offer in the world of bidding, researching complete systems, accessible platforms, and basic AI companions in the day-to-day running of CREM.
Full Package Systems
I’ve worked with many of the leading bid management and content management systems over the last decade. Even then, some were dipping their toes into AI, using it to match content to FAQs and apply basic learning algorithms to improve how content was recommended. Back then, it was largely keyword-based; today, it has evolved considerably. They use context-aware learning models that adapt with every use, meaning they’re no longer just repeating the same rules you have programmed them to, they’re interpreting nuance. Shoutout to Qvidian and Loopio, who were blazing trails in this space long before it became the hot topic of LinkedIn.
Accessible but Tailored AI
Many of these solutions sit at the higher end of the budget spectrum, particularly for independent consultants or smaller teams, but there are more accessible AI platforms entering the market; tools being built specifically for the bid professional with a clear understanding of what exactly what need, as many of the developers are ex-bid professionals themselves. They focus on light-touch automation for common, repetitive tasks like completing basic RFPs in minutes and freeing us from the administrative burden when we’d rather be crafting a win strategy (or similar).
AI Companions
I’ve been pleasantly surprised by the increasing relevance of Microsoft Copilot. For organisations already using Microsoft 365 Business, it’s a practical, affordable and secure entry point to leveraging AI capabilities. Its ability to link into your SharePoint means you can ask focused, leading questions based upon the files saved in your SharePoint, and get tailored, near-instant responses for initial RFP drafting. When used thoughtfully, it offers a real boost in agility without compromising data integrity.
I have found it fascinating just how much influence you can have over your AI companion’s outputs via the way you prompt it. If you’re after a warm and inviting tone for a marketing piece or a tightly structured, professional tone for a tender response using the NOSE method, most well-known AI systems can adapt to match your expectations AND your brand voice. Effectively, you can “train” AI to support your own, unique approach. There’s a whole world of prompt engineering and guide sheets out there, and while I’ve only scratched the surface, I can see a lot more potential with further study.
Final (or Initial) Thoughts
So, my initial investigations have shown me that this technology doesn’t replace what I do, it enhances it. As I move more deeply into consultancy, AI offers the potential to automate the ‘necessary but non-differentiating’ tasks and allow me to focus where I truly add value: strategy, leadership, storytelling, and commercial insight.
Expanding this thought process into the bidding industry, I also don’t foresee bidding becoming obsolete in the near future, which is something I’ve seen concern about in some of those demoting posts across LinkedIn. I actually see the role of the bid professional becoming more elevated. With AI handling the first draft, we then step in to shape it into something outstanding: client-centric, persuasive, and commercially sharp. On too many occasions, the role of the Bid Manager or Bid Writer has been reduced to an administrative role, however, with AI removing that element, the value that we add is only highlighted further. Anyone can produce a passable RFP response using AI, but it takes a skilled professional to craft a submission that reads as though it was built precisely for that client and delivers measurable value.
And let’s not forget, buyers are catching on. Many Public Sector organisations already expect us to disclose AI usage in our responses, so if we’re all using the same tools, it’s how we elevate beyond them that matters most and sets us apart.
I’ll close by sharing that I typed four em-dashes into this article… and backspaced each one, just to assure you that this was written by the fully human Emily Tee.
Why More Businesses are Turning to External Business Strategy in 2025 - and How CREM Business Solutions Can Help
Author: Craig Tee - June 2025
When I think back to being 17 years old and the first person hired for a new department at a legal publisher, I’m reminded how quickly an organisation’s needs can outgrow its existing systems. My role was to create frameworks that the firm could roll out to every new starter; the framework was never “done”. I was constantly refining processes as the team, department, and business evolved.
That early experience showed me just how important it is to build systems that support growth, whilst also being ready to adapt as things change. It’s a balance that’s more relevant than ever in 2025, which is why the role of the Business Strategy Manager (BDM), and particularly the external BDM, has become so vital.
Why More Firms are Leaning on External BDMs in 2025
Outsourced leadership has moved from the fringes to the forefront of strategic planning. Once seen as a stopgap for lean start-ups, the “rent-an-executive” model is now embraced by mid-market and enterprise-level firms seeking specialist expertise without the long-term cost. This shift reflects a broader recognition that agility and precision often matter more than sheer headcount.
At the same time, sales cycles have become more intricate and data driven. Research into outsourced sales teams underscores the value of leaders who can interpret multi-channel buying signals and convert them into scalable, repeatable strategies. It’s not just about closing deals anymore; it’s about crafting systems that learn and adapt with each client interaction.
Against this backdrop, boards are under mounting pressure to demonstrate swift returns. That’s where BD specialists shine. Deploying an experienced BDM for a focused initiative, whether it’s market entry, a product launch, or establishing a new partner programme, offers fast, measurable impact without the burden of a permanent overhead.
Why Hire an External BDM?
Bringing in an external BDM offers more than just a stopgap; it injects a fresh perspective which is not restricted by legacy thinking or internal politics. These professionals land with plug-and-play expertise, proven playbooks, deep networks, and performance benchmarks that shortcut the learning curve. Their impact is also financially flexible; contracts that scale up (and down) in accordance with revenue targets give leadership breathing room to invest smartly.
Most importantly, a high-performing external BDM doesn’t just deliver results, they uplift the internal team, leaving behind sharper skills and sustainable momentum.
How my Journey Shaped the CREM Business Solutions Approach
My career has crossed many different sectors, from health & fitness, landscape gardening to luxury retail, yet one thread ties it all together: building systems that help people succeed. Whether I was streamlining lead qualification for a fitness chain or coaching a sales team, my job satisfaction came from watching others hit milestones they once thought were out of reach.
CREM Business Solutions grew out of that passion. We act as an embedded, outsourced BD team that:
- Diagnoses gaps quickly; something that comes naturally to me after being refined over two decades of iteration.
- Implements agile revenue playbooks; I’ve implemented sales engines in wildly different markets so I can adapt best-practice processes to your context in weeks, not quarters.
Coaches your teams while winning new business; every engagement includes hands-on mentoring, so your internal talent levels up as the pipeline builds.
The Bottom Line
2025’s growth champions won’t be the companies with the biggest payrolls, they’ll be the ones that combine specialised expertise, data led decision making, and flexible resourcing. Hiring an external BDM is the fastest path to that trifecta.
At CREM Business Solutions, we don’t just talk strategy, we implement it, track it, and pass it on to your team. Whether you need help opening new revenue streams, refining your sales pipeline, or building confidence across your workforce, we’re here to make it happen.
If you’re ready to unlock your next stage of growth with the right support behind you, let’s have a conversation. Helping people and businesses thrive has always been my passion and that’s exactly what CREM Business Solutions was built to do.
Mastering the Bid Process for Competitive Advantage
Author: Emily Tee - June 2025
In today’s highly competitive business environment, securing new contracts through bidding requires more than just submitting an offer; it demands a strategic, well-structured approach to bid management. I have seen first-hand that clients who implement a comprehensive, end-to-end, bid management process increase their chances of success. It ensures their proposals are compelling, compliant, commercially viable, and most of all, meet their clients needs. This article provides a high-level overview of the end-to-end bid process.
Understanding the End-to-End Bid Process
Bid management is the structured process of preparing and submitting a high-quality, competitive proposal in response to a tender. A successful bid process involves multiple stages that ensure alignment with business goals, compliance with tender requirements, a mutually beneficial commercial offer, and the delivery of a persuasive and well-crafted proposal.
Key Stages of the Bid Process
Opportunity Qualification
The first step in the bid process is identifying a suitable opportunity and qualifying it. There are numerous stages of business strategy prior to this which must happen to make this stage worthwhile, specifically client relationship management and capture planning, both which lay the foundations for the bid process to be successful. To effectively qualify an opportunity, you must evaluate the client and the likely competition to determine whether they align with your organisation's strategic objectives and expertise, and that the necessary resources are available to complete both the tendering stage, and the actual contract. Pursuing tenders that have been effectively qualified, as well as having focused preparation with the client before tender release, will increase your likelihood of success.
Win Strategy Development
Once an opportunity has been qualified and confirmed as a ‘go’, developing a strong win strategy is essential. This involves defining win themes, unique selling propositions (USPs), and differentiators that set your organisation apart from its competitors. The strategy will be strengthened by including any content from pre-tender conversations with the client: showing the client that you understand their needs, and your organisation has specific solutions in place to respond to them. A clear win strategy helps to shape the proposal’s narrative, ensuring it resonates with the reader and makes it clear and transparent why they should choose you as their preferred supplier/provider.
Compliance & Requirement Analysis
All bid submissions must meet specific technical, legal, and regulatory requirements. It is integral to allocate specialist resource to meticulously review tender documentation to ensure full compliance. Failing to meet any aspect of the submission criteria could result in disqualification, making attention to detail a critical factor throughout the bid process.
Proposal Writing & Content Development
Crafting a compelling and well-structured proposal is at the heart of bid management. Your proposal response should address all compliance and evaluation criteria whilst effectively communicating your organisations’ value proposition, both whilst maintaining a client focus throughout. A mistake I have seen in many proposal submissions, is that it’s much easier to talk about your own organisation, your own solutions, and what you’ve done previously, rather than focusing on the client. This makes the proposal feel generic and untailored, which in turn, leaves the client feeling like they’re just another client. High-quality, tailored content, persuasive language, and clarity in solution, contribute to a winning bid which is focused on the client and meets their needs.
Pricing & Commercial Strategy
The financial aspect of a bid plays a crucial role in decision-making. Pricing must be competitive yet profitable, balancing cost efficiency with risk mitigation. As a general rule, not at bid release, you should have a good understanding of market trends, competitor pricing, and potential profitability. This knowledge can then be used to design an offer that appeals to both the client and their own financial interests, as well as delivering commercial benefits to your organisation too. This is also a good opportunity to circle-back to those early stage client conversations: what information did they give about budget? Was there a particular focus on quality or is it all about cost? Knowing your decision maker is integral to building a suitable commercial offer.
Submission Coordination
A well-managed bid process ensures that all elements - documents, approvals, and compliance checks – are reviewed and completed well before submission. Ideally, this should be completed a minimum of two days prior to submission (although we’ve all been in a situation where we’re waiting for the final approval and it’s ten minutes to the portal closing!). Effective co-ordination of the review team is key to avoiding last-minute errors and ensuring a seamless delivery. We will follow up with an article focused solely on HOW to approach this.
Post-Bid Review & Feedback
As much as many would think it does, the bid process doesn’t end at submission. Post-bid evaluation is essential for continuous improvement, whether the bid result was a win or a loss, and whether the process was successful or had humps in the road. Conducting an internal lessons learned review fosters continuous improvement, and reviewing feedback from evaluators helps refine future strategies, identify weaknesses, and strengthen future proposals.
Conclusion
Effective bid management is more than just preparing a proposal; it is a dynamic, strategic process that optimises our chances of winning. By carefully managing each stage, you can increase your win rates, enhance your competitive edge, and secure long-term, valuable contracts. With a robust approach, you can turn tenders into opportunities for sustainable growth.
Bid to Win, the CREM Way.