A mid-tier civil contractor — federal infrastructure, regional roads, local-government bridges and private-developer packages — running fourteen live pursuits with a Schedule 2 being rebuilt every fortnight.
A mid-tier civil contractor bidding across federal infrastructure programs, regional road upgrades, local-government bridge works and private-developer civil packages. Five estimators, three BD leads, fourteen live pursuits in any given quarter.
Schedule 2 was rebuilt every fortnight because the last submission lived in a project folder no one could find. Bid/no-bid sat across three inboxes — BD, estimating, GM — so the call to chase or pass took longer than drafting the bid. Pricing was anchored on the last memorable win, not the buyer's actual award history.
A workspace per pursuit, with evaluation criteria pinned beside the draft. The evidence library — CVs, past projects, insurances, ISO certifications — became canonical once. Awards Intelligence surfaced the buyer's last three award patterns where public data exists, so estimators could price against a defensible band instead of recall.
Schedule 2 reuse moved from 38% to 71% across nine months of private preview. The bid/no-bid call is now a 20-minute meeting in the workspace with a structured brief on screen — not a fortnight of email threads. Pursuits in parallel held at 14 without adding headcount.
We stopped rebuilding Schedule 2 every fortnight. Reuse went from a third of rows to seven in ten — and the price band actually held against what the buyer signed.
Awards Intelligence — the buyer's last three award patterns, where public data exists, so the price band has a defensible anchor.
Composite scenario based on private-preview cohort patterns. Anonymised at the customer's request — talk to sales for references.
We onboard a small cohort each quarter and walk every workspace alongside the customer. Talk to sales if your team bids on tenders monthly.