Your price only counts if your bid is still in the room.

No, and you should be careful of anyone who says otherwise. Award decisions rest with the buyer's evaluation panel, and in most institutional tenders the lowest compliant price wins. What we can do is make sure your bid is compliant enough to be evaluated, that it scores properly on the criteria that carry weight, and that you are not spending money bidding for contracts you were never eligible to win.

Three things. First, survival: a competitive price is worth nothing if the submission is set aside as non-responsive before the financial envelope is opened. Second, selection: knowing which tenders you can realistically win means your bidding budget goes into contests you have a chance in, instead of being spread thin across all of them. Third, cost basis: understanding delivery terms, required warranties, insurance, packaging standards and payment conditions changes what your price needs to cover — bids are frequently lost by pricing the wrong scope, in both directions.

Scope and fee are agreed in writing before any work starts, and they depend on the assignment — a single bid review is a different piece of work from end-to-end bid management or an ongoing opportunity-monitoring arrangement. We do not publish rates because we do not quote before understanding what you need. Submit the form and we will discuss it on a first call, at no cost.

No. On any specific tender we work with one bidder only. If we are already engaged on an opportunity when you approach us about it, we will tell you immediately so you can plan accordingly. We treat your pricing, capability data and commercial strategy as confidential, and we will sign a non-disclosure agreement before receiving anything sensitive.

Often that is exactly the situation worth solving. Where a solicitation requires capacity, turnover, local presence or a track record you do not have on your own, the route is usually a joint venture, consortium or subcontracting arrangement. We can help identify potential partners and get the authorisation documentation right — incorrectly executed joint-venture paperwork is one of the more common disqualification triggers.

It is the best time to talk. Registration levels take time and require documents — audited financial statements, independent client references, certified translations, proof of legal status — that cannot be assembled in the week before a deadline. Starting registration when a tender you want has already been published is the single most common avoidable mistake we see.

An honest picture of what you can deliver: products and services, technical and production capacity, geographic coverage, certifications, typical customer profile, delivery timelines, and previous relevant contracts or references. If we do not understand your real limits as well as your strengths, we cannot qualify opportunities properly — and an over-promised bid is worse than no bid.

It would be, if we did both for the same tender or the same relationship — so we don't. We will not advise a supplier bidding into a procurement function we are reviewing, and we will not review a procurement function while advising a bidder into it. Where there is any overlap, we disclose it before an engagement starts and decline one of the two. Working both sides is what makes the advice good; managing the boundary is what keeps it usable.

We work internationally and we are sector-agnostic: the opportunity is assessed on supplier capability, buyer demand and market fit rather than on a fixed industry list. Our experience is deepest where formal institutional procurement applies — construction and engineering, IT, equipment and machinery, manufacturing and industrial supply, food and agricultural products, logistics and facilities, healthcare, and professional services.