Hello,

Do any of these problems sound familiar?

• Having the right skills and experience in your team for a new business pursuit

• Incomplete requirements

• Worry about the risk of adverse supplier selection or viability of the investment case

• Proposals going out the door but not winning projects

• Getting paid by a contracting authority when you've earned it

• Not having the confidence to release payments to contractors

There are other things I can do, but I concentrate on helping you solve one or more of these problems. The theme is how organisations get along, communicate, and collaborate to deliver projects, systems, and services.

The Radence Space approach

• Market research and analysis. Identifying opportunities where the prospects of success are highest and developing the strategy to engage with those buyers and decision makers. It seems obvious but a lack of focus and incoherent action are the most common reason for poorly spent sales budgets. Get it right.

• Qualify partners. They are different processes with different outputs depending on whether you are a buyer or supplier. But when you think about it, buyers and suppliers have a common goal: To work with organisations where the needs and capability match is perfect.

• Determine needs and formulate requirements, a buyer-side process, particularly vulnerable to analysis paralysis in regulated procurements. Don't make it complicated.

• Write proposals. A supplier-side activity. Set out your value proposition by describing how your solution adresses the needs of the buying organisation.

• Develop proposal evaluation models that select the best solution. The 'best' for the buying organisation is the traded position of performance, cost, and time. If your tender gets a range of compliant proposals, the model must isolate the closest fit to the traded position.

• Prepare or analyse contract assurance data. Have requirements been met? It isn't difficult to figure that out.

What you get

Solving these problems reduces stress and increases certainty for Buyers and Suppliers, which everyone appreciates. And, of course, if purchasing goes well, buyers get what they need, and suppliers do what they do best. Finally, here are some performance indicators that will allow the determination of value in absolute terms:  

• Increased ROI on sales budgets.

• Lower procurement costs.

• Award a contract faster.

• Predictable financial profile and cash flow.

Why me?

• I only work in technology and manufacturing. I am an Engineer by training; understanding the technology and having experience is an essential part of getting these things right. You won't get excuses or generic service lines from me; I am a specialist.

• I bring current experience from both sides of the buyer-supplier relationship. Not on the same project of course, but if you've always been on the same side of the table, this can really help.

• I have been implementing, deploying and operating advanced systems since the late 1990s. One reason I like to remain involved with projects after contracts are placed is to maintain practical and current experience. Clients have found that having someone with first-hand knowledge of similar work in analogous settings can help with decisions about project advancement.

LET'S TALK

If it seems I might be able to help, let's talk about your project. My number is on the contact page, or you can send me a note to set an appointment. If I can't help, there's no hard sell, I'm sure it will be a lovely chat, and I will likely be able to point you in the right direction.

If you’ve read this far but are not ready to connect, I invite you to follow Radence Space at LinkedIn.

There is more information about Radence Space on the FAQ page.