What first sparked your interest in bid and proposals?
I’m a process engineer by trade. I studied engineering at university and went on to complete a PhD – never intending to end up in proposal or bid management.
I began my career in 2004 with a predecessor of Metso. In my early years, I worked as a process engineer. Back then, we didn’t have a dedicated proposal management function. We were fully hands-on – leading technical sales, writing our own proposals, deeply involved in planning and executing the projects and commissioning. It was truly end-to-end involvement.
As projects grew more complex, a proposal support team emerged. Initially, they handled mostly administrative tasks – making sure documentation was complete and processes were followed.
After moving from Germany to Australia, I felt ready for something different. I wanted to expand my experience beyond a single technology or role. Around that time, another part of the company was looking for proposal managers – not just writers, but people with project delivery experience. That’s where I spotted my opportunity.
What attracted me wasn’t just the proposal work itself, but the chance to bring my project execution experience into a new part of the company. Since then, I’ve watched proposal management grow from a support function into a strategic discipline – one where you help shape solutions, contribute to project planning and genuinely make an impact.
I've watched proposal management grow from a support function into a strategic discipline - one where you help shape solutions, contribute to project planning and genuinely make an impact.
How has the proposal and bid management landscape changed since you started?
It’s changed significantly over the years. When I began, proposal management wasn’t really recognized as a distinct career path. There were sales methodologies and training programs, but proposal work was typically absorbed into broader roles like sales or engineering, often handled ad hoc.
Back then, we developed most of our processes internally – tailoring systems to meet immediate needs. For example, as projects became larger and more complex, we brought in support staff to help track documents and manage spreadsheets, but it was all very manual and informal. The idea of dedicated proposal professionals or structured tools didn’t really exist for us at the time.
Today, it’s a completely different picture. There’s far greater awareness of proposal management as a discipline. There are formal training programs, industry standards, best practices and specialized tools designed specifically for this work. These resources have helped elevate the profession, making it more strategic and efficient.
Technology has also changed everything. Early on, I remember receiving RFQs as stacks of paper filling half a room. We had to manually read, share and file all that information. Now, everything is digital – hosted on shared servers, easily searchable and often managed through proposal software.
While that makes collaboration easier, it also creates new challenges. Information is abundant and fast-moving. People dive into specific sections before getting the full picture, and coordinating across teams has become more demanding. There’s also less room for error- clients expect every requirement to be found and addressed and with digital tools, the excuse of “we missed it” doesn’t hold up.
In short, proposal management has shifted from a support function with improvised tools to a structured, high-expectation environment supported by dedicated platforms and professional expertise. It’s more dynamic – and more demanding – than ever.
Proposal management is more dynamic - and more demanding - than ever.
What has been your biggest professional challenge and how did you overcome it?
That’s always a tough question as each new situation brings its own complexity, however one challenge I faced was finding the right way to structure and start complex proposals – making sure we don’t rush into execution only to hit a dead end and need to backtrack. Especially when a project is new and exciting, there’s a natural urge to dive in and make quick progress. But I’ve learned the importance of slowing down initially, taking the time to review all the requirements, aligning the team and making sure we’re moving in the right direction from the start.
Overcoming this has been as much about personal discipline as process. I’ve had to train myself – and sometimes others – to pause, assess thoroughly and build a solid foundation before pushing forward. That shift in mindset has helped avoid rework, improved efficiency and ultimately led to better outcomes.
I’ve learned the importance of slowing down initially, taking the time to review all the requirements, aligning the team and making sure we’re moving in the right direction from the start.
What skills and attitudes are most important in your work?
In proposal and bid management, staying organized is absolutely critical. Having solid techniques and strategies for keeping information structured, accessible and traceable can make or break a project. It’s not always the most glamorous part of the job, but it’s essential – especially when dealing with multiple inputs, versions and deadlines.
Time management also plays a big role. You need to balance many moving parts while ensuring nothing slips through the cracks. Alongside that, strong collaboration skills are key – but it’s not just about communication. It’s also about the attitude you bring; being flexible, responsive and willing to step into gaps when needed.
That mindset – being proactive rather than saying “that’s not my job” – is something people notice and appreciate. It strengthens the team and often encourages others to do the same, which makes the entire process smoother and more effective.
There’s also an element of leading by example. To do that well, you need to have learned from good examples yourself – mentors, colleagues or leaders who demonstrated what collaboration, accountability and adaptability look like in action.
Some of these skills can be taught or improved through training, especially around collaboration and awareness but a lot also comes from experience and the willingness to grow into those roles.
Being proactive rather than saying "that's not my job" - is something people notice and appreciate. It strengthens the team and often encourages others to do the same, which makes the entire process smoother and more effective.
How have you gone about learning new skills?
For me, it’s always been a mix of approaches. The starting point is recognizing there’s something I don’t know – acknowledging that a gap exists and deciding to address it. That self-awareness is key.
One major way I’ve learned is through observation. I pay attention to how others approach problems, how they communicate and how they structure their work. I’ve been fortunate to have had great mentors throughout my career – not always formally assigned, but people I sought out who were generous with their time and experience. I learned a lot simply by watching and asking questions.
Over time, I’ve also turned more to formal resources. That includes attending training, taking part in webinars, reading relevant books and completing professional qualifications – like the APMP certifications, which have been particularly useful in strengthening my understanding of structured proposal management practices.
Another important aspect is gaining an outside-in perspective. I benefit greatly from attending conferences and industry events. It’s always valuable to hear how other proposal professionals are tackling similar challenges and to exchange ideas with people from different companies or industries. These interactions offer fresh insights and can help me think about things in new ways.
Research is another key part of my learning process. When I come across a new challenge, I look into what tools, techniques or best practices are out there.
In short, I don’t believe there’s one single way to learn. It’s a combination of being open, seeking out knowledge, learning from others and gaining experience through doing.
I've been fortunate to have had great mentors throughout my career - not always formally assigned, but people I sought out who were generous with their time and experience. I learned a lot simply by watching and asking questions.
Is there a skill you wish you had developed earlier?
It’s less a technical skill and more an attitude – or mindset – I wish I’d embraced sooner. If I had to name it as a skill, I’d call it self-restraint or calmness under pressure.
Earlier in my career, I tended to charge ahead – full of enthusiasm and confidence, which isn’t necessarily a bad thing. But over time, I’ve learned the value of stepping back, assessing the full picture and being more deliberate before acting. That pause often leads to better decisions and fewer course corrections later.
I also wish I had developed stronger listening skills earlier. As a young engineer, I probably thought I was listening, but in hindsight, I wasn’t fully absorbing what others -especially more experienced colleagues – were trying to share. I was lucky to have some great mentors who helped me realize that, and they taught me the importance of recognizing what you don’t know and being open to learning from others.
That ability to slow down, listen and reflect before reacting has made a real difference in how I work today.
That ability to slow down, listen and reflect before reacting has made a real difference in how I work today.
How did you go about seeking mentors?
When I first joined the company, my mentors came through a formal mentorship program. These were seasoned professionals, many approaching retirement, and I was fortunate they were so willing to share their knowledge and insights. This provided me with an excellent foundation from the start.
As my career progressed, my approach to mentorship became more deliberate. It wasn’t solely about developing specific work skills – it was about observing individuals who possessed qualities and attitudes I admired. When I encountered someone with a skillset, mindset or working approach I respected, I made efforts to learn from them. This happened through informal conversations, collaborative projects or simply by asking how they tackled certain challenges.
I typically reached out casually – meeting for coffee when we shared an office, or through one-on-one conversations when working remotely. I’d ask questions, demonstrate genuine interest and gauge their willingness to share their experiences. Eventually, it became evident who enjoyed mentoring and who didn’t – and that’s perfectly fine. Not everyone has an inclination toward mentoring, and there are no hard feelings if the relationship doesn’t develop further.
The essential approach is to remain receptive, observant and identify people who possess something you wish to learn – whether it’s a particular skill, perspective or simply their professional demeanour – then find meaningful ways to connect with them. When successful, these relationships tend to evolve naturally.
Identify people who possess something you wish to learn - whether it's a particular skill, perspective or simply their professional demeanour - then find meaningful ways to connect with them. When successful, these relationships tend to evolve naturally.
What advice would you give to somebody starting out in a bid role?
My biggest piece of advice is not to stress. It’s easy to look around and think others are handling things effortlessly – but often, that’s just what it looks like on the surface. I like to think of it like a swan gliding across a lake: calm and graceful above water but paddling like mad underneath. Everyone is working hard, even if it doesn’t show.
So, if you’re feeling overwhelmed, that’s normal. It doesn’t mean you’re not doing well – it means you’re learning. And remember, no one has a secret weapon. We’re all working with the same challenges.
Also, don’t be afraid to ask for help. Proposal work can be intense and fast-paced and trying to manage everything alone only makes it harder. Talk to your team. Often, just having a conversation will help you prioritize better, spot less critical tasks or find more efficient ways forward.
Working together to meet deadlines is a team effort, not something you have to carry alone. And if you’re in a supportive environment, use it. In my experience, there are usually people – colleagues, mentors, even managers – who are willing to help if you reach out. You’re not expected to know everything from day one, and you’re certainly not in it alone.
You're not expected to know everything from day one, and you're certainly not in it alone.
What do you know now that you wish you knew when you first started your career?
One thing I wish I’d understood earlier is the importance of seeing things from the other side – whether that’s the client’s perspective or even your internal stakeholders. When you start, it’s easy to get excited about your product, your technology or your solution and think it’s the greatest thing ever. But it’s equally important to recognize what matters to the people you’re communicating with.
Understanding what’s important to the client, or even to your colleagues internally, allows you to better tailor your approach. It helps you cater to their needs and communicate more effectively about the value you bring. It’s not just about promoting what you think is great but about aligning your message with what your audience really cares about.
If I had been more aware of this earlier, it would have been a huge help. While I had great mentors and learned along the way, I think understanding this shift in perspective sooner would have accelerated my learning.
What has been your most valuable lesson from a proposal that you didn’t win?
One of the most painful losses in my career came from a proposal we were confident about, but ultimately didn’t win. This happened many years ago, and looking back, we realized that we missed a critical element in understanding the dynamics between us, the client, our competitors and other stakeholders. We didn’t fully grasp what was truly important to the client and that was the key reason we lost.
It was a tough lesson, but it taught us that just because you think you have something in the bag doesn’t mean it’s a sure thing. Confidence is important, but you must also be diligent in understanding all the factors at play. Over time, we improved our processes for understanding client relationships, researching competitors and aligning more effectively with stakeholders’ needs.
The key takeaway wasn’t just about moving on to the next proposal – it was about taking the time to analyse and understand why we lost. Sometimes, you may realize the loss was because you simply weren’t the right fit for the client – and that’s okay. But you still need to evaluate it, make the necessary adjustments and learn from the experience.
That experience, though from a long time ago, shaped the way we approach proposals today and continues to be a valuable lesson in ensuring we truly understand the bigger picture.
It's not just about promoting what you think is great but about aligning your message with what your audience really cares about.
How do you maintain work-life balance?
Work-life balance comes down to prioritization. You must accept that not everything is possible and sometimes you need to set boundaries. While work and achieving goals are important, overworking to the point of exhaustion doesn’t help anyone in the long run. You might get one thing done, but then you’ll need time to recover – and that’s counterproductive.
In our industry, especially when dealing with proposals, there’s often this rush at the final stretch where everything seems to fall on your shoulders. It can be frustrating, but we push through because we know it must be done. However, it’s important to know when to speak up and say no. If someone is pushing you too hard or taking you for granted, it’s crucial to draw the line and protect your well-being.
Exhausting yourself for one case might seem like it’s necessary, but it doesn’t serve anyone if it leaves you ineffective in the future. Overworking compromises your ability to perform in the long run, affecting your personal life, family and ultimately, the company.
I’m fortunate to work for a company that supports its employees’ mental and physical health. Employers who prioritize employee well-being get the most out of their teams. If that balance is ignored, you run the risk of burnout and turnover, which ultimately hurts everyone.
Employers who prioritize employee well-being get the most out of their teams. If that balance is ignored, you run the risk of burnout and turnover, which ultimately hurts everyone.
How do you think the profession will evolve over the next few years?
I see a growing appreciation for the skill set of proposal managers as timelines shorten, and information becomes more complex. Companies are providing more data, but it can be fragmented, requiring proposal managers to navigate it effectively. I expect the use of tailored tools to increase, supporting faster turnaround times while still ensuring thorough documentation.
I also foresee a shift in how people enter the field. In the past, many proposal managers started elsewhere before transitioning into a proposal role. Moving forward, more people may enter directly into proposal management. This will bring fresh perspectives and new ideas into the role. However, even with this more intentional career path, it’s still critical that those working in proposals have a strong understanding of the market, the company’s offerings, and the technology involved as this context is vital to creating competitive and compelling proposals. The latter deep understanding of the industry they are in may even set people up to move forward from proposal management to business development or project management. I have already seen that happening. Certification programs like APMP will play a role in providing the foundational knowledge for those looking to specialize in the field from the start.
