Developing an Opportunity Pipeline “Simplifying a complex concept” Presenters: Ms. Tan V. Wilson, Entellect, LLC Mr. Thomas Petruska, Contracts Unlimited, Inc. June 10, 2015 10:00am – 11:00 am
Session Topics Understanding Federal Business Development Lifecycle Why is a BD Pipeline important Inputs: Where to find the opportunities Selection: Gate Reviews Knowledge Management: Where and how to manage data Now what? Key Take Aways
Tan V. Wilson Background Over 21 years of program management experience and certified Project Management Professional (PMP) Over 10 years of Federal contracting, project, and proposal management experience with both Civilian and Defense Agencies Shipley Trained Proposal Writer and Manager Notable Proposal Wins: – INSCOM Global Intelligence – NIH CIOSP3 – SAMHSA Domains IV and V Contracts – DIA SIS Contract – HUD Big Buy Contract
Thomas Petruska Background Over 37 years of specialized experience with commercial and government contracts - including preparation and negotiation of Team Agreements, Non-disclosure Agreements, equitable adjustments and certified claims, termination settlement proposals, and other agreements Extensive experience with preparing and supporting GSA Schedules and the Multiple Award Schedule Program Experienced with preparing and negotiating business transactions agreements such as software licenses, terms of sale and purchase order agreements, and participating in M&A transactions
Understanding Federal Business Development Lifecycle 5
Business Development Lifecycle Bid Phase (Proposal) •Opportunity Profile •Capture Team Kickoff •Negotiation & Contract •Stakeholder Buy-In •Bid Development Formation •Capture Project Plan •Bid Review •Contract Fulfillment •Stakeholder Approval •Opportunity Growth Pre-Bid Post-Bid Phase Phase (Capture) (Program) 6
What is Business Development? Business development involves activities focusing on: – Identifying and qualifying new business opportunities – Determining which opportunities and customers to pursue – Conducting multiple gate reviews Business development planning: – A disciplined approach to establishing strategic and tactical activities – Seamlessly integrate process with IT tools and infrastructure 7
What is Capture Management? Capture management involves activities focusing on: – Client interactions and the importance of understanding requirements and objectives – Build and maintain collaborative knowledge management system – Capture plans and capture team organization development – Opportunity assessment reviews, positioning, competitive assessments, and establishing price-to-win – Bid/no-bid decisions (multiple times) Capture planning: – A disciplined approach to establishing strategic and tactical activities – Builds customer intimacy to possibly win contracts – Creates a pricing strategy 8
Five Key Capture Process Areas 1 2 3 4 5 Develop & Implement Manage Capture Build Relationships Gather & Analyze Transition to Strategies Process •Form & Train Capture & Assess Data Proposal Planning •Develop Capture Team •Opportunity •PTW •Identify Proposal Plan •Expand Customer •Customer •Win Team Relationships •Competitor •Teaming •Proposal •Determine Key •High-level Proposal Management •Self Management Plan Solutions Actions •Proposal Strategy •Black Hat Review Session •Program Execution •Draft Executive •Turn Strategies into Summary Action Plans •Collect High-level Proposal Collateral http://sbdl.shipleywins.com/ 9
Right People, Processes, and Tools Executive Leadership, Business Development Managers, Capture Managers, Proposal Managers, Program Managers Pre-Bid (BD and Capture) Bid (Proposal) Post-Bid (Program/Project) EZGovOpps, GovWin, Salesforce.com, Privia, SharePoint, Asana “ Surround yourself with the best people you can find, delegate authority, and don’t interfere .” – Ronald Reagan 10
Why is a BD Pipeline Important 11
Benefits of a Good Pipeline Stability – Minimizes the ebbs and flows – Forecasts and visualizes new potential business to help set and maintain business goals – Balances short- and long-term opportunities Long Term Focus – Minimizes the immediacy to produce sales now – Forces more critical and strategic review and consideration of potential new opportunities Better Allocation of Resources – Align the appropriate BD professional with the best opportunities for success – Allows BD professionals to better qualify and nurture new opportunities 12
Elements to a Typical Pipeline Status (Capture, Canceled, or No-Bid) Opp ID (RFP, GovWin, etc.) Contract Name Agency/Office Set Aside (SDVOSB, F/O, etc.) NAIC Codes Estimated Value (if prime) Company Value (if sub) RFP Release Date Proposal Due Date Award Date Comments BD Lead 13
Stages of a Pipeline Identification – Are your leads aligned with your services and qualifications? – Have you identified short and long term opportunities? – Are your leads too heavily focused towards GWAC/IDIQ/MATOC or single award contracts? – Are your leads aligned with your Tier 1 (current work) and Tier 2 (future or similar work) Agencies/Customers? Qualification – Do you know the customer, scope of work, have the right past performance, etc.? – Is there an incumbent, is it wired, or requires esoteric certifications or experience? – Have you performed a SWOT analysis? – Have you conducted critical gate reviews? 14
Stages of a Pipeline (continued) Pursuit – Have you made bid/no bid decisions? – Do you have the resources to develop a compliant and compelling proposal? – Are there too many bids? – How may bids are outstanding? – Are you able to bid and make a reasonable profit and provide an adequate return on investment? Award – Allows BD professionals to better qualify and nurture new opportunities 15
Inputs: Where to find the opportunities 16
Navigating Websites USASpending.gov (https://www.usaspending.gov) FPDS.gov (https://www.fpds.gov) Federal Agency Acquisition and Procurement Links (http://oamp.od.nih.gov/acquisition-offices/contract- tool-box/federal-links) GovWin/Deltek (https://govwin.com) $$ EZGovOpps (https://ezgovopps.com/home/) $$ GSA Forecast (http://www.gsa.gov/portal/content/101163) 17
Publications Carroll Publishing (http://www.carrollpublishing.com) $$ Set Aside Alert (http://www.setasidealert.com/) $$ IT Dashboard (https://itdashboard.gov/) – Exhibit 53 (report of all agency IT investments) – Exhibit 300 (specific IT investments) Performance.gov (http://www.performance.gov/) 18
Selection: Gate Reviews 19
Purpose of Different Review Stages Gate Review 1: Qualify Opportunity – Verify that the opportunity is aligned to your corporate capabilities and qualifications – Determine whether the opportunity is sufficiently defined – Validate if opportunity is real and funding is available Gate Review 2: Pursue Opportunity – Determine whether to initiate formal capture process – Determine key customer hot buttons – Determine key win themes – Validate or adjust win strategy – Develop price to win analysis/strategy 20
Purpose of Different Review Stages (continued) Gate Review 3: Bid/No Bid Decision – Verify the ability to win (win themes, discriminators, key personnel, team members, etc.) – Address any gaps or proposal risks – Complete capture process Gate Review 4: Bid Validation – Conduct after final RFP is released – Determine if there are any “deal breakers” 21
Recommended Review Time Goals (New Opportunities) OPPORTUNITY SIZE Stage $5 + M −$15M Up to $5M > $15M Within 15 days Within 15 days of Within 15 of adding adding days of adding Identification opportunity into opportunity into opportunity pipeline pipeline into pipeline At least 180 At least 45 days At least 90 days days before Qualifications/Pursuit before expected before expected expected RFP RFP release RFP release release At least 90 At least 30 days At least 60 days days before Preliminary Bid/No Bid before expected before expected expected RFP RFP release RFP release release 22
Knowledge Management: Where and how to manage data 23
Selecting the Right Tools How do you collaborate? Are your team at one location or geographically dispersed? – Artifacts – storage and version control – Technology – Open Source and Subscriptions Are your tools aligned with your processes and needs? – Artifacts - Checklists and Forms – Technology - SharePoint, Privia, Salesforce.com Are your tools flexible and tailorable? – Artifacts – spreadsheets versus an Access database – Technology – Shared network drives versus cloud-based tools (e.g., DropBox, Box, etc.)
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