What initially drew you to proposal and bid management?
I’ve always loved writing. At school, whenever there was a project or piece of coursework, I loved it, particularly the research and writing side of things.
As I progressed through school that interest started to shape my thinking about potential career paths. I initially considered journalism and did some work experience at my local newspaper, but I found it wasn’t quite what I had imagined and it didn’t take me in the direction I’d hoped.
Later, I learned more about the world of bids and proposals, and I realised it was something I could channel that passion for writing into. It also opened the door to other areas I enjoyed and allowed me to use skills that I might not have had the chance to apply elsewhere.
"There’s growing recognition of bidding as a vital and fundamental part of an organisation."
Could you walk me through your career to date?
My career began on a graduate scheme with Capita in one of their construction and engineering divisions. Early on, I noticed that while the business had many talented and knowledgeable people, they weren’t always confident when it came to putting their ideas down on paper. Fresh out of university and comfortable with writing, I was happy to take on that type of work – and from there, my career in proposals began to take shape.
Over time, I gradually expanded my role, working on a wide range of proposals as well as producing reports, which allowed me to continue developing and refining my skill set. Eventually, I realised that bidding was something I wanted to pursue seriously, so I moved into a dedicated bid writer role at McKesson UK – a healthcare organisation specialising in pharmacy, distribution and homecare. Over ten years there, I progressed through several roles – from Bid Writer to Assistant Bid Manager, then Bid Manager and eventually Team Leader. It was a great journey that gave me exposure to the full bid lifecycle.
In 2022, McKesson underwent a restructure and I transitioned into one of their individual business units, taking on a broader role that spanned the entire sales lifecycle. While I continued to lead on bids, I also assumed responsibility for their contracting and implementation teams.
After ten years with the organisation, I moved on to Wincanton, a supply chain business, as Bid Excellence Team Manager. Then, in November last year, I joined my current employer, AscellaHealth – an American healthcare organisation – as Director of Global Proposals. In this role I support proposals across the US, UK and Europe.
"In mature organisations bid teams are recognised as a core strategic function; these organisations understand the value of investing in, developing and supporting their bid teams."
How have you seen the profession change over the years?
I think the discipline has broadened. As a bid profession we now talk about elements like capture, social value and design as essentials – we have to think about them. Ten years ago that wasn’t always the case.
There’s also been a shift in how bidding is perceived. It used to be seen more as an admin role, and while that perception still exists in some places, it’s far less common now. There’s growing recognition of bidding as a vital and fundamental part of an organisation.
Initiatives like the APMP Intentional Career Path continue to support this. In mature organisations bid teams are recognised as a core strategic function; these organisations understand the value of investing in, developing and supporting their bid teams.
"If you’ve built your career on authenticity, trust and empowering others, then you don’t need to reinvent yourself to lead effectively. Those same values still apply"
What’s been your biggest professional challenge and how did you overcome it?
The biggest challenge for me was transitioning from operational roles – such as Bid Writer and Bid Manager – into people leadership roles. It felt like a significant step up. Even with development and support, no one can say with certainty that you have the right skill set to succeed in that kind of role.
I remember the initial move from Bid Writer to Assistant Bid Manager. Suddenly, I was leading people as part of cross-functional bid teams, some of whom were quite senior. I was still a relatively young professional at the time and I worried they might question why I was the one in charge or wonder what gave me the authority to guide them.
A similar situation arose when I progressed from Bid Manager to Team Leader. That transition was particularly challenging because I had worked alongside many of those team members for years – we’d been through a lot together. Moving from being a peer to leading the team raised questions for me around how to navigate that shift in dynamic and how they would perceive me in the new role.
One of the key questions I asked myself at that point was “Do I need to change?” I think that’s something a lot of people ask themselves when stepping into leadership. What I’ve learned since then is that, yes, there are small adjustments you need to make. But fundamentally, if you’ve built your career on authenticity, trust and empowering others, then you don’t need to reinvent yourself to lead effectively. Those same values still apply.
Looking back, there were definitely moments in those first 12 to 18 months as a people leader that with four or five years of hindsight I’d approach differently. But I don’t regret any of it. The learning came from doing and I don’t think I’d have developed the same depth of understanding without that hands-on experience.
"The key isn’t just knowing how to use AI, it’s understanding why you’re using it"
What skills do you believe are most crucial for success in bid/proposal management today?
From my personal perspective, even in today’s environment, which is very different from ten years ago, the core skills that brought people into the profession back then remain hugely relevant. Strong verbal and written communication, attention to detail, the ability to engage and influence stakeholders, foster collaboration, and build trust – these are still vital.
However, the profession has evolved, and there’s now an added layer of skills that bid professionals increasingly need. These are the capabilities that really elevate both individuals and the profession as a whole, enabling us to make a more strategic impact. Things like commercial awareness, the ability to support pricing discussions and setting clear strategy and objectives are becoming more and more important.
And of course, we have to talk about AI. It’s becoming an essential skill set. But for me, the key isn’t just knowing how to use AI, it’s understanding why you’re using it. I’ve seen situations where people feel pressured to adopt AI simply because others are doing so. Without a clear purpose, you’re unlikely to see meaningful benefits. So the real skill lies not only in the technical know-how but in the strategic thinking behind its use.
Finally – and this is particularly important to me, especially after going through the APMP Leadership Academy– are the human-centred skills that underpin effective leadership, whether or not you hold a formal leadership title. Empathy, emotional intelligence, self-awareness and reflection. These are fundamental. Ultimately, it comes down to being a good human being. These qualities will be essential for anyone looking to thrive in the future of work.
"For me, it’s always been about pinpointing those niche skill sets that can make a real difference"
How have you approached learning new skills as the industry has evolved?
I’ve always tried to take a proactive approach to learning new skills. That means staying on top of trends and insights, researching what might be needed in the future and thinking about how those skills could fit into my own role.
I’ve tended to approach it from the perspective of identifying the skills that could set me apart and open up opportunities for progression. For example, having commercial understanding so I can work with financial models, or a basic grasp of legal concepts so I can support conversations around contracts or negotiations. For me, it’s always been about pinpointing those niche skill sets that can make a real difference.
From there, it’s about knowing where to find those skills and who can help. APMP has been a big help in terms of bid and proposal management. But I’ve also looked more broadly – beyond just the bid world – because there’s often real value in pulling in ideas from other areas.
The final piece of my approach has been getting organisational buy-in. Once I know what I want to develop and where to access it, I make sure to communicate that to the business. I tell people what I want to do and why, and then work to build that into appraisals and performance reviews. I think that structure is really useful as it creates a positive challenge that keeps you accountable and ensures you follow through on your development goals. That’s definitely worked well for me.
"Empathy, emotional intelligence, self-awareness and reflection. These are fundamental."
Are there any skills that you wish that you had developed earlier in your career?
Confidence. I think that’s true for a lot of people in the profession. I’ve always liked personality or behaviour tools, like the colour matrix assessments. When I did one with an entire bid team we all came out as heavily “blue” – introspective, introverted types. We’re not the kind of people who necessarily shout about our achievements or talk openly about how good we are at what we do.
I wish I’d known earlier how to build confidence, how to leverage it more effectively and how to be comfortable in my own skin as a bid professional. It’s definitely something that grows over time. But I do think that if I’d developed it sooner, I could have handled certain situations in my career differently simply because I’d approach it with more self-assurance.
Has mentorship played in your career?
Yes, mentorship has played a massive role in my career. I’ve been fortunate to have senior people at various points who mentored and supported me, helping me build the career I have today.
In the early years of my career, my organisation had a formal mentoring program. I was paired with the Head of Legal and she was fantastic. She had a natural mentoring style, always asking the right questions at the right moments without it ever feeling forced.
Through that mentoring, I learned how to be more self-reflective, which is key to personal growth and development. Self-reflection gives you the ability to change, learn and ultimately achieve better outcomes.
Over the years, I’ve had several mentors, but one standout is my current manager. We’ve worked together on and off for about seven years – first at McKesson, and now in my current role. Our relationship has evolved from her mentoring me – supporting my goals and helping me navigate my career by asking the right questions – to more of a mutual mentorship. When we first worked together she knew little about proposals, coming from a sales and business development background. Over time, I ended up mentoring her in bid management. She even jokes that I taught her how to love bids!
Mentorship has been invaluable to my career and these individuals have had a significant impact. Building that level of trust with someone is a truly rewarding experience.
"Self-reflection gives you the ability to change, learn and ultimately achieve better outcomes."
What advice would you give to somebody just starting or transitioning into our proposal management role?
I’d break it down into a few pieces of advice. First, build your winning skill set – know the fundamental skills you need, the ones you’d like to develop and those that will set you apart. Create a portfolio that demonstrates how you apply them.
Next, stay curious and ask questions. A strong bid professional knows how to ask the right ones. It’s a big part of what we do. Don’t worry about having the “perfect” question, instead focus on purposeful, strategic ones. I’ve refined what I call “purposely naive questions” that may seem simple but are designed to uncover key insights.
Also, stretch yourself. Take on challenges slightly outside your comfort zone as they help you grow and get noticed. But be selective and choose opportunities that align with your goals and add genuine value.
Finally, advocate for yourself and your profession. You are vital, important and needed – don’t be shy about making that known.
What do you know now that you wish you knew at the start of your career?
I wish I’d realised how important bid and proposal teams are to organisations. I didn’t appreciate that when I started my career. Current reports show that bid teams often deliver between a third and half of an organisation’s revenue – we’re the driving force behind winning business.
We’re absolutely vital, and I wish I’d recognised just how valuable a resource we are and had been more confident in communicating that.
"Build your winning skill set - know the fundamental skills you need, the ones you'd like to develop and those that will set you apart"
What would you say has been your most valuable lesson from a proposal that has not won?
The most valuable lesson is to not take things personally. It’s the nature of bidding. Sometimes you’ll run a great process, convinced you’re going to win and still lose. On the flip side, you might feel like you’ve had a disaster of a bid, only to win.
I’ve learned not to dwell on the “what ifs.” I now focus on knowing that I’ve done everything I could in a given situation. If we missed something, it’s part of the learning process, but it’s not something to lose sleep over. Early in my career, I would worry about what I could have done better. I’ve since realised that this only adds unnecessary stress and can lead to burnout. Take the learnings, move forward and don’t be too hard on yourself.
How do you maintain work-life balance in a field known for intense deadlines and high pressure?
Over time, and as I’ve got older, I’ve become much better at setting boundaries. There’s definitely been a cultural shift among the younger generation towards being more upfront about this which I’ve seen in the teams I’ve worked with. Still, some people find it difficult.
I believe it’s really important to be clear about what you can and can’t do and to communicate that openly. In my team, I encourage everyone to set and respect boundaries – so long as we understand them and meet our responsibilities, it works well for everyone.
"Everyone working in bids and proposals today - regardless of seniority - is a custodian of the profession and we each have the power to shape its future."
How do you think the profession will evolve over the next few years?
This is a great question, especially given how much discussion there is around it at the moment. The truth is, no one has a definitive answer yet.
We can say with some certainty that AI will be a key factor in how the profession evolves. It’s already making an impact in the bids and proposals space and people are beginning to see great results from using it. We need to learn how to work alongside AI and truly understand its role. It’s not just about knowing how to use AI, but why we’re using it. Too often organisations adopt AI simply because competitors are doing so. Without a clear purpose, its value is limited. The real opportunity lies in understanding its purpose and applying it effectively.
Looking further ahead, the profession will continue to evolve and we need to take a proactive approach. We should always be horizon scanning for emerging trends and technologies, and becoming early adopters where it makes sense – so we can shape how these tools work for us and drive meaningful change within our businesses.
It’s also essential that we continue building strong, holistic skill sets that span the full lifecycle – from capture, analysis and solution development through to the core bid skills of collaboration, communication and leadership. Alongside these, resilience and adaptability will be critical qualities for success in the future of work.
I believe that no matter how the profession evolves, it’s in our hands to guide it. Everyone working in bids and proposals today – regardless of seniority – is a custodian of the profession and we each have the power to shape its future. We can choose how we want it to evolve and help ensure it becomes a deliberate, intentional career path for future generations. As Simon Sinek says, we need to play the “infinite game” and ensure we’re setting the profession up for success long into the future.
Thank you to Matt for sharing his inspiring career journey and thoughtful insights. This is the second feature in our ongoing series of interviews with leaders in bids and proposals – stay tuned as we continue to highlight the voices shaping the profession.
