What drew you to the world of bids and proposals?
Honestly, I needed a job so I could relocate to the West Coast… and I stumbled into AEC marketing. I didn’t even know firms hired in-house marketers. I figured it’d be temporary. A few years in after trying interview coaching, graphics, and events, I read Nancy Duarte’s Resonate and it clicked: our industry doesn’t need more dense technical copy; it needs translators. People who turn complex work into clear, compelling stories for clients and selection panels. That’s what kept me here.
Can you tell me about your career journey?
After a decade navigating layers of approvals and politics, I wanted the freedom to work with people who value story and purpose. I never planned to start a company and I was terrified even though others saw potential I didn’t. Then one conversation made it click. I prepped, talked with peers, mapped what firms actually need from a marketing partner, built my brand. A layoff sealed it. I jumped… no clients.
Year one was messy. A lot of “yucky” moments, but by Q4 I hit my revenue targets.
Sticky Communications is the sum of the reps that came before: building plans from scratch, aligning marketing to business goals, proving impact, and earning C-suite trust to run with big ideas. That made the leap less scary.
Biggest lesson: no one is coming to make your career happen. Advocate for yourself, step outside your comfort zone, and treat discomfort as data that you’re growing. Mentors help, but you have to move the ball.
What’s the most significant proposal or capture effort you’ve led, and what made it successful?
One of the most memorable pursuits of my career was during my time at a civil engineering firm that specialized in transportation and traffic. We were competing for a highly sought-after roundabout project, and the competition was fierce.
What stood out to me most was being brought in early during capture planning, well before the RFP was released. The pursuit lead and project manager did something I truly admired: they brought the entire team together, including subconsultants, for in-person strategy sessions. We mapped out ideas on a whiteboard, discussed messaging, identified differentiators, and aligned on what each partner could bring to the table.
Translating that energy into the proposal through compelling content, clear messaging, and visual storytelling was incredibly rewarding. The process felt cohesive, like everyone was fully invested in the win. And we did win.
What’s one misconception about the proposal/BD profession you’d like to correct?
Marketing needs to be involved sooner in the pursuit lifecycle! I’m not talking about corporate communications. I mean the people who will actually write your proposal, shape the strategy, and tell the story. Too often, they get pulled in when the RFP drops, and then expected to work magic on a tight deadline.
Yes, early involvement feels like an investment. But it’s scalable and it pays off. Teams that bring marketing in at the beginning of the pursuit lifecycle aren’t scrambling at the eleventh hour, and they win more. It’s that simple.
If you want stronger pursuits and higher win rates, stop treating marketing as an afterthought. Bring them in early.
Biggest lesson: no one is coming to make your career happen. Advocate for yourself, step outside your comfort zone, and treat discomfort as data that you’re growing. Mentors help, but you have to move the ball.
How do you balance the technical requirements of a proposal with telling a compelling story?
Technical requirements exist for a reason, but let’s be honest, they also box you in. The trick is to treat each section like its own mini story. You may not be able to craft a sweeping hero’s journey in a proposal, but within every technical criterion there’s room for a beginning, middle, and end that engages the reader.
Storytelling isn’t just about words; it’s also about design. Smart use of visuals, graphics, color, and text blocks can guide the reviewer’s eye and make complex content easier (and more enjoyable) to digest.
And here’s the biggest thing: less is more. Stop cramming proposals with endless technical details your client doesn’t want (or won’t read). Instead, focus on what matters. Be clear. Be concise. Deliver the information they actually need in a way that’s easy to consume. That’s how you stand out in a stack of technical proposals.
What’s your approach when facing an extremely tight proposal deadline?
When it comes to deciding whether to move forward on a proposal with a very tight turnaround, there are a few approaches, and much depends on the circumstances. In some cases, the best decision is simply a no-go. As a consultant, it’s often easier to draw that line and say, “This isn’t feasible.”
However, in a corporate setting, walking away isn’t always an option. When you’re faced with a short timeline, success comes down to setting realistic expectations, scaling appropriately, and communicating assignments with absolute clarity. You need to make it clear: if this opportunity is a priority, deadlines must be met. Missing them only compounds the problem, erodes quality, and leaves your team scrambling at the back end. Documenting these expectations is equally important both to protect yourself and to ensure accountability is shared.
As Gandalf (Lord of the Rings character) reminds us, “All we have to decide is what to do with the time that is given to us.” With proposals, that means making the most of limited time by being flexible but also holding firm where it matters. Deadlines drive momentum, and without them, even the most talented teams can stall.
Finally, don’t be afraid to get creative. If you’re waiting on input from a project manager, don’t just sit back. Pick up the phone, drop by their office, or pull details from the RFP yourself. Draft a version, refine it later, and use tools (yes, even AI) to accelerate the process. Tight deadlines demand resourcefulness. The teams that succeed are the ones willing to go above and beyond to keep the proposal machine moving.
How has the bid and proposal landscape changed since you started in this field?
Since I started in 2013, the biggest shift I’ve seen is the move from hard-copy submissions to electronic submittals. Back then, everything was printed, shipped, and costly. Despite the industry’s push for sustainability. Today, while some agencies still require hard copies, the transition to digital has streamlined processes and opened the door to future innovation we haven’t fully tapped into yet.
Another major change is the expectation that marketers to now be “unicorns” handling everything from writing and capture planning to graphic design and desktop publishing. While some professionals can wear many hats, the reality is no one can excel equally at all of them. In the past, these roles were more distributed, which allowed for stronger collaboration and quality.
What hasn’t changed, unfortunately, is the lack of decision-making power marketing often holds within organizations. Many talented, strategic marketers still struggle to secure a true seat at the table – limited by structures that undervalue marketing’s role in driving business growth.
Numbers alone don’t move people, but when you frame them visually and add context, you not only make the data easier to digest but also far more persuasive.
What skills do you believe are most crucial for success in bed/proposal management today?
One of the most critical yet under-taught skills in marketing is communication. It’s more than just writing, it’s about emotional intelligence, discernment, empathy, and knowing how and when to share information. Over the years, I’ve found that simple approaches like leading with a question or offering controlled options can completely shift the tone of collaboration, making people feel heard while still guiding outcomes.
Design literacy has also been essential in my career. Staying current with design trends elevates proposals, and resources like TankGirl Academy have been invaluable for sharpening AEC-specific design skills. At the same time, learning how to use generative AI tools, like prompting ChatGPT effectively, has become a game-changer in speeding up workflows without sacrificing creativity. Writing, too, must go beyond grammar and clarity. It’s about asking the right questions, drawing stories out of technical staff, and shaping those stories into something compelling.
I also want to point out that one of the most powerful but overlooked skills is turning data into a story. Numbers alone don’t move people, but when you frame them visually and add context, say, a chart that highlights what’s at stake you not only make the data easier to digest but also far more persuasive. Whether you’re building a proposal, making a case for more resources, or presenting to leadership, the ability to communicate through data can change outcomes.
The marketers who thrive are the ones who challenge themselves to get better in all these areas.
Can you share a time when you had to pivot your strategy mid-process? What happened?
I recently worked with a client new to the RFP process. They wanted to get ahead (music to my ears!), gather intel, refine messaging, and start mapping numbers, but didn’t know how to structure the effort. I created an initial capture plan with competitor info, evaluator profiles, and win themes, planning to review it on-site.
The meetings didn’t go as planned. We didn’t sit down section by section, but that wasn’t a setback. I pivoted, weaving questions into conversations to verify and expand the plan in real time.
The lesson? In high-stakes projects, preparation matters, but adaptability matters more. Flexibility and creativity in gathering information often yield the best results.
What technological tools or software have been game-changers for your proposal development process?
When it comes to game-changing tools for proposal development, ChatGPT is hands down my go-to. My personal assistant and newbie, really (the key is in how you prompt it). It’s not perfect, but it’s transformed how I edit drafted content and brainstorm ideas. Beyond AI, Adobe Express has been incredibly helpful for quick design work, while InDesign and Illustrator remain my “golden children” for layout and visual storytelling. PowerPoint has also improved significantly, making it easier to craft compelling presentations.
Hot tip: TankGirl Academy and TankGirl Marketing have been amazing resources for keeping my creative skills sharp and elevating the visual side of proposals.
How do you build and maintain relationships with technical subject matter experts who contribute to proposals?
Building strong relationships with technical subject matter experts starts with authenticity. I show up as myself, engaging genuinely and paying attention to the little things such as asking about their lives, hobbies, or daily routines. These small moments of connection build trust and create a safe space where they feel comfortable sharing insights.
Empathy and boundaries are key. I strive to support and problem-solve for my clients while respecting professional limits. When possible, I also seek face-to-face interactions at conferences or events to strengthen those relationships. The best part of my work is collaborating with people I genuinely enjoy because when there’s mutual respect and a bit of fun, the work just flows.
What’s your strategy for gathering competitive intelligence during the capture phase?
When gathering competitive intelligence during the capture phase, I start by arranging a series of meetings with my client for their client intel to understand their client’s goals, challenges, and perspective on the project. We also discuss competitors and do an analysis to help craft differentiators and key win themes. These early discussions help build the foundation of a capture plan, identifying decision-makers, potential obstacles, and key messages or what I call the “winning ticket.”
When time and scope allow, I even start storyboarding sections of the proposal like blocking out pages, visuals, and key content. This pre-work makes it easier to refine the plan once the RFP is released, ensuring the response is strategic, targeted, and ready to impress.
Aligning with a company you believe in makes the work far more meaningful and far more effective.
What advice would you give to someone looking to transition into business development or proposal management?
We need more talented, passionate people in business development and proposal management. People willing to push the status quo. If you’re considering a transition, start by exploring job sites and talking to people in your network. You might be surprised how many architects, engineers, and construction professionals you already know who can offer insights. Follow your interests! Whether it’s architecture, construction, or another niche because passion makes it easier to connect, communicate, and excel.
Before joining any company in the AEC space, ask about their brand, not just the style guide, but the bigger framework: purpose, promise, assets, character, and champions. Understanding the company’s mission, vision, and values ensures you can authentically represent them in messaging and proposals. Aligning with a company you believe in makes the work far more meaningful and far more effective.
What role does mentorship play in developing new proposal professionals?
Mentorship is invaluable for new proposal professionals, though finding the right mentor can be tricky. While organizations like SMPS offer structured programs, mentorship often starts informally through coffee chats, lunches, or shadowing someone whose work you admire. Volunteering to support them is another great way to learn.
How do you measure success beyond win rates in your role?
Win rate is a lagging indicator. Since I’m often engaged post-RFP release, I measure what I can move now: repeat work and referrals, shortlist/interview advancement, evaluator feedback that echoes our win theme, a clean and compliant book with one clear Big Idea, smoother SME experience (fewer fire drills, faster cycles), and reusable assets that lift the next pursuit. When clients say, “This finally sounds like us,” that’s success—whether or not the award letter arrives.
What’s been your most valuable lesson from a proposal that didn’t win?
Losing always sucks, but there is always a valuable lesson to take away. I focus on gathering feedback from the client and the evaluation committee to understand what worked and what could be improved. Each loss can become a learning opportunity if you view it through that lens. Adjusting strategy, refining communication, and improving processes for future opportunities. Sometimes, it also means recognizing when a pursuit is not the right fit and redirecting time and resources elsewhere. Turning setbacks into insights is what transforms losses into long-term wins.
Turning setbacks into insights is what transforms losses into long-term wins.
How do you maintain work-life balance in a field known for intense deadlines and high pressure?
I like to think of it as work life integration rather than strict work life balance. I’ve had mentors and coaches encourage me to intentionally block time for self-care. It doesn’t have to be the same every day. You can look ahead at your week and carve out an hour for exercise, a walk, or even a small treat for yourself.
I personally like the work hybrid model of some days in office and other days remote (I get that doesn’t fit for every company or occupation). I enjoy the extra flexibility to handle life tasks during the day while throwing in a load of laundry, playing with your pets, or just taking a short break, so weekends don’t become a cram session.
I love it when clients embrace this mindset too. Taking a 15-minute walk or prioritizing self-care doesn’t stop the world; it actually makes you more productive and present. Small intentional breaks and mindful moments are key to sustaining energy, focus, and creativity. I think if we all instill this in our daily lives, the shame of not being productive 24 hours a day stigma will be changed.
If you could change one thing about the procurement/proposal process industry-wide, what would it be?
If I could change one thing about the procurement proposal process industry wide, it would be to write better RFPs and make them all electronic submissions! The current process feels archaic. I often wonder why we cannot replace lengthy proposals with an engaging in–person presentation that consolidates the entire process. Why do we have to go through multiple steps, proposal, interview, contract negotiation, when the same outcome could be achieved more efficiently? I would also ask for more reasonable timelines. Also, two weeks to respond to an RFP is simply not enough to deliver quality work.
Taking a 15-minute walk or prioritizing self-care doesn’t stop the world; it actually makes you more productive and present.
