What drew you to the world of bids and proposals?
I got into it much like many others, by chance rather than intention. It wasn’t something I initially set out to pursue, but my interest grew while working on the execution side of a government contract. That experience opened my eyes to how dynamic and impactful the work can be. It also gave me a deeper appreciation for the challenges involved in developing effective solutions and the importance of thinking from the customer’s perspective. It’s easy to forget sometimes, but proposals and bids aren’t about us, they’re about how we can best support the customer.
Can you tell me about your career journey?
I actually have a degree in Chemistry and Political Science. Early in my career, I managed the quality assurance program on a major 8(a) Congressionally mandated HUD contract, where I was initially focused on service delivery. That experience led me into management, eventually overseeing the entire federal practice. Recognizing an opportunity for greater competitiveness, I facilitated the merger and acquisition of our business unit by a Service-disabled Veteran-owned Small Business.
After working with several other organizations, I founded Entellect in 2005. We’re proud to be celebrating 20 years in business this year. Leading my own business has given me the flexibility to shape my career on my terms—building something meaningful, adding my own perspective, and choosing the opportunities I want to pursue.
In addition to running Entellect, I’m actively involved with Women Impacting Public Policy (WIPP), an organization that advocates for women-owned businesses through lobbying, education, and support initiatives. I’m also a former Board Member of AFCEA International and Emeritus Chair of the AFCEA Small Business Committee. And Founding Member of the American Small Business Coalition.
How have you seen the industry change over the course of those years?
Over the past 20 years, both the industry and I have evolved significantly—and for the better, although there are many colleagues who may beg to differ. Technology and solution development have advanced exponentially, making our work more efficient and impactful. The rise of AI and automation has not only streamlined processes but also freed up time for deeper critical thinking and creativity. Personally, it has allowed me to focus more on strategy and innovation. I’ve seen a noticeable shift toward greater thought leadership and creativity across the industry, which is an exciting and welcome change.
What has been your biggest professional challenge and how did you overcome it?
One of the biggest challenges I’ve faced and one that every company encounters is scalability. How do you effectively scale your business, support systems, and infrastructure to align with your long-term goals? In consulting, progress can feel like two steps forward and one step back. Despite careful planning, unexpected shifts like loss of traction or external factors beyond your control can disrupt your momentum.
This mirrors the experience of many government contractors we support. Even with a solid forecast, variables like funding delays or policy changes can throw plans off course. The real challenge lies in how you scale responsibility while remaining agile and prepared for growth, despite the uncertainty.
Leading my own business has given me the flexibility to shape my career on my terms—building something meaningful, adding my own perspective, and choosing the opportunities I want to pursue.
What skills do you believe are most crucial for success in bid and proposal management today?
The ability to think critically and anticipate customer needs is essential. Often, customers don’t recognize a need until it becomes a problem. It’s our responsibility as industry experts and technical SMEs to foresee potential challenges and proactively offer solutions. The government relies on our expertise to not only respond, but to lead with insight and foresight.
Proposals and bids aren’t about us, they’re about how we can best support the customer.
How have you approached learning new skills?
Continuous learning is critical. If you’re not staying current with administrative or industry changes, you risk falling behind. I rely heavily on my LinkedIn network for news and updates, it’s become a central hub of information for the GovCon space. However, with the overwhelming amount of content online, including clickbait, it’s essential to validate and verify information before sharing it. I make a point to contribute thoughtfully by adding my own perspective and insights on relevant industry topics.
Clear and concise writing is essential… I’ve come to understand how powerful strong written communication can be.
Is there a skill you wish you had learned earlier in your career?
Writing, particularly in English, has been one of my biggest growth areas. I was born in Vietnam and grew up speaking Vietnamese, so English is my second language. Early in my career, I often second-guessed my writing abilities. Looking back, I wish I had spent more time building confidence and refining my communication skills.
Clear and concise writing is essential, and I didn’t fully recognize its value while in school. Over time, I’ve come to understand how powerful strong written communication can be. I also believe that having access to tools like AI earlier in my career would have made a meaningful difference in my learning and development.
We should not fight the evolution of tools and technology, but we cannot be too comfortable. Do not let the tool think for you.
Has having a mentor played a role in your career?
I’ve had several impactful mentors throughout my career, which inspired me to start the Mentor-Protégé Program within the Small Business Committee at AFCEA International. One of my first managers taught me never to fear failure because she would always have my back. Another mentor guided me through the complexities of the merger and acquisition process, taking the time to explain each step.
I feel fortunate to have learned from both ends of the leadership spectrum: one manager encouraged boldness and decisiveness, while another showed me the value of subtlety and strategic nuance. Both approaches have shaped my leadership style today.
One of the most valuable lessons I’ve learned is to embrace discomfort.
What advice would you give to somebody just starting or transitioning into a proposal management role?
One of the most valuable lessons I’ve learned is to embrace discomfort. What I call “embracing the suck.” Many of us in this field are natural planners and perfectionists, but in this industry, that mindset can become a liability. It’s critical to know which battles are worth fighting and where you’re willing to compromise. Just because something isn’t done your way doesn’t mean it’s wrong.
You can plan thoroughly, but there will always be factors outside of your control. I’ve adopted the Ted Lasso “goldfish” mentality in my day-to-day life: have a ten-second memory, learn from it, and move on.
What would you say has been your most valuable lesson from a proposal that has not won?
Early in my career, I regret not trusting my instincts and speaking up more strongly when I sensed something was off. I allowed titles and perceived authority to intimidate me, even though I knew the direction being proposed didn’t feel right. It was about confidence and navigating environments with strong personalities and opinions. At the time, I struggled to find my voice, thinking, “Who am I to challenge this?” Over time, I learned that you don’t need to be confrontational to be heard. Instead of asserting opinions, I now ask thoughtful, open-ended questions such as “Can you help me understand this?” or “Does this align with our goals?” to prompt clarity and accountability. This approach encourages dialogue without creating defensiveness and often leads others to re-evaluate or better articulate their position.
How do you maintain work-life balance?
When you find out, let me know. You do the best you can. I grew up in a generation that taught us we could have everything and do everything—and that’s simply not true. The reality is everyone struggles with work-life balance. I try to block time on my calendar for vacations, personal time, etc. and I treat it as non-negotiable. Do I always succeed? No. There are some days when I haven’t blocked my calendar fast enough and suddenly, I’m in back-to-back meetings. But I’ve stopped beating myself up when it doesn’t go as planned. I do my best and adjust when needed. And while I may still check email during “off” time, I’ve accepted that being fully off the grid is difficult in today’s world.
How do you think the profession will evolve over the next few years?
While AI is great for certain things, it is important to use AI for good. I think “How can I do what I’m already doing better?” It is a challenge of quality versus quantity. We see a larger quantity of responses, but the quality is going to be less. Another challenge with AI and new tools is to keep critical thinking skills sharp. Do not let the tool think for you! If we are not informed of this, it will put our guard down, which is disastrous. We should not fight the evolution of tools and technology, but we cannot be too comfortable.
What qualities do you believe are essential for success in proposal management?
Success in proposal management requires strong project management skills, particularly the ability to juggle multiple priorities and keep track of moving parts. Just as important are communication skills, both written and verbal. It’s not just about delivering information, but ensuring it’s received and interpreted as intended. Clear, thoughtful communication, especially in person, is often overlooked but critical to aligning teams and driving outcomes. Your delivery of how you say something can be just as important as what you say.
