Nice piece. But I think you failed to mention the importance that integrity commands in your business. You forgot to mention a time earlier in your career. You were volume leader on a multi billion dollar contract for a non-military, yet strategically important, contract of vital national importance. You spent several months applying your vision and process to your volume. For unknown reasons, the company’s newly-appointed President (ex-military general offficer with zero proposal experience) began to meddle (?) in your volume and field of expertise. While respecting your boss’ authority, you made every effort to explain to him the underlying logic and merit of your approach. But, the boss believed he knew better and said it was going to be his way or the highway. As a measure of your integrity, you offered your resignation but left your files and approach in tact—then went on to another effort. Eventually, the boss studied your files, adopted your approach, and went on to win—in large measure because your section was ultimately scored the highest. You kept your integrity in tact, yet left the boss with the tools to craft a winning proposal. It wasn’t only your expertise that won the day—but also your integrity.
That is a long story. Suffice it to say that working in procurement your strongest asset is your integrity. I became a full time consultant at that time. The general and I were conflicting personality types. He was the bull. I was the persuader. The likelihood of him ever using me as a consultant was nil. So I prospected. Interesting things happened. I tested Parsons Brinckerhoff and found out you won and they lost by $58,000 over 5 years. It goes on. Shriever Space Force Base was that bid. It was one of two Consolidated Space Operations Center (CSOC) bids that were coming back to back. After our favorite retired general won Shriever, you would have thought that he would “sweep the streets” to bid the upcoming second CSOC, Onizuka AFB in Sunnyvale, CA. I had no customer there. He turned the Onizuka bid over to his son who I met at the Onizuka bidders’ conference. He tried to enter discussions with me then but I was already committed to another company.
I had prospected with Parsons Brinckerhoff for the follow on CSOC, Onizuka AFB. At our initial meeting, a newly retired AF BCE in charge informed me that he had bid and lost Shriever by $58,000. He was proud to have been so close, and that is how I found out my bid had won.
And don’t you think Parsons Brinckerhoff should have been banging on my door to give me that Onizuka work? Ha. PB’s lead said they are getting close enough and don’t need a consultant. Then that ex-O-6 at PB insultingly said, “That is good work if you can get it.” After an insult, you don’t respond unprofessionally. But I always think to myself, “Well, I will meet you in the marketplace, good buddy”.
I was called out of the blue and picked by up by Vinnell to do the Onizuka bid. I think Neil had recommended me based on my Shriever bid experience.
Both the retired general and the retired O-6 went after Onizuka with their firms, but my client Vinnell won. We nailed the incumbent’s staffing, but Vinnell bid one person more—over my objections. I was really dejected, but as it turns out the difference in G&A rates won the day for Vinnell. Funny how things work out sometimes.
Interesting insider info, Carl. As you know, I was a Contract Administrator at one time (for one of the many defense contractors here locally). There’s definitely lots to learn in this area. Smart leaders know what they don’t know—and rely on experts when necessary.
Nice piece. But I think you failed to mention the importance that integrity commands in your business. You forgot to mention a time earlier in your career. You were volume leader on a multi billion dollar contract for a non-military, yet strategically important, contract of vital national importance. You spent several months applying your vision and process to your volume. For unknown reasons, the company’s newly-appointed President (ex-military general offficer with zero proposal experience) began to meddle (?) in your volume and field of expertise. While respecting your boss’ authority, you made every effort to explain to him the underlying logic and merit of your approach. But, the boss believed he knew better and said it was going to be his way or the highway. As a measure of your integrity, you offered your resignation but left your files and approach in tact—then went on to another effort. Eventually, the boss studied your files, adopted your approach, and went on to win—in large measure because your section was ultimately scored the highest. You kept your integrity in tact, yet left the boss with the tools to craft a winning proposal. It wasn’t only your expertise that won the day—but also your integrity.
That is a long story. Suffice it to say that working in procurement your strongest asset is your integrity. I became a full time consultant at that time. The general and I were conflicting personality types. He was the bull. I was the persuader. The likelihood of him ever using me as a consultant was nil. So I prospected. Interesting things happened. I tested Parsons Brinckerhoff and found out you won and they lost by $58,000 over 5 years. It goes on. Shriever Space Force Base was that bid. It was one of two Consolidated Space Operations Center (CSOC) bids that were coming back to back. After our favorite retired general won Shriever, you would have thought that he would “sweep the streets” to bid the upcoming second CSOC, Onizuka AFB in Sunnyvale, CA. I had no customer there. He turned the Onizuka bid over to his son who I met at the Onizuka bidders’ conference. He tried to enter discussions with me then but I was already committed to another company.
I had prospected with Parsons Brinckerhoff for the follow on CSOC, Onizuka AFB. At our initial meeting, a newly retired AF BCE in charge informed me that he had bid and lost Shriever by $58,000. He was proud to have been so close, and that is how I found out my bid had won.
And don’t you think Parsons Brinckerhoff should have been banging on my door to give me that Onizuka work? Ha. PB’s lead said they are getting close enough and don’t need a consultant. Then that ex-O-6 at PB insultingly said, “That is good work if you can get it.” After an insult, you don’t respond unprofessionally. But I always think to myself, “Well, I will meet you in the marketplace, good buddy”.
I was called out of the blue and picked by up by Vinnell to do the Onizuka bid. I think Neil had recommended me based on my Shriever bid experience.
Both the retired general and the retired O-6 went after Onizuka with their firms, but my client Vinnell won. We nailed the incumbent’s staffing, but Vinnell bid one person more—over my objections. I was really dejected, but as it turns out the difference in G&A rates won the day for Vinnell. Funny how things work out sometimes.
The VP at Vinnell became the VP at Pan Am
and he hired me into that company circa 1990.
Concur!
Interesting insider info, Carl. As you know, I was a Contract Administrator at one time (for one of the many defense contractors here locally). There’s definitely lots to learn in this area. Smart leaders know what they don’t know—and rely on experts when necessary.
There are so many career fields and each is a lifetime’s study. I started in government in procurement information systems and property control.
fascinating, thank you!