Go/no-go analysis, win themes and interview preparation, with your business development director deciding what the company pursues.
Commercial general contractors and construction managers pursue work across public and private markets, and a shortlist interview is often the deciding event. Yet go/no-go discussions rely on memory, win themes are written under deadline, interview preparation depends on who has time, and what a debrief revealed rarely reaches the next team.
The agents PRESWERX builds draw on your own project records, past proposals, resumes, owner information and debrief notes. They organize the go/no-go inputs, test candidate win themes against what the selection committee has said it values, generate the questions a committee is likely to ask the proposed team and keep each debrief as a record the next pursuit can read.
People still decide and present. The business development director owns the go or no-go, and the project executive and the proposed team shape and deliver the interview.
The agent reads your CRM, past proposals, resumes, project sheets and debrief notes, within the access your IT team grants.
It assembles go/no-go inputs, proposes win themes and builds rehearsal questions for the proposed team.
Your business development director and project executive decide and present, and the debrief goes back into the record for the next pursuit.
A general contractor's business development director has a design-build airport opportunity in front of the pursuit committee. The agent gathers comparable aviation experience, owner history, likely competitors and the availability of project executives and superintendents, and lays out the trade-offs. The director and executive leadership decide.
For a CM at-risk healthcare addition, the agent reads the owner's RFQ and the company's completed medical projects and proposes themes around phasing beside occupied buildings, infection control and owner communication. The pursuit lead keeps the ones the team can prove.
Before a shortlist interview with a transit authority, the agent drafts the questions a selection committee is likely to ask the proposed superintendent, project manager and project executive, based on the RFP's evaluation criteria. The team rehearses, and the business development director critiques.
After losing a university CM interview, the pursuit team loads the debrief and the scoring into the agent. It organizes comments by evaluation criterion and compares them with earlier debriefs, so the next education pursuit starts from patterns instead of memory. The business development director signs off on the lessons.
Your CRM, past proposals, resumes, project sheets, owner information and debrief notes, along with the solicitation for the pursuit at hand. Connections go through your IT and security review.
Pursuit strategy and team plans stay in the environment your IT team approves, with access limited to the pursuit team. We review data terms with your IT lead before the first connection.
Your business development director and executive leadership. The agent organizes the evidence and lays out trade-offs, and the go or no-go remains a leadership decision.
Yes. Pursuit history and debriefs are kept in one searchable record, so a healthcare team can learn from a transit interview, while each unit keeps its own strategy.
With one business unit and one step, often go/no-go inputs or interview preparation. After the director reviews the results on live pursuits, the approach extends to other steps and units.
No. Relationships, judgment and the interview itself belong to your people. The agent prepares the analysis and the rehearsal questions, and keeps the lessons from each pursuit available.