The brief was to ensure the success of a partially complete first-generation outsourcing bid for the Management of the Facilities and Estate of the Ministry of Defence’s British Forces in Germany. On arrival, the bid for this £250m contract was failing to meet key company objectives. At the same time preparations needed to be made to compete for the outsourcing of maintenance of the full MoD UK estate, a package worth more than £1bn per annum, and also to deliver organic growth by winning incremental work as part of a strategy to expand into other adjacent non-MoD markets.
My first priority was to rescue the late-stage failing bid by taking direct leadership of the bid team and implementing robust bid management and governance processes. Engaging closely with consultants and strategic supply chain partners, we then renewed the bid team’s solutions and cost models.
It was necessary to restructure the extensive Business Development, Commercial Support and Bid Teams (comprising 30+ staff). Having also modified our FM service model, we subsequently won a new £15m contract, trialling the processes and models.
In preparation for the MoD next-generation estates contract, we further refined our methodology and built the team structure to bid the multiple tranches using a variation of best practice MSP (Managing Successful Projects) and PMO (Project Management Office) methodology and protocols
To shape future strategy, I undertook a comprehensive review to rationalise the company’s sector focus for growth in the medium term.
Our interventions recovered the German estates bid and we won this £250m contract. A further three incremental FM bids, each worth £10m-plus, were also successful. The Main Group Board approved the proposed bid methodology and protocols. My strategy for growth was also accepted and subsequently funded by the Group Board.