Virtual Service Delivery Led By Ed Rogers Since 2007 Fully Functional During COVID-19
$642M Space Network (SN) Ground Segment Sustainment (SGSS) awarded to our client without discussion, upsetting franchise prime contractors with this wide-gap win, at 2x the points as the 2nd-place (LM) and 3rd-place (NG) teams on 1,000-point NASA scale.
We impacted strategy development & implementation beyond our roles of Sr. Executive Advisor, Proposal Manager, Technical and Management Volume Leads.
$562M Ground Mobility Vehicle (GMV) 1.1 adjacent market win awarded to client as a new entrant into a mature field - upset franchises, withstanding multiple protests, and leading to additional opportunities and international customers.
We impacted strategy development & implementation beyond our roles of Sr. Executive Advisor, Proposal Manager, Volume Lead, and Proposal Production.
$385M Range Radar Replacement Program (RRRP) adjacent market win for client as a new entrant into a mature field, upsetting the worldwide leader in instrumentation radars, and withstanding protest.
We impacted strategy development & implementation beyond our roles of Sr. Executive Advisor, Proposal Manager, Volume Lead, Integrated Master Plan (IMP) Integrated Master Schedule (IMS), and domain SME.
Despite acquisition strategy and an RFP-defined split buy, the Global Positioning Satellite (GPS) Receivers (GPSR) proposal was so overwhelmingly compelling that the Client was awarded all GPSR sets, cornering the high-precision space-borne GPSR market.
We impacted strategy development & implementation beyond the roles of Proposal Manager, Volume Leads, and Production.
Digital Modular Radio (DMR) became the 1st production software-defined radio (SDR) and the 1st SDR to become a communications standard for the US Navy. 700 DMRs later, it continues to incorporate new waveforms such as MUOS.
We impacted strategy development & implementation beyond the roles of Sr. Executive Advisor and Proposal Manager.
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Our Titan was requested to step-in as Proposal Manager amid company divestiture, merger, and turnover of 40+ capture/proposal personnel including the Capture Manager.
Developed 3 Types of Deliverables:
1. Challenge Problem: Team prepared Agile/DevOps capability for customer software stack, delivered mission thread 7 days after RFP, revised mission thread in response to customer's mission perturbation.
2. A 90-Minute Video: Team prepared a documentary of the Challenge Problem.
3. Five (5) Proposal Volumes: Team prepared Executive Summary, Technical, Cost/Price, Past Performance, and Contract Volumes.
1 Titan Performed 3 Successive Roles:
1. Proposal Manager: Stabilized team, then helped re-establish employee PM by handing-back PM reigns to take on next critical role as Technical Volume Lead (TVL).
2. TVL: Mentored Solution Architect into TVL role, replacing himself to become an Author.
3. Author: Author of Executive Summary and contributor to Agile/DevOps, Use Case, Transition Plan.
In 2016, we were requested to improve the competitiveness of proposals for an $9B municipal services provider. We worked with key client leaders and the distributed workforce to achieve common understanding of the specific market dynamics. We applied our Atlas Framework approach to develop a highly-competitive, small, easily-tailorable (templated) proposal, and trained-the-trainers using Atlas Forge on-the-job-mentoring.
In 2017, we were asked to return to develop a larger proposal version consisting of 30 modules.
The client team was ecstatic. The VP Municipal Sales wrote "our return on the initial investment has been significant [more than doubled our win rates]…”.
In 2020, having grown to a $10B corporation, our client requested Atlas improve the efficiency of developing proposals, while maintaining the competitiveness previously established. The project was a smashing success!
These projects stand in stark contrast to widely-used best practices (which are table stakes and ubiquitous). We continued to maintain the high competitiveness level previously established while increasing efficiency and employee satisfaction.
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