Clear thinking

Learn how to improve your proposals and win more business.

Structural editing

 September 18, 2018
by Paul Heron

This month’s blog theme is editing proposal content. The goals are to make efficient use of resources and to avoid last minute rewrite marathons.

If you haven’t already read the posts on Developing content prompts and Managing early drafts, please do so now. They contain useful background to this post.

Structural editing (also called strategic editing) aims to ensure content responds to the RFP questions—but also that it:

  • Is logically organized
  • Contains no redundant or non-responsive content
  • Addresses the issuer’s strategic requirements and hot button issues
  • Positions the offer against known competitive strengths and weaknesses
  • Takes advantage of visualization to improve readability and persuasiveness

Before you start

Revisit the RFP requirements, evaluation criteria and scoring system, and the team’s win strategy. Review any content prompts, section outlines, or other direction provided to content developers at kickoff.

Because structural editing requires context and bold changes, the best choice for this job is often the proposal manager or another senior team member.

Structural editing process

Read the entire section without making edits. Structural editing is about adjusting structure, not sentences. If you struggle to resist copyediting while reading, try sitting on your hands. (Seriously—it works!)

Evaluate each response for structural logic and completeness. For example, if the RFP requires:

  • A yes/no or numerical answer, make this the first sentence of the response, followed by additional information, if needed.
  • A plan or approach, compare the response against the prompts or approved section outline or bullet point analysis. Restructure the response as needed. If no prompts were provided, improve the logical flow of the response as necessary.
  • Similar long-form responses (e.g. “Describe the team’s experience in . . “) in multiple sections, align the structure of all the corresponding responses, to the extent possible.

Identify the following and take the actions indicated:

  • Gaps. Solution: Highlight and comment, referring to RFP ask
  • Non-responsive and/or non-compliant content. Solution: Highlight and add comment.
  • Redundant content. Solution: Merge or cut.
  • Empty content, platitudes. Solution: Delete.

Look for opportunities to:

  • Convert plain text to tables or lists. Solution: Convert as appropriate. Consider using bulleted lists instead of text strings of five or more items. Use tables to show relationships, such as pros and cons, events and consequences (e.g. a risk management matrix), chronology, etc.
  • Visualize key ideas. Solution: Convert plain text to graphics to highlight important benefits and advantages. If your team is new to using visualization, Complex2Clear's proposal blog index links to several posts. See column “V”.

Make clear, constructive comments. Structural editing usually exposes gaps and creates other work for the content drafter, who may not have your strategic perspective. If you’ve made dramatic changes to the draft, call or meet with the writer to walk through your reasoning and next steps.

The payoff

Strong structural edits transform proposals. This step unifies multi-author responses, giving evaluators the sense that the proponent team is cohesive and well-organized, with a clarity of purpose and approach. Well-structured proposals are also easier to read and score.



Need help improving your proposal editing process?

Contact Complex2Clear

Photo credit

Paul Heron, MBA, is the founder and managing partner of Complex2Clear, and leads our bid response practice. LinkedIn 




Managing early drafts

 September 11, 2018
by Paul Heron

This month’s posts examine management tools and techniques to help proposal teams avoid last minute rewrites. Last week we explained why and how to use proposal narrative prompts.

This post looks at managing writers’ initial drafts.

First rule: Don’t wait

Don’t make the mistake of scheduling your first content deadline more than one week after kick-off. If your writers are new to proposal writing or have other priorities, you’ll likely find they put off proposal responsibilities, if allowed.

Giving writers two or more weeks to produce first drafts, especially when the response window is tight, almost guarantees a last-minute crunch.

Schedule a bullet-point review

Rather than requesting a complete first draft, consider asking content developers to analyse their sections and produce a bullet point outline within a few days. This does two things:

  • Gets writers thinking about their sections immediately after kick-off
  • Provides an indication of which writers can and will keep commitments

Maintain momentum by reviewing each writer’s outline when submitted. Involve the writer and evaluate for compliance, logical structure and use of win themes. Based on the results, either approve for drafting or request an improved outline.

On large projects, consider asking a “Pink Team,” comprised of the proposal leaders, to evaluate and comment on these bullet point outlines.

Triage first drafts on receipt

Whether or not you include a bullet-point stage, assess drafts immediately on receipt to decide whether they meet minimum standards for inclusion in a combined draft. Evaluate against two standards:

  • Is the draft compliant—that is, does it answer the question(s)?
  • Is it substantially complete? (We consider 75% as substantially complete.)

Mark up and return drafts that fail this review for rework and escalate as appropriate. Energy spent trying to rework substandard content is better invested in improving already strong copy. Accepting weak drafts also trains writers to submit poor work.

Speed is critical

Notice our emphasis on turning around outlines and first drafts quickly. Time is always short in developing proposals, making it hard to regain lost momentum.

Even on large proposals, two or three editors typically edit all drafts from a dozen or more writers. Producing a clear, compelling submission that includes win themes and rich visualization takes time—which means those editors need to start with strong first drafts.

Next week: Structural editing



Need help developing stronger proposals?

Contact Complex2Clear



Photo credit

Paul Heron, MBA, is the founder and managing partner of Complex2Clear, and leads our bid response practice. LinkedIn 




Developing content prompts

 September 4, 2018
by Paul Heron

Nearly every proposal team has had to rewrite major sections just before a deadline. These marathons typically stem from a last-minute realization that the content doesn't answer the questions. They take a toll on everyone and produce final submissions well below early expectations. 

This month’s posts explain how to avoid major rewrites.

NOTE: This approach assumes the proposal leads have taken time to analyses the RFP and develop a strategy and win themes. See this post for more on proposal strategy making.

Narrative guides and prompts

To improve first drafts, do not simply distribute the RFP to your content developers. Instead, plan and execute a proposal kickoff and give writers their sections, together with a set of prompts for answering each question.

Prompts need to be written by someone who understands the project, the prospect, likely competitors, and the team’s solution and win strategy. Develop prompts to:

  • Ensure compliance
  • Show responsiveness and to position the offer against competitors
  • Promote consistent structure 

Prompt for compliance

For complex, multi-part questions, identify all elements of a fully compliant response in a bullet point list. 

Prompt for responsiveness and positioning

To ensure the draft considers responsiveness and positioning, develop prompts such as:

  • How does our solution address the prospect’s key strategic requirements and hot button issues? Using the win themes provided, tie the solution to 2-4 prospect needs.
  • What trade-offs (if any) did we make in deciding to recommend this solution? 
  • In what specific ways is our solution superior to those of likely competitors? See competitive solutions matrix for guidance.

Prompt for structure

Consistent structure signals a cohesive team and leadership, and is especially important in RFQ responses, which typically contain high-value approach sections. See this post on consistent proposal structure for more on this topic.

The following prompts recommend a logical structure adaptable to all sections that require approaches and plans:

  • Cite 4-6 concepts or principles that underpin our approach to this deliverable. These are items that, when followed, produce successful outcomes
  • Explain exactly what we will do and how major decisions align with the concepts cited above. Use 70-80 percent of the total page limit for this part of your response
  • Show how our team has used this approach successfully in past relevant projects, citing reference projects and key individuals wherever possible
  • Link the key features of our approach to the prospect’s goals and hot button issues

Worth the effort

You may be thinking: This sounds like a lot of work. Developing clear guidance does take effort by the proposal manager or other senior team member. But this early work pays off handsomely in better first drafts and—crucially—avoidance of those last-minute rewrite marathons we can all do without.

Next week: Managing early drafts



Need help writing stronger proposals?

Contact Complex2Clear


Photo credit

Paul Heron, MBA, is the founder and managing partner of Complex2Clear, and leads our bid response practice. LinkedIn 




Taboo subject: Competition

 August 28, 2018
by Paul Heron

This month’s posts explore taboo subjects—areas proposal teams typically avoid in responses—and suggest ways to handle them. Earlier posts covered service issues, risk and price. This post recommends ways to address your competition.

Mentioning competitors by name really is taboo. It risks provoking a negative reaction from evaluators—and legal action from those named. Instead use “ghosting,” the practice of skilfully explaining how your understanding, decisions (components, pricing, etc.), and team are superior to those of an invisible but ever-present “other.”

Ways to use ghosting 

Ghost to offset competitor strengths, exploit competitor weaknesses, reinforce your relative strengths and defend your perceived weaknesses. For example:

  • Ghost your closest competitor’s weaknesses (e.g. safety issues, weak customer support, poor delivery performance), by playing up your relative strengths in that area.
  • Ghost a competitor’s richer feature set by explaining its drawbacks (expensive, failure-prone, not required for performance, costly to repair).
  • Ghost your relative size. If your company is smaller, ghost the size argument by stressing your responsiveness, ability to provide a single point of contact and track record of successful projects. If larger, ghost with your service footprint, depth of technical resources and bench strength.
  • Ghost anticipated price differences. Ghost a competitor’s lower price by citing features of your offer that reduce total cost of ownership (longer life, low maintenance design) and costs attributable to satisfying the prospect’s list of must-have features. If you expect to have the price advantage, avoid being out-ghosted by showing your solution is as robust and fully-featured as your competitors’.

Use trade-offs to add credibility to ghosting claims

Trade-offs show you have carefully considered and dismissed alternatives, thereby demonstrating understanding and boosting credibility. Use trade-offs to reinforce your strengths on hot-button issues. See below for two examples.

  • Desire for on-time completion:  “We typically use one paving contractor on projects of this size, but have included two on our proposed team. This will require more coordination on our part, but increases deadline certainty, even in the case of unexpected delays.”
  • Need for high reliability: “We considered the AR470-B, which complies with the RFP requirements, but selected the AR580-B for its superior reliability due to the high cost of downtime for your operations.“

Effective ghosting takes competitive intel

You need to know your closest competitors’ strengths and weaknesses to ghost effectively. Most ghosting arguments also show responsiveness, but the impact is magnified when you target areas of relative superiority. If you are not investing in competitive intelligence, you risk being ghosted without defence. 

Avoid condescension and overuse when ghosting

Some evaluators may find ghosting preachy. Be sure to use restraint and ask reviewers to watch for instances that could cause offence.

Ghost sparingly. Even if well done, excessive ghosting will turn off evaluators. Plan your ghosting opportunities during the proposal strategy phase and deploy them where they’ll have the greatest impact.



Need help writing stronger bids?

Contact Complex2Clear


Photo credit

Paul Heron, MBA, is the founder and managing partner of Complex2Clear, and leads our bid response practice. LinkedIn 




Taboo subject: Risk

 August 21, 2018
by Paul Heron

Some bidders avoid raising the issue of risk in proposals. Their reasoning often runs along the lines of: “Why bring up a negative?” or, in the same vein, “If the RFP doesn’t ask, why would we open that can of worms?”

In some sectors, risk is always on the table. Complex construction projects, for example, face multiple risks to on-time, on-budget completion. A bidder who did not identify and explain its strategy for mitigating risk factors would be considered naïve at best.

The fact is, every project contains risk—especially large projects that extend over multiple years.

When to raise risk in a proposal

Here’s a good rule of thumb: Whether or not required by the RFP, include a discussion of risk if either of the following is true:

  1. The project’s success or failure has strategic consequences for the prospect
  2. Your prospect’s size and business operations suggest it routinely analyses risk

So an IT solution for a financial institution meets both criteria, and a large cleaning services bid for the same institution would meet the second.

Identfying risks

Risk identification is a big subject and beyond the scope of this post. Different kinds of projects have their own sets of risks. Project managers often brainstorm around four main categories:

  • External (regulatory compliance, weather, external stakeholder actions, labour unrest, etc.)
  • Internal (governance, budget, scheduling, quality management, procurement, etc.)
  • Technology (components do not perform to spec)
  • Unforeseeable (so-called “black swans”—rare events with catastrophic impact)

Well established risk tables exist for most project types and make a good starting point for those new to identifying risks. Begin with your industry organization or search online.

Analysing risk

Make a four-column table with the following column heads:

  1. THREAT: Identified threat to success 
  2. IMPACT: Assessment of the project’s vulnerability to the threat, ranked high, moderate or low
  3. LIKELIHOOD: Chances the threat will occur—again expressed as high, moderate or low
  4. MITIGATION STRATEGIES: Measures to reduce the chance of occurrence, and to minimize the impact if it does

Assign a row to each threat, organized in order of priority, based on vulnerability and likelihood. Within each threat organize column four by priority as determined by your risk management strategy.

Include a risk table for each section

Earlier this year we posted on how content consistency makes bid proposals easier to read and score. Risk analysis provides an opportunity to show consistency.

Analyse threats and include a risk management table for every main section, if possible. The presence of even a short table, will signal that you’ve considered the issue. Place the tables in the same location within each section—one logical place is immediately following your plan for fulfilling the section’s deliverables.

Partner with your prospect

Risk analysis is an opportunity to position your company as a partner, rather than a mere service vendor. By including risks, you will demonstrate you’re strategic and have the prospect’s best interests in mind.



Need help writing more successful bids?

Contact Complex2Clear


Photo credit

Paul Heron, MBA, is the founder and managing partner of Complex2Clear, and leads our bid response practice. LinkedIn 




Taboo subject: Price

 August 14, 2018
by Paul Heron

This month’s posts offer ideas for handling taboo subjects—items most proposal teams would avoid if given the option. Last week we looked at service issues.

Price is another taboo subject for many. Nearly every proposal needs to include a price, either in the main response, or in a separate envelope. Despite the effort teams make to work up their pricing, the price itself often appears only as a number on the last page, or as entries in a vendor-supplied worksheet.

Price is important. Even if the RFP scoring is weighted in favour of the technical submission, technical scores are often closely bunched, which makes it difficult to overcome a price disadvantage of even a few percentage points.

State price upfront if allowed

Approach stating price in proposals as follows:

  • In informal proposals (those submitted outside a competition), state your price in the first or second paragraph. Believing you can bury the price until you’ve won over the prospect is unrealistic. Everyone we know flips through proposals to find the price before beginning to read. Be sure to re-state your price, along with your terms and conditions, in its own section.
  • In formal proposals (RFP responses), follow the rules. If pricing is included in the main proposal, also state it in the executive summary.

Add context

Proposal evaluators benefit from information that supports your price. The goal is to show your offer is fair and reasonable. This is critical in the case of informal proposals, since there will always be pressure from within your prospect organization to issue a competitive RFP.

Depending on your industry and offering, consider:

  • Showing how the price aligns with those of similar projects
  • Breaking down the price by major phase and/or subcontractor
  • Diagramming the process used to estimate costs and prices
  • Identifying expected cost savings and return on investment
  • Reinforcing the strategic needs and issues addressed by the purchase
  • Breaking out costs related to specified requirements (e.g.. system speed, reliability, durability, service response time, extended service hours, etc.)

In each case, use graphics to visualize key point in your pricing explanation.

Include a pricing summary

In a two-envelope RFP submission—especially where pricing must be supplied on issuer-supplied worksheets—consider including pricing summary in the pricing envelope. Before you begin, confirm that the RFP does not prohibit including additional information.

In addition to providing context as above, a pricing summary can prevent evaluator errors in scoring complex offers. Here’s an example:

In response to a distributed system RFP, Complex2Clear’s client offered various endpoint options at a range of prices. The pricing worksheets assumed a one-size-fits-all solution—which all other bidders were offering. We feared the evaluators would simply multiply our highest price by their number of endpoints. We included a pricing summary to minimize this risk. It explained how to optimize price and performance at each site type and included pie charts showing alternative endpoint combinations and the total cost for each. Our client won.

Bottom line

Don’t let price be a taboo subject, especially where the offer is complex and/or multi-year.

Next week: Talking about risk


Need help tackling difficult subjects in your proposals?

Contact Complex2Clear




Photo credit

Paul Heron, MBA, is the founder and managing partner of Complex2Clear, and leads our bid response practice. LinkedIn 




Taboo subject: Service issues

 August 7, 2018
by Paul Heron

Most proposal blogs—here and elsewhere—focus on what teams already strive to do, such as comply, show understanding, write clearly, use visuals to convey key messages, etc.

This month’s posts take a slightly different angle, addressing topics teams might consciously avoid—let’s call them taboos.

Taboos are areas proposal teams are tempted to leave unaddressed. The four most common are service issues, risk, competitors, and pricing. It’s easy to view these as potentially harmful to your chances (service issues), or too hard to address successfully.

We’ll start with service issues.

Why incumbents should address service issues

It’s tempting to ignore service issues when preparing a rebid. After all, the argument goes, why bring up a negative? In fact, there are two good reasons to step up:

  • The client hasn’t forgotten: Clients have long memories for persistent service issues and brief but significant lapses. Glossing over these, or ignoring them completely in a rebid, risks offending those affected. Decision makers may believe you don’t recall the issue and/or don’t understand its seriousness.
  • Your competition knows: In any large rebid situation, non-incumbent business developers have been hovering—sometimes for years—waiting for their chance. You can be sure your strongest competitors are well acquainted with any weaknesses you’ve displayed and will emphasize their ability to outperform in exactly those areas where you’re vulnerable.

How to address service issues in rebids

Assuming you have a solution, we recommend addressing any service issues head-on. Tailor your approach to the status of the issue:

  • If the issue has been successfully addressed, detail your resolution process, any investments you made, and the result. Stress (if true) that your team moved quickly to accept responsibility, identify root causes, and design and implement a solution—while proactively communicating progress.
  • If the issue is ongoing (a less ideal situation), use your incumbent knowledge to set out a well-designed resolution plan. Detail the exact steps you’ll take to improve service and the schedule. Name the individuals who will lead the improvement initiative, be clear about their time commitments, and provide an expected completion date.

Leverage your incumbency

Customers are well aware of the stress, costs and risks of a transition, and would rather stick with an incumbent than switch. Most contracts lost at rebid go to a low-ball bid, with the winner often later regretting the resulting losses.

Few customers will write off an otherwise competent and trustworthy vendor over a service issue that has been corrected, or for which a satisfactory solution has been proposed. Don’t make the mistake of appearing indifferent or failing to mount a defence against competitors’ attacks.

Next week: Talking about risk


Need help writing effective proposals?

Contact Complex2Clear



Photo credit

Paul Heron, MBA, is the founder and managing partner of Complex2Clear, and leads our bid response practice. LinkedIn 




Critical Point: Red Team

 July 31, 2018
by Paul Heron

This month’s posts have been all about critical points in the bid lifecycle—process steps that can tip the balance between losing and winning. Earlier posts included:

This week’s topic is the Red Team review. Schedule this review to take place when the proposal will be 50 to 60 percent complete, but while there’s still time to make significant improvements. A good rule is about three quarters of the way through the response window.

Success ingredients for Red Team reviews

Successful Red Team reviews focus on compliance and how well the win strategies are expressed in the proposal. Pay attention to these critical components:

  • Fix the date; invite the right people: Announce the red team review date at kickoff and work towards it. Invite individuals who know the client and the competition and insist on in-person attendance. 
  • Make it document-based: Manage towards producing the very best document possible for review. Lock down and circulate the entire proposal to all reviewers at least three business days before the review. Reviewers should be expected to review the content and make notes before the session. Provide a form on which to evaluate each section against the RFP scoring system and to identify gaps, strengths and weaknesses.
  • Pre-plan and facilitate: Plan to spend an entire day reviewing a large proposal. Use a facilitator and follow an agenda. Align the conversation on each section with the evaluation criteria. Avoid getting sidetracked by issues of grammar and style. Identify and resolve conflicting comments during the review session whenever possible.
  • Follow up: If not done live during the session (preferred), assemble and consolidate the reviewers’ comments immediately after the session. Assign one or two of your best editors to address the comments. Keeping this re-write small helps maintain consistency of voice and style. 

Organizing a Red Team review

  • Get buy-in and commitment for a robust Red Team review
  • Implement the strategy making and kickoff processes described in the linked posts above so your proposal is reviewable
  • Set a date at kickoff and manage to have a reviewable document prepared three days ahead
  • Reach out to the reviewers ahead of the date to ensure they support the review and understand their responsibilities
  • Choose a comfortable room in a location that discourages interruptions
  • Circulate the proposal, evaluation form and an agenda three days ahead of the session
  • Run a high-energy, constructive session, and then use the input to improve your proposal.

The payoff

Feedback from a document-based, strategy-focused Red Team review can turn a run-of-the-mill bid into a strong contender.


Need help facilitating game-changing proposal reviews?

Contact Complex2Clear



Photo credit

Paul Heron, MBA, is the founder and managing partner of Complex2Clear, and leads our bid response practice. LinkedIn 




Critical Point: Kickoff

 July 24, 2018
by Paul Heron

The bid lifecycle includes critical points where the right actions can greatly improve your chances of success. We posted earlier this month on three of these:

This week we’ll consider another: the kickoff meeting.

Why kickoffs matter

The purpose of kickoff meetings is to arm your proposal team with the attitude, tools and alignment needed to win. Those goals cannot be achieved in the loosely organized meetings (or calls) many bidders hold right after the bid decision.

Instead, take time to organize and conduct a kickoff that delivers:

  • Motivation: Participants understand why this win is important for the organization and that a plan exists to win. Senior managers show they value the team’s contribution and support the proposal leadership.  Team members believe their company appreciates their efforts and the sacrifices they will make.
  • Information:  Proposal teams thrive on information, starting with strategy and positioning. Why is this purchase important for the buyer? What specific issues and features do evaluators care about? Where is your solution strong? Where do your competitors have the edge? What's the best way to express your central value proposition for each section?
    Participants also need information about the proposal structure, compliance requirements, workflow, deadlines, team organization and contacts, etc.
  • Direction: The team needs to know what to do next, including detailed task instructions, planning and content templates, and milestones and completion dates. They also need the project protocols—such as where and how to upload work files, document versioning rules, meeting schedules, calls and other check-ins—and the consequences for missing commitments.

What to do

Follow these steps for a successful kickoff:

  • Get any internal buy-ins needed.
  • Select and invite participants to the kickoff soon after the bid decision is made. Pick a date a week or two away so you have enough time for strategy making. Resist efforts to move up the kickoff.
  • Use the information in this post to build and document a robust strategy.
  • Modify this model agenda to suit your company and the project size.
  • Practice as you would for any important presentation.
  • Conduct a crisp and positive meeting.

Daily management

Now that your team expects a disciplined proposal effort, don’t disappoint. Use the ideas in this post to track progress closely and to offer guidance and support to content developers.

The payoff

Strong kickoffs and follow through will create and sustain positive momentum and morale that results in strong content with little wasted effort.

Next week: Critical Point: Red Team Review


Need help planning and running powerful kickoff meetings?

Contact Complex2Clear



Photo credit

Paul Heron, MBA, is the founder and managing partner of Complex2Clear, and leads our bid response practice. LinkedIn 




Critical Point: Strategy

 July 17, 2018
by Paul Heron

This month we’re posting on critical points in the bid lifecycle—those where opportunities can be won or lost. Previous posts focused on pre-RFP pursuit and on the bid/no-bid decision.

This post covers strategy—in our experience the single biggest improvement opportunity for most bidders.

Develop strategy first

Take time right after the bid decision to define and document your strategy.

Delay kicking off with content developers until you’re ready to implement a clear win strategy. Premature kick-offs doom your proposal efforts to focus on compliance (which avoids disqualification, but has no selling value), or to present an incoherent mix of whatever each section writer decides is the strategy.

Follow these high-level steps:

  • Gather a select group, including the capture manager, proposal manager, solution manager(s) and others key individuals. Limit the group to 10 or fewer.
  • Start with your pre-RFP pursuit discovery and use facilitation and process tools to develop responses to each of the issuer’s key strategic drivers and hot button issues. Draft value propositions for each major section and for the economic buyer, technical buyer(s) and user buyer(s). Decide how to position your company, team and solution against likely competitors by major issue.
  • Circulate the group’s output to participants for review and input, and then create a one or two-page summary of your strategy. Organize the summary by key themes, main response sections and buyer types
  • Circulate the summary to a wider group (which may include trusted outside partners) and then convene a meeting to review and gather additional ideas.
  • Update your strategy summary with the additional input.

Plan to invest 10-15 percent of the available time to submission in pre-kick off strategy making and preparation.

Test strategy with a Blue Team review

Test your strategy using the ideas in this post on Blue Team reviews. In large or very competitive situations, consider also conducting a Black Hat review.

Well-managed reviews will either confirm your strategy or make it stronger. In rare cases they expose fatal flaws that avoid further investment in unwinnable opportunities.

What to do

Here’s how to start building and implementing better proposal strategies:

  • Build internal support for defining and documenting strategy early.
  • Follow the steps above and the linked posts to plan and run your strategy sessions.
  • Draft the executive summary as part of your strategy process.
  • Create a strategy document as part of the proposal plan.


A strategy-first approach to proposals creates alignment from the outset, resulting in dramatically better first drafts. Understanding the strategy and how it applies to their sections will enable your team will work more efficiently, feel more confident—and produce more wins.

Next week: Critical Point: Kick-off planning and execution


Need help building strategies that can win more business?

Contact Complex2Clear



Photo credit

Paul Heron, MBA, is the founder and managing partner of Complex2Clear, and leads our bid response practice. LinkedIn 






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