Public-sector tenders, read as decisions
Keyword search was sending a confidential North American software company after the wrong public tenders. We designed a five-stage process that qualifies each notice before a person decides.
The challenge.
The team wanted public-sector work in Canada and the United States. A notice can mention software and still be a hardware installation. Matching words kept pointing them at the wrong jobs. They needed a decision, not a longer list.
The approach.
Five stages. Discover open notices. Qualify each as Bid, Investigate, Partner, or Skip — capability fit, hardware versus software, recurring revenue, size, geography, deadlines, and whether a response is realistic. Pull out mandatory specifications, service levels, insurance and certificates, compliance risks, and open questions. Mark every claim Verified, Conditional, Planned, Unsupported, or Unknown, so the draft cannot overstate the company. Then watch for new tenders, addenda, and moved deadlines.
Sources feed scheduled discovery, classification, extraction, and qualification rules, then a person decides whether to bid. The method has been used on real procurement work. Running that whole path on a schedule is still a proposal.
How it moves.
Scroll to follow it through. Drag to turn the model, and select any part to read what it does. The drawing is the design, not a product screenshot.
Select a step or part to read what it does.
Tender notices stream into a qualifying ring that sorts each into Bid, Investigate, Partner or Skip. Bid and Investigate notices fold into one document whose requirements are extracted. Every claim is marked Verified, Conditional, Planned, Unsupported or Unknown, and the document goes to a person, who decides whether to bid.
01
Notices arrive on a schedule.
Public tenders from Canada and the United States come in steadily. A mention of software is not yet a software job.
02
Every notice gets a verdict.
Bid, Investigate, Partner or Skip: capability fit, hardware versus software, recurring revenue, size, geography, deadlines, and whether a response is realistic.
03
The work comes out of the paperwork.
Mandatory specifications, service levels, insurance and certificates, compliance risks and open questions, pulled into one place.
04
Every claim is marked.
Verified, Conditional, Planned, Unsupported or Unknown, so the draft cannot say more than the company can honestly offer.
05
A person decides.
The method gives the team a decision it can repeat. A person makes the bid decision. Running all of this on a schedule is still a proposal.
Illustrative flow. The method has been used. The recurring pipeline is still a proposal.
Where it stands.
The useful part is a decision the team can repeat: an outside notice, connected to what the company can honestly offer.
Project status: the methodology has been applied to real procurement work. Recurring end-to-end automation remains proposed, not running.
A useful next step.
Let’s talk.
Bring the workflow that’s stuck. We’ll help you find a first step — even if that step is not a model.
Based in Toronto. Meetings in the GTA or by video.