As bidding professionals, we find ourselves at a pivotal moment. 2025 has already brought a surge in AI startups and tools, each claiming to revolutionise our industry. Promises of “one-click” winning proposals and automated tender responses dominate the discourse. But before we embrace these advancements, we should pause to consider whether we risk slipping back into our “childhood” ways – making impulsive decisions based on untested claims.
At Bid Performance we have experimented with various AI tools, from secure chatbots to bespoke industry-specific solutions. Their potential is undeniable, but their true value lies in their proper application.
AI: A New Team Member, Not a Magic Wand
Imagine hiring a new Bid Writer and expecting them to craft a winning proposal with no onboarding, no context, and no strategy. The result, at best, would be generic and compliant. AI operates in much the same way. It can process data, identify patterns, and generate content, but only when directed by knowledgeable professionals who provide context, clarity, and strategic insight.
Failing to provide these foundations reduces AI to an underutilised – and potentially harmful – tool, stalling the very progress it promises to accelerate.
Building on Strong Foundations
The success of AI in bidding is directly proportional to the strength of the foundations it supports. Strategic direction, skilled subject matter experts (SMEs), and robust processes remain the cornerstones of high-quality submissions. These are lessons we learned in the “adolescent” phase of our profession – lessons that must not be forgotten as we transition into this era of advanced technology.
AI can enhance our capabilities by accelerating routine tasks, providing insights and saving time. However, AI is not a substitute for strategic thinking or human expertise. It strengthens our processes but it cannot independently create winning bids.
Avoiding Childhood Tendencies
The allure of technology can sometimes lead to over-reliance or unrealistic expectations. As professionals, we must resist the temptation to adopt AI based solely on its promises. Instead, we should approach its implementation with the reasoned judgment of an experienced bid professional.
This means:
- Evaluating AI tools critically, focusing on their applicability to our unique needs
- Incorporating AI in a way that complements – not replaces – human talent
- Setting clear expectations for how AI fits into the bidding lifecycle
Proceeding Thoughtfully and Vocally
As our profession comes of age, our role extends beyond adopting AI tools; it includes guiding our teams, stakeholders, and customers in their use. In writing this article, I used AI – but the ideas, structure, and strategy came from my experience and research. Had I simply asked, “How can AI produce bids?”, the outcome would have been very different and rather generic. Let’s hope we proceed this way when bidding with AI as a valued team member.
Kate Cummins
Kate Cummins is a highly experienced Bid Consultant with a proven track record of success in the ICT, Software, Telecoms and Fintech sectors. With over 20 years of experience as a Bid Author, Bid Manager, Head of Content Management, Assistant Vice President – Customer Business Development, and Head of Bid Management, Kate has developed a broad range of skills that enable her to provide significant value to her clients.
