The most effective reviews begin with a simple mindset: “Tell us how to make this better”. When reviewers focus on improving the material rather than judging it, reviews become a positive, collaborative exercise that strengthens both the submission and the team. A good review will bring internal stakeholders together, not tear them apart.
Bringing together the right internal stakeholders amplifies this effect, combining diverse perspectives to ensure the final submission is robust, credible, and aligned with how the organisation will deliver.
Involving stakeholders from delivery, commercial, technical, and leadership teams builds shared ownership. When people contribute their expertise, they are more invested in the quality of the submission and the success of the pursuit.
Selecting the right reviewers is therefore critical. Reviews should involve people whose opinions are trusted and who can assess content from the customer’s perspective. Availability alone is not enough. Reviewers should be chosen for their insight and ability to add value.
Preparing reviewers for success
Preparation sets the tone for a productive review. Every session should begin with clarity on:
- What is being reviewed
- The stage in the process
- The outcomes required
Reviews exist to add value, not to criticise. Setting a positive, collaborative tone is essential.
To enable this meaningful input, provide context on the win strategy and customer priorities, assign clear areas of focus for each reviewer, and encourage reviewers to prepare in advance of the review. Where possible, allow reviewers to share and discuss views to avoid conflicting feedback.
Structuring constructive feedback
Effective reviews depend on actionable feedback. Reviewers should:
- Offer clear recommendations, not just observations
- Focus on strengths, gaps, and responsiveness
- Suggest improvements, rather than highlight faults
Constructive recommendations are far more valuable than vague or negative comments.
Feedback only adds value when it is used well. All recommendations should be captured and considered, but the core team must decide which actions best support the win strategy. This disciplined approach helps to:
- Track and consolidate feedback
- Resolve conflicting inputs
- Prioritise actions by impact
- Communicate decisions clearly
When the right stakeholders are engaged and reviewers are well prepared, reviews become more than a checkpoint, they become a competitive advantage, leading to stronger submissions and better results.
Tony Birch
Tony Birch is the founder and current Chairman of Shipley Limited in the UK. Tony served on the main board of the APMP for four years and was elected a Fellow of the organisation in 2006, for his work in developing and launching the APMP’s Certification Programme. Since founding Shipley, Tony has trained thousands of sales and bid professionals around the world.
