This upward trajectory unlocked opportunities for high-value, multi-year contracts worth over £200 million. These opportunities, however, pitted Octavius against corporate giants in the sector, with their deep pockets, vast resources, and significant investment in research, development, and innovation. Now our client was in direct competition with public limited companies that had years of experience delivering results at scale for quasi-public sector bodies funded directly by government departments. While our client had some brand presence, they were mostly known as a reliable second-tier contractor with a less pronounced profile in leadership and innovation.

This challenger brought us in with a mission: help them secure a share of a $2.5bn five-year rail contract.

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This upward trajectory unlocked opportunities for high-value, multi-year contracts worth over £200 million. These opportunities, however, pitted Octavius against corporate giants in the sector, with their deep pockets, vast resources, and significant investment in research, development, and innovation. Now our client was in direct competition with public limited companies that had years of experience delivering results at scale for quasi-public sector bodies funded directly by government departments. While our client had some brand presence, they were mostly known as a reliable second-tier contractor with a less pronounced profile in leadership and innovation.

This challenger brought us in with a mission: help them secure a share of a $2.5bn five-year rail contract.

During our discovery period with the pre-construction team, it became evident that while they had achieved consistent year-on-year growth, they had a history of losing key framework bids due to the quality of their submissions rather than commercial factors. 

Ongoing client feedback indicated, “You possess exceptional technical expertise, but you fail to effectively convey this in your quality submissions.” They required assistance in bringing about a substantial improvement in their bidding approach. This involved upskilling their existing teams, conducting thorough research on clients and competitors to inform the development and articulation of their solutions and added value innovations, and implementing a robust control process for response development, review, and approval.

This driven and ambitious BPO closed a small deal with a unicorn-in-the-making. Within nano-seconds, the unicorn went into hyper-scale and grew the BPO to thousands of FTEs in one year.

This opened huge opportunities but also brought the Challenger BPO head-to-head with formidable legacy competitors and their war chest of investment, systems, people, and support.

Our client had a clear path to growth and knew the next stage was to capture more unicorns. Now though, the stakes were different. They would have to win in competition against bigger, older, wiser BPOs that had been around the block many times.

This driven and ambitious BPO closed a small deal with a unicorn-in-the-making. Within nano-seconds, the unicorn went into hyper-scale and grew the BPO to thousands of FTEs in one year.

This opened huge opportunities but also brought the Challenger BPO head-to-head with formidable legacy competitors and their war chest of investment, systems, people, and support.

Our client had a clear path to growth and knew the next stage was to capture more unicorns. Now though, the stakes were different. They would have to win in competition against bigger, older, wiser BPOs that had been around the block many times.