Should proposal experience be judged by complexity or customer type?

Frequently, companies searching for proposal managers look for certain backgrounds, whether related to a specific industry or customer base. The difficulty arises when a proposal manager has expertise with one customer base but not another, which doesn't always indicate their capability to organize, lead, and create an effective, compliant proposal. However, does this lack of experience in a particular domain truly determine their competence? Absolutely not.

Looking at federal proposals first, these are often complex but highly rigorous in terms of vendor expectations. Federal RFPs (Request for Proposals) are very organized and frequently use standard templates. Sections C, L, and M are critical for proposal managers to focus on, and knowledge of the FAR (Federal Acquisition Regulation) is beneficial though it is publicly accessible to anyone for reference.

State proposal opportunities can vary significantly in complexity, depending on the state, opportunity, and requirements. These proposals often differ widely but tend to resemble each other if they come from the same industry or involve selling a specific product. For instance, state Medicaid RFPs are quite demanding, requiring extensive responses, numerous attachments, sometimes spanning multiple volumes and thousands of pages, adding a layer of complexity due to the need for physical submissions.

Commercial opportunities also vary greatly. Large corporations may model their RFPs after federal ones, whereas others might issue a single page with straightforward instructions. The variability in commercial RFPs means proposal managers must be adaptable and prepared to handle diverse requirements efficiently.

My experience in proposal management includes simple price sheet submissions to complex submissions with thousands of pages needing hand delivery for federal, state, local, and commercial for over 20 years. By my observation, at its core, proposal management is similar to project management; it doesn't require exhaustive technical knowledge but knowledge and experience of best practices in proposal management. Key skills include interpreting RFP goals and translating them into compliant, compelling proposals while coordinating all necessary resources.

So, should proposal manager candidates be assessed based on their experience with federal, commercial, state, or local projects? Is it truly advantageous to evaluate a proposal manager's abilities solely on the types of proposals they have handled, or is it more effective to judge them on their core competencies and their ability to lead both technical and creative teams in presenting a company's credentials and securing work? Ultimately, recruiters must make this decision. However, job seekers should clearly communicate the complexity of their experience so that recruiters can understand the challenges they have encountered. This communication must be precise in cover letters, resumes, and subsequent interviews. The proficiency in applying best practice methodologies is relevant across various industries and sectors. While specialized expertise is beneficial, it does not limit success for candidates who possess the right mindset.