014: Pre-Tender Engagement Strategies

Darian Macey

Welcome back to Mastering Defence Infrastructure, everyone. This is Episode 14—Pre-Tender Engagement Strategies. I’m Darian Macey, and as always, I’m joined by Jessica Bottlebrush. Jess, how are you going?

Jessica Bottlebrush

Hey Darian! I’m good, thanks. And a big welcome to all our listeners—whether you’re a DECNet Pro member working through the 30-week course, or you’ve just stumbled across us on Spotify or Apple Podcasts. We’re glad you’re here.

Darian Macey

Absolutely. And before we dive in, let’s do a quick recap. We’re in Phase 3 of the course—Business Development and Market Positioning. So, if you’ve been following along, you’ll remember Week 11 was all about the sales funnel and relationship audits, Week 12 focused on brand building and outreach, and last week, Week 13, we covered post-submission follow-up. It’s all about building momentum before you even see a tender document.

Jessica Bottlebrush

Yeah, and today we’re taking that a step further—looking at how you can actually shape opportunities before the tender even drops. Because in Defence contracting, the smartest businesses don’t wait for the tender—they help shape it.

Jessica Bottlebrush

So, Darian, let’s start with the basics. What exactly is pre-tender market sounding? I feel like it’s one of those terms that gets thrown around a lot, but not everyone’s clear on what it actually means in Defence infrastructure.

Darian Macey

Yeah, good question. Market sounding is basically a structured way for Defence—or any government agency, really—to test the waters before they put out a formal Request for Tender. They’ll reach out to industry, maybe through an RFI, a survey, or even a one-on-one chat, and say, “Hey, we’re thinking about this project—what do you reckon?” It’s a chance for them to refine the project, and for you, as a supplier, to get early intel and maybe even influence the direction a bit.

Jessica Bottlebrush

And the stats back it up, right? I mean, studies show that firms who get involved before the tender is released can boost their win rates by up to 20%. That’s not just a little edge—that’s a massive difference in a competitive market.

Darian Macey

Yeah, it’s huge. And honestly, from my own experience—back when I was at Aurecon, we had this one Defence project where we started building relationships months before the RFT came out. We weren’t just another name in the pile when the tender landed. We’d already had conversations, shared a few ideas, and, well, when the time came, we were the team they trusted. That early engagement was the difference. I mean, I’m not saying it’s a silver bullet, but it’s as close as you get in this business.

Jessica Bottlebrush

It’s that whole “don’t wait for the starting gun” thing, right? If you’re already in the room, you’re not scrambling to catch up when the race starts.

Darian Macey

So, let’s talk about who you actually need to be talking to before the tender. It’s not just the obvious Defence project sponsor, is it?

Jessica Bottlebrush

No, definitely not. You’ve got the Defence sponsors or directors, sure, but also the PMCA consultants—those external project managers who are often drafting the tender docs and shaping the technical requirements. And then there’s the end users, like the base facilities managers, and sometimes even the environmental or engineering specialists. It’s a bit of a zoo, honestly.

Darian Macey

Yeah, and finding those people can be a bit of detective work. I always say, start with what’s public—AusTender, press releases, even LinkedIn. I mean, I’ve lost count of the times I’ve found a key contact just by searching for the project name and seeing who pops up with the right title. And don’t underestimate the power of a warm intro—if someone in your network knows the PMCA or the base manager, that’s gold.

Jessica Bottlebrush

Totally. I had a project up in regional Queensland where, honestly, the breakthrough came from a single LinkedIn message. I’d seen a PMCA consultant post about a similar project, so I reached out, and next thing you know, I was invited to a project briefing that wasn’t even on my radar. Sometimes it’s just about being brave enough to make that first contact.

Darian Macey

And once you’ve got those names, map them out. Who’s got the real influence? Who’s just an admin contact? Prioritise your energy. And always, always respect the protocols—Defence people are used to industry reaching out, but you’ve got to play by the rules. If they say, “Use the official channel,” you use the official channel. No shortcuts.

Jessica Bottlebrush

Yeah, and keep a log of your outreach. It’s not just about being organised—it stops you from accidentally spamming the same person from three different directions. Plus, it helps you see what’s working and what’s not.

Jessica Bottlebrush

Alright, so you’ve made contact—now what? How do you actually make an impact without coming off as, you know, pushy or self-serving?

Darian Macey

Yeah, this is where a lot of people get it wrong. The key is to be professional, persistent, but always value-driven. When you reach out, whether it’s an email or a phone call, keep it short, polite, and focus on what you can offer—not just what you want. Like, “We’ve got some insights from similar projects, happy to share if it’s useful.” Not, “Tell me everything about your project.”

Jessica Bottlebrush

And when you get that meeting—whether it’s a quick call or a proper sit-down—preparation is everything. Know who you’re talking to, have your key points ready, but also be ready to listen. I always try to start with an open question, like, “What are your main priorities for this project?” It gets them talking, and you can tailor your input to what actually matters to them.

Darian Macey

Exactly. And it’s not about the hard sell. You want to come across as a consultative partner, not a salesperson. Share ideas, but do it tactfully—“Have you considered modular construction for this? We’ve seen it cut on-site time by 30% elsewhere.” You’re planting seeds, not dictating terms.

Jessica Bottlebrush

And always follow up. Send a thank-you email, deliver on anything you promised, and keep the relationship warm—but don’t overdo it. No one likes a pest. And, look, the ethical bit is non-negotiable. Influence is fine, but it’s got to be above board. No dodgy stuff, no pushing for inside info, and definitely no trying to “wire” the contract so only you can win. That’s a fast track to getting blacklisted.

Darian Macey

Yeah, and the Fortress Infrastructure example from the course nails it. They got in early, suggested modular builds and renewable energy integration, and when the RFT finally dropped, those things were in there. Was it all because of them? Maybe not, but they’d shaped the conversation and were ready to hit the ground running. That’s the sweet spot—help, don’t sell, and the “sale” will come naturally.

Jessica Bottlebrush

So, to wrap up—what have we actually learned today? Early engagement isn’t just a nice-to-have, it’s a real commercial advantage. If you’re proactive, you get the intel, you build trust, and you might even help shape the project in ways that play to your strengths. But you’ve got to do it ethically and professionally.

Darian Macey

Yeah, and for the DECNet Pro members, now’s the time to put this into practice. Have a go at the exercises—draft that outreach email, map your stakeholders, plan your engagement. It’s the stuff that separates the reactive from the proactive in this industry.

Jessica Bottlebrush

And if you found this episode helpful, share it with your team or anyone else working in Defence infrastructure. We’re always keen for feedback, too—drop us a comment or shoot us an email if you’ve got thoughts or questions.

Darian Macey

Alright, Jess, thanks for another great chat. And thanks to everyone for tuning in. We’ll be back next time with more on mastering Defence infrastructure. Until then, keep shaping those opportunities—and good luck out there.

Jessica Bottlebrush

See you next time, everyone. Take care!