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TRANSACTIONS SAM ACQUIRES PRECISIONPOINT, INC. SAM, the nation’s leading provider of professional Geospatial and Inspection services across the utility, transportation, and broader infrastructure markets, today announced that it has acquired PrecisionPoint, Inc. PPI is an innovative 3D laser scanning to Building Information Modeling firm located in the Indianapolis metropolitan area. This acquisition strategically aligns with our existing portfolio of Managed Geospatial Services™ and bolsters our resources in the region. Since its inception in 2009, PPI has assisted AEC professionals in accelerating the data collection and documentation processes for facilities and infrastructure. PrecisionPoint will
join the Managed Geospatial Services™ business unit that is chartered with advancing data acquisition, improving analysis, and developing predictive analytics that redefine and transform how infrastructure assets are built and managed throughout their lifecycle. “We are thrilled to welcome PrecisionPoint into the SAM family,” said SAM President and CEO, Chris Solomon. “This strategic integration is poised to create new opportunities to leverage state-of-the-art scanning and BIM services that enhance informed decisions that support our clients’ strategic business objectives.” SAM continues to pursue a bold strategic growth strategy, both organic
and inorganic, with a focus on adding the capabilities and competencies that strengthen its Managed Geospatial Services™ strategy and deliver the outcomes that its clients seek. As the nation’s largest Geospatial and Inspection services firm, we provide practical, accurate, and high-fidelity deliverables to enhance decision- making, mitigate risks, achieve strategic objectives, and drive costs out of our clients’ business. SAM’s vision is to advance spatial data acquisition, improve analysis capabilities, and develop predictive analytics to redefine and transform how infrastructure assets are developed and managed throughout their lifecycles.
does it waste previous efforts, but it’s likely an overhaul will confuse authors and contributors and muddy our solution to the client’s issues. Overthinking often results in less coherent deliverables, non-compliant proposals, and lower quality submissions. So, what is good use of a client extension on an RFP? It’s simple: A client extension should be utilized to review, refine, and enhance the existing proposal. It allows for a thorough document review and a mock evaluation from the client’s perspective. This time can be used to ensure that the sales message is consistently conveyed throughout the entire document, beyond just the cover letter and “Why Us?” section. It provides an opportunity for subject matter experts to review and ensure smooth flow between sections contributed by different team members. It enables us to condense repetitive information and improve clarity and conciseness. Additionally, it allows for a comprehensive copy edit to correct spelling, grammar, and mechanical errors. By using the extension wisely, we can ensure that the final deliverable reflects the quality and attention to detail the client can expect from us on a project. Effective leadership, particularly from the proposal manager and account lead/sales lead, is crucial to appropriately leverage a client extension. While the temptation to make changes may be strong, it is important to consider the implications of such actions. As leaders of the proposal development process, it is our responsibility to instill confidence in our team and focus on sharpening, rather than expanding or revamping, our proposal. Mercedez Thompson has 11 years’ experience in professional marketing services. As a pursuit manager at PwC, Mercedez collaborates with thought leaders, marketing and sales staff, and client services personnel to develop the firm’s most strategic proposals. She was a 2022 APMP 40 Under 40 Winner. Connect with her on LinkedIn .
MERCEDEZ THOMPSON , from page 7
important to remember that even though two or three days may seem like a lot, these extensions are actually quite short. I have often found myself questioning whether I should even inform the authors or contributors about the extension. The last thing I want to see is our sense of urgency dissipate. ■ The team thinks we need to do more with the time given. Suddenly, we start considering alternative solutions and additional value-adds. We realize we may have overlooked important details like elaborating on our post- implementation support or commissioning and startup. We start questioning if there’s enough content in certain sections or if we should price multiple options. Now, I’m not saying these concerns are irrelevant, but if they were crucial to our submission, they should have been addressed earlier. Let’s not inflate our page count during the extension – all these additions may come across as exactly what they are, afterthoughts. counterproductive. Without prior involvement in strategy discussions, they will certainly bring different ideas and suggestions, and our precious extension is spent bringing them up to speed and reiterating previous decisions. Additionally, the new team member may feel compelled to make substantial changes or identify gaps, which can disrupt the cohesion of the final deliverable. To ensure a well-thought-out proposal, it is crucial to have the right people involved from the beginning and avoid last-minute invitations. ■ The team gets new players involved. Recruiting another principal or executive in the last hours is ■ The team rethinks our entire strategy. This is the biggest blunder of all. If you have ever managed a proposal where an extension is used to scrap what we had and start afresh, you know this pain all too well. Extensions can lead to uncertainty, questioning previous decisions, and even starting from scratch. This is detrimental. Not only
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THE ZWEIG LETTER JUNE 3, 2024, ISSUE 1540
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