In March 2009, the Organisation was awarded funding to increase employment and tackle economic inactivity. The aim was and is to build on the achievements of their service developments by delivering t...

We are seeking expressions of interest from suitably qualified and experienced suppliers who wish to be considered for inclusion in a framework of a select list of tenderers for the provision of learn...

To facilitate the implementation of the investments in the 6 regions of the Project, we intend to hire a consultant to help update the procurement plans prepared during project preparation, provide in...

CMC Partnership specialises in the realisation of business benefit through the effective delivery of programmes and projects utilising the principles of Prince2 and MSP (Managing Successful Programmes). Our capabilities encompass programme and proj...

Our company has been in business since 1991. We provide information, training and support to companies and charities submitting tenders to supply the public sector generally and for all aspects of health and social care and the voluntary sector. Our...

An innovative, results orientated, international MBA qualified Interim Manager and Management Consultant with a strong track record in delivering strategic, ground breaking programmes within the private and public sectors. Prince 2 Qualified.

...

I normally try to give only positive advice in this newsletter, but I was asked this week for my thoughts on the top mistakes consultants and freelancers when dealing with new clients. That got me thinking about some of the things that we all sometimes do with the best of intentions but that result in mis-understandings and losing business. You can see my top mistakes, along with other people's contributions here, but I think the positive message we can take from all of the negatives is the need to listen carefully to what your client is saying, however daft it may seem, and try to look at things from their point of view - rather than pitching straight in with our own opinions.

I'm writing this newsletter just before doing a talk on tendering to a group of IBC members near Derby, and as I was preparing the talk it occurred to me that we sometimes draw too strong a distinction between public tenders and the buying process that goes on in the private sector. My experience has been that some large private companies run almost as complex and bureaucratic a process as major government departments. Equally, quite a lot of the public opportunities we publish are actually very small and involved little more than a letter and a short proposal.

The response to our fee survey this year has been fantastic, so thanks to all of you who participated or passed the survey on to your contacts. As well as our own database, the survey was sent out by a number of our partners, reaching well over 40,000 consultants and freelancers in total, making this the most comprehensive survey we've done.