Winning Tenders is about working smarter under pressure

Tender professionals operate in one of the most demanding environments there is: tight deadlines, high stakes, and constant pressure to perform. Add rapid digitalisation and AI into the mix, and it’s no surprise the field is changing fast.  

In the latest episode of Tender Tech Talks, we spoke with Wouter, a seasoned tender specialist with decades of experience across public and private tenders. From qualification and stress management to the real value of AI beyond writing, he shares a grounded, no-nonsense perspective on how tender teams can stay competitive without burning out.

From paper mountains to professionalised tenders

When Wouter first entered the world of European tenders, the process looked very different. “Back then, tenders were literally phonebook-sized documents,” he recalls. “You’d print everything, explain it on the work floor, and carry boxes of paper around.” Since then, both sides of the market have professionalised significantly. Procurement teams have sharpened their requirements, and bidding organisations have become more structured and strategic in their responses.  

Concepts like market consultations, proof-of-capability tests and structured evaluation criteria are now standard practice. This professionalisation raised the bar for everyone. Submitting a tender is no longer just about compliance; it’s about demonstrating maturity, reliability and strategic fit — all within increasingly tight timeframes.

AI is changing the game, but not in the way most people think

Much of the AI conversation in tenders revolves around writing. But according to Wouter, that’s only a small part of the story. “Everyone gets excited about text generation,” he says, “while the real gains are often in everything around the writing.” Planning, coordination, and repetitive project tasks consume enormous amounts of time.  

These are exactly the kinds of activities AI can support today — freeing up human capacity for the work that really matters. “AI shouldn’t replace judgement,” Wouter explains. “It should remove friction. The competitive edge doesn’t come from producing more words faster, but from using time and attention more intelligently.”

Competitive advantage depends on adoption, not perfection

One thing is clear: opting out of AI is not a neutral choice. “If you don’t adopt these tools, others will,” Wouter states. “And they’ll work faster, more efficiently, and eventually better. That doesn’t mean everyone needs to be an early adopter. I actually prefer the term early follower: learn from others, experiment responsibly, and make sure you understand what the technology is doing.  

AI should function like a tireless colleague: fast, organised and supportive, but only if you remain able to verify and challenge its output. Without sufficient domain knowledge, AI becomes risky. You have to recognise when an answer is too good to be true,” he warns. Verifiability and understanding remain essential, especially in high-stakes tender environments.

Hidden stress is one of the biggest risks in tender work

Beyond technology, Wouter highlights a less visible but critical issue: mental pressure. Research within the proposal management field shows that a significant share of professionals leave within five years, often due to sustained stress and unrealistic expectations. Deadlines, internal pressure, and unclear responsibilities can quietly accumulate. Many professionals hesitate to speak up, fearing it may harm their career prospects.  

“People don’t want to be seen as weak,” Wouter notes, “but that silence can be damaging. Managing stress starts with clarity: knowing what you are responsible for, what you can influence, and what you need to let go. Clear roles, transparent expectations and honest conversations, both internally and with clients, make pressure manageable rather than overwhelming.”

Better qualification means fewer wasted tenders

One of the most effective ways to reduce stress and increase success is better qualification. Submitting tenders on gut feeling alone is expensive and risky. “A single tender can easily cost tens of thousands of euros in effort,” Wouter explains. “Strong teams use structured qualification methods: objective criteria, scoring models and data-driven decisions.  

Is the sector strategic? Is the customer profitable? Do we have the capacity to deliver if we win? These questions matter more than personal relationships or optimistic assumptions. Over time, consistent qualification creates predictability. Teams learn which tenders they can realistically win and which ones they should consciously walk away from.”

Technology only works if the process is solid

“AI cannot fix broken processes. Garbage in, garbage out. Before automating anything, organisations need a clear, repeatable way of working. Breaking the tender process into defined steps such as qualification, team setup, planning, and execution creates a baseline. Once that baseline exists, technology can support and enhance it. Without it, AI only amplifies chaos. The goal isn’t rigidity, but predictability. When outcomes become consistent, teams can improve deliberately instead of firefighting continuously.”

What’s next?

Looking ahead, Wouter expects AI adoption in tenders to accelerate. Not just in content creation, but across planning, coordination and process support. At the same time, questions around ethics, data security and intellectual property will demand clearer answers. AI will increasingly act as a colleague rather than a tool, but only if humans stay firmly in control. Understanding, verification and responsibility remain non-negotiable.

Want to hear the full conversation and dive deeper into these insights? Follow our (Dutch) Tender Tech Talks on Spotify and stay up to date on how tender professionals are navigating change together.

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