Test the case to win
I challenge your pursuit strategy, win themes, value proposition and the assumptions underneath them, while your team can still act on the answer.
Complex tenders in energy and industrial markets
Strategic bid leadership for major tenders.
I help you land your live strategic tenders and equip your team with the AI-augmented workflows to scale win rates for tomorrow.
15+ years leading complex, international bids, in senior roles at
Choose the support your organisation needs.
01Bid AdvisorySparring Partner
Sharpen the bid that matters now.
An external sparring partner on a live, high-stakes pursuit. I challenge the strategy, pressure-test the win themes and scrutinise the evidence while there is still time to change any of it. Not a hand-off of the pen.
Discuss a live bid →02Bid Management practice transformationTransformation PartnerBuild the capability behind every bid.
Consulting support to diagnose, establish or transform your bid management practice, so the organisation stops depending on who happens to be available. The technical part is workflows, usable enterprise context and AI agents inside human controls. The part that decides whether it lasts is whether the people who carry your bids will trust it, use it and own it. I work on both, and I am qualified to.
Discuss your bid practice →Strategic bid advisory
The decisions that settle your pursuit get made early, by people who are already too busy.
By the time your complex tender reaches drafting, most of the result is fixed. Who the client actually is. Where your team can genuinely pull ahead and where it only needs to clear the bar. What evidence will survive a sceptical evaluator. Those calls need experienced challenge at the point they are being made, not a review after your response has hardened around them.
I bring fifteen years of complex tender judgement to those decisions, from outside your reporting lines and without a stake in any internal argument.
Decide where the effort goes
Not every criterion deserves equal effort. I help you work out where your team can genuinely differentiate, where it only needs to comply, and where the evidence is thinner than anyone has admitted.
Scrutinise before it is too late to change
I independently review your strategy, story and evidence at the gates that matter, Red Team included, timed so that a finding can still change the response rather than just record a concern.
If your bid genuinely needs a lead, let's talk.
About Yorik | MBA
Strategy, bid leadership and transformation grounded in delivery.
I am a bid strategist with more than fifteen years of experience, from estimator to Bid Director, including senior roles at bp and RWE. I have shaped and executed growth strategy, led international market entry and directed complex, multi-billion-pound bids across Europe. My career spans business development, commercial leadership and bid director roles across energy, industrial and construction markets.
Today, I bring that experience into strategic bids and bid management practice transformation. I combine executive challenge with hands-on delivery, agentic AI design and ICF-credentialled (ACC) executive coaching to turn ambition into a practice teams can use and sustain.
I translate senior leadership challenge into execution across strategic bids and the bid management practices behind them.
Lead major pursuits across offshore wind, nuclear, energy from waste, data centres, energy centres and hospital MEP.
Define and execute international market entries, establish offices, recruit teams and build delivery partnerships.
Establish and transform bid management practices, coach executives and support organisational adoption.
Design AI agents, orchestrate workflows, connect enterprise context and embed human controls.
What people I've worked with say
"Yorik is an exceptional leader who combines strategic thinking with a coaching mindset to foster psychological safety and high-performing teams. His commitment to leadership development and collaboration makes him a standout in any environment."
Jean-Baptiste CornefertManaging Director Trading, Enercity
"I had the pleasure to work with Yorik for a year and appreciated, beyond his professionalism, his constructive problem-solving approach and good strategic vision."
Cecile Ballantyne-JoveneHead of Strategy, Gas, Renewables & Power, TotalEnergies
Sector experience
Fifteen years across four types of complex asset.
I spent fifteen years leading bids across offshore wind, nuclear, power plant and industrial facility projects, in senior roles at bp, RWE and Bouygues. The technology changes with every sector; the judgement that wins a complex bid doesn't. That's what I bring to your next pursuit, and to the practice that produces it.
Offshore wind
Nuclear
Power plant
Industrial facilities
Bid management practice transformation
Winning complex tenders has become a coordination problem.
Most bid practices do not lack expertise. The challenge is that expertise is fragmented across people, documents, systems and past proposals. Every complex tender forces the team to reconnect it under pressure, while aligning specialists, proving compliance and shaping a compelling story.
The constraint is not capability. It is a manual process that fragments expertise, slows decisions and forces every bid to start again.
Senior time is lost to coordination
You spend valuable hours chasing inputs, checking status and resolving avoidable process friction, and none of it is the part of the bid only you can do.Every bid reconstructs previous knowledge
You search for answers your organisation already holds, because critical experience sits scattered across past bids, SharePoint folders and a handful of individual experts.Quality changes with availability
Your strongest responses depend on whichever experienced people happen to have time that week, and on knowledge they never wrote down.Growing volume demands growing headcount
Every new opportunity you pursue means stretching your team further or adding permanent headcount, because the process itself hasn't changed.
The constraint is not capability. It is a manual process that fragments expertise, slows decisions and forces every bid to start again.
Why now
Move your experts from administration to winning decisions, before the window closes.
AI agents are software that can plan a task, retrieve the right knowledge and carry out several steps with limited supervision, not another chat window for drafting text. In bid management, that makes them strong at preparation and coordination at scale, and weak at judgement under ambiguity, which is why they need governed knowledge and a person who decides.
This is not a smaller bid team doing the same work faster. Agents prepare, coordinate and learn. People direct, challenge, decide and approve.
Agents coordinate complexity. People apply judgement.
Building it well means three things: focus effort before the writing starts, reuse proven thinking instead of recreating it, and govern what agents can prepare before scaling further.
Agentic workflows are moving from experimentation into operational use, while most bid teams still use general AI tools one person at a time. The advantage is not adopting first. It is having more time to learn what works on your own tenders, with your own knowledge, before that becomes the baseline everyone is judged against.
The harder part is not technical. It is that the people holding the practice together today are the ones being asked to let go of parts of it, and the ones who will carry the blame if it goes wrong.
Every bid delivered the old way is another cycle of searching, chasing and lost learning. That is why the window to build this well is open now, and closing.
The Ignis MAP framework
Start with one important problem. Build from evidence.
You do not need to transform the whole practice at once. I help you make sense of where to start, translate between IT and the bid team, and coach the people who will carry it forward.
01
Map
Diagnose and prioritise
Understand the objective, workflow, knowledge, governance and adoption conditions. Select the use case with the strongest balance of value and feasibility.
A credible starting point02
Apply
Prove and adopt
Test one bounded workflow with approved material, human controls and meaningful measures. Combine practical training and coaching so the people responsible understand, trust and own the new approach.
Evidence and an adopted way of working03
Progress
Scale what works
Expand only when the evidence shows that the capability is useful, reliable and controlled. Add workflows, knowledge and agents without losing accountability.
A stronger bid management practiceWhere to start: use cases across the bid lifecycle
The right starting point depends on where your practice is losing time, consistency or decision quality. These are common entry points, not a fixed sequence.
- 01Business development
Monitor market and account signals, connect opportunities to strategic priorities and prepare early pursuit intelligence.
- 02Qualification and go/no-go
Assess strategic fit, delivery capacity, commercial exposure and available evidence through a consistent decision process.
- 03Bid strategy
Develop and challenge win themes, differentiators, value propositions, client insight and the choices that shape the pursuit.
- 04Proposal management
Structure requirements, response plans, responsibilities, dependencies, reviews and progress across the submission.
- 05Response development
Retrieve approved evidence and past knowledge, build response structures and support contributors without removing expert judgement.
- 06Assurance and learning
Support compliance checks, Red Team review, final readiness and the capture of lessons that strengthen the next bid.
Agents prepare and coordinate. People remain accountable, and always challenge, decide and approve.
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