Over three years, BC Construction Group replaced a reactive bidding strategy with a disciplined sales system. The result: booked sales tripled, the win rate doubled, and the pipeline grew six-fold.
Here’s how they did it.
The Challenges
- Pipeline legitimacy was in question: one business unit reported over $400M, but only a quarter was real
- Heavy reliance on three clients who were scaling down
- No sales system, leaving BD staff uncomfortable with outreach
- Low win rates from chasing bids as the fourth bidder
The Solution
- Required 6 to 8 program-building clients in the business plan
- Every conversation ends in a yes, no, clear future, or introduction
- Aligned CRM with the Sandler process, GO/NO GO process, and submission planning tools
- Mandated buy-in to the Sandler process: training, pre-call plans, up-front contracts, outreach scripts, cookbooks, and quarterly team sessions
The Results
A Pipeline Leadership Can Believe
Forecasting is now grounded in reality, so leaders can ask hard questions and plan with confidence.
From Chasing Bids to Being Chosen
BC Construction Group now attracts clients and is treated as a preferred partner, not just another bidder.
A System That Outlasts Leadership
Sandler is now a core process built into the culture, designed to keep working long after today’s leaders.
In Their Words
“Sandler by The Ruby Group gave us a real system, not a pep talk. Our win rate doubled, our pipeline grew six-fold, and clients now call us instead of the other way around.”
Adam Chafe, Executive Vice President, BC Construction Group, Inc.
Frequently Asked Questions
How did BC Construction Group triple its booked sales?
Over three years, BC Construction Group replaced a reactive bidding strategy with a disciplined sales system.
What challenges was BC Construction Group facing?
One business unit reported over $400M in pipeline, but only a quarter was real. The company relied heavily on three clients who were scaling down, had no sales system, and had low win rates from chasing bids as the fourth bidder.
What changes did BC Construction Group make?
They required 6 to 8 program-building clients in the business plan, made sure every conversation ends in a yes, no, clear future, or introduction, aligned their CRM with the Sandler process, GO/NO GO process, and submission planning tools, and mandated buy-in to the Sandler process.
What did mandated buy-in include?
Training, pre-call plans, up-front contracts, outreach scripts, cookbooks, and quarterly team sessions.
What results did BC Construction Group see?
Booked sales tripled, the win rate doubled, and the pipeline grew six-fold.
How long did it take?
Three years.
How did their relationship with clients change?
BC Construction Group now attracts clients and is treated as a preferred partner, not just another bidder. In Adam Chafe’s words, clients now call them instead of the other way around.
Is the system built to last?
Yes. Sandler is now a core process built into the culture, designed to keep working long after today’s leaders.
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