I direct the commercial pricingstrategy that wins high-stakesengineering business.

I started on the engineering side — product and process work at Reddiplex, designing passive fire protection products and taking cost out of the factory floor. That is still how I think about bids. A proposal is a design problem with a commercial deadline attached.

Moving to GE Vernova put me in front of customers, scoping bespoke upgrades for Royal Navy and allied fleets — £12.07M of it converted into orders, with my strongest year, £6.32M, the last one before I moved. Now at Framatome I run bids end to end across Rolls-Royce SMR and technical services: capture planning, gated approvals, finance and commercial alignment (pricing and cash flow), and RAID tracking through to submission.

What I am useful for is the join between the two. I can sit with the delivery engineers and understand what they are actually proposing, then sit with finance and defend why it costs what it costs. Most bid teams have one of those people or the other.

I tend to leave the process better than I found it. The pricing tools, proposal libraries and cost templates I have built at each role were not in any job description; they existed because doing the work twice showed me where the waste was.