From Submission to Success: How Lessons Learned Drive Better Proposals

Ashley (Kayes) Floro, CPP APMP • March 30, 2026

When was the last time your team truly examined why you won—or lost—a proposal? Every submission your team makes, win or lose, contains a roadmap for doing better next time. Yet many organizations treat each proposal as a standalone event, moving quickly from one bid to the next without pausing to reflect on what worked, what didn't, and why. This is a costly mistake. A structured lessons learned program, built into every stage of the business development lifecycle, is one of the most powerful tools a company can use to sharpen its competitive edge.


Conducting Lessons Learned


Conducting lessons learned after each proposal submission is a critical part of the business development lifecycle. It helps companies understand where they are excelling and where they need to improve. To ensure the experience is fresh in everyone's mind, each member of the proposal team should document their impressions — both positive and negative — within the first week after submission. Sample questions to consider include:


  • Was the proposal development schedule reasonable and realistic? Why or why not?
  • Were there any bottlenecks or major issues? If so, what were they, and how could they be mitigated in the future?
  • Did the team work well together? If not, how could team dynamics have been improved?
  • How effective was communication among the team? What went well? What could have been improved?
  • Did any unexpected problems occur during proposal development? If so, how could they be mitigated going forward?
  • Did the team stay within its B&P budget? If not, what could have been done differently?
  • What worked best during the capture and proposal effort?
  • What areas require improvement?


A practical way to gather and analyze this feedback is to send a survey to each team member using an automated tool, which makes it easier to collate and compare responses.


After Action Report

Once the results are in, the Proposal Manager should review the feedback and prepare an After Action Report that details lessons learned and recommended next steps. This report should be shared with the full proposal team to ensure that insights are carried forward into future efforts.


Lessons Learned Session

Additionally, after contract award is announced, the team should conduct a formal Lessons Learned Session to document and discuss observations, findings, and conclusions — win or lose. By understanding where the team encountered roadblocks, and where the customer found gaps in the response, the team can address those issues and strengthen both the process and the final product on future efforts. Equally important: identify what the team is doing well and make sure those practices are preserved and repeated.


Analyzing Trends and Updating Standard Operating Procedures (SOPs)


Conducting lessons learned after each proposal is valuable, but the benefit compounds when you step back and look at the bigger picture. On an annual basis, review your After Action Reports and lessons learned debriefs as a body of work, and analyze them for recurring themes and patterns.


As the year wraps up, whether you follow a corporate fiscal year or the calendar year, ask yourself: What challenges keep surfacing? Where does the team consistently perform well? Sharing these trends with your team creates a culture of transparency and accountability, and helps focus improvement efforts where they matter most.


More importantly, translate those findings into action by updating your business development and proposal SOPs. If internal feedback shows the team is consistently scrambling during production, adjust your SOPs to launch the production process earlier. If customer debriefs repeatedly cite a lack of customer understanding, take a hard look at your capture process and strengthen your call plan execution. Continuously refining your processes in response to real data is one of the clearest paths to improved performance—and more wins.



Final Thoughts


Every organization in this industry wants to win more, and win rates are often cited as the headline measure of a business development organization's health. While they are a useful starting point, win rates alone don't tell the whole story. Too many variables influence any single outcome. What matters more is building the discipline to learn from every effort, regardless of the result.


A consistent lessons learned program, paired with annual trend analysis and a willingness to update your processes, creates a feedback loop that makes your team sharper over time. The companies that win consistently aren't just the ones with the best writers or the biggest budgets, they're the ones that treat every proposal, win or lose, as an opportunity to get better.

By Ashley (Kayes) Floro, CPP APMP March 25, 2026
Tight page limitations are continuing to be a challenge as contracting officers streamline their acquisition processes. When faced with tight page restrictions, we often find ourselves struggling with trimming five pages of material into two pages of allocated space. However, sometimes the content we are working with is so long because it is simply overly wordy. In this article, I present six tricks for eliminating waste. 1. Use Active Voice With active voice, the subject of the sentence comes first and performs the action in the sentence. Active voice is more straightforward and concise than passive voice. It typically results in shorter, sharper sentences. So not only does it take up less real estate, it flows better and is easier to understand. Passive: It was decided by the Program Manager to streamline the program. Active, Strong Verb: The Program Manager streamlined the program. 2. Eliminate Redundancies Remove redundancies that take up extra space and don’t add value. I present some examples below.
icons demonstrating how to write clearly
By Ashley (Kayes) Floro, CPP APMP March 23, 2026
In the world of proposal development, there’s a persistent misconception that longer writing signals deeper thinking. Teams sometimes feel pressure to fill pages, add more qualifiers, or expand explanations in hopes that additional words will make their message more persuasive. However, the opposite is often true. Clear writing is powerful because it makes it easy for the reader to understand, evaluate, and remember your message. The goal should be clarity, not volume. The most effective writers know that concise, direct language carries more impact than dense paragraphs and complicated phrasing. In this article, we present seven practical tips to help you write more clearly and effectively. 1. Break Up Long Sentences and Paragraphs Long sentences are one of the most common causes of unclear writing. When a sentence stretches beyond 25–30 words, it is easy for readers to lose track of the main point. Instead of packing multiple ideas into a single sentence, break them into shorter, focused statements. Each sentence should communicate one main idea. Example Less clear: Our team will implement a comprehensive data management framework designed to enhance reporting capabilities while also improving accessibility for users across multiple departments. Clearer: Our team will implement a comprehensive data management framework. This approach improves reporting and makes data more accessible across departments. Shorter sentences reduce cognitive load and help readers absorb information quickly. Similarly, large blocks of text can overwhelm readers. Each paragraph should focus on a single idea or topic. If a paragraph begins to cover multiple points, consider splitting it. Shorter paragraphs make it easier for readers to scan and process information. 2. Avoid Nominalizations Nominalizations occur when verbs are turned into nouns, often ending in -tion, -ment, or -ance. While they are sometimes necessary, they can make writing more abstract and wordier. Whenever possible, convert nominalizations back into strong verbs. Example Wordy: The implementation of the solution will result in the improvement of operational efficiency. Clearer: Implementing the solution will improve operational efficiency. Strong verbs make writing more direct and easier to understand. 3. Choose Strong, Specific Verbs Weak verbs like make, do, provide, conduct, or perform typically require additional words to explain what is happening. Strong verbs communicate action more clearly and concisely. Example Weak: Our team will conduct an analysis of system performance. Stronger: Our team will analyze system performance. Replacing weak verb phrases with precise verbs makes writing sharper and more confident. 4. Remove Unnecessary Words Many phrases in proposal writing add length without adding meaning. Words like very, really, quite, and in order to clutter your sentences. Look for opportunities to tighten phrasing. Examples In order to → To Due to the fact that → Because At this point in time → Now The goal isn’t to eliminate detail, it’s to eliminate filler. 5. Use Active Voice When Possible Active voice makes it clear who is responsible for an action and typically produces shorter sentences. Passive voice can be useful in certain situations, but overuse can make writing vague and indirect. Example Passive: The report will be completed by the team next week. Active: The team will complete the report next week. Active voice improves clarity and accountability. 6. Use Lists When Appropriate When presenting multiple related items—steps, benefits, features, or requirements—lists can improve readability. Lists allow readers to quickly understand key points without digging through dense paragraphs. They also highlight structure and make complex information easier to follow. Final Thoughts When readers can quickly understand your message, they are far more likely to absorb your ideas and act on them. Remember: strong writing isn’t measured by how many words you use. It’s measured by how clearly those words communicate your message.
color team review
By Ashley (Kayes) Floro, CPP APMP March 20, 2026
Everyone wants Artificial Intelligence (AI) to be the silver bullet that finally fixes the proposal process. Faster content, fewer late nights, no more staring at a blank page. And honestly? AI does help. But there's one thing it hasn't changed—and that most proposal professionals still don't want to hear: you still need color team reviews. Here's why that's still true, even in the age of AI. Procrastination doesn't care what tools you have According to the National Institutes of Health, up to 95% of adults procrastinate, and approximately 20–25% are chronic procrastinators. About 88% of the workforce procrastinates for at least one hour a day. AI makes content generation faster, but it doesn't make humans more disciplined. Writers will still wait until the last minute. They'll still generate a first draft and call it done. Established proposal methodologies—from APMP best practices to decades of hard-won industry experience—exist precisely to fight this tendency: daily stand-ups, interim deadlines, and structured reviews that force consistent progress rather than a last-minute scramble. The first draft is never the final draft — AI or not For decades, English teachers have required students to submit multiple drafts for exactly this reason. Writing is a process of thinking. Multiple iterations help writers clarify ideas, improve organization, and refine content based on feedback. AI can accelerate the drafting stage, but it can't replace the critical eye of a reviewer who understands your win strategy, knows the customer, and can spot a weak discriminator from across the room. Stakeholder surprises at submission are still catastrophic Here's what poor planning actually looks like in practice: you're ready to hit submit, and a key stakeholder wants something changed at the last minute. A seemingly small thing to them that requires hours of rework: checking cross-references, adjusting content across multiple volumes. Or worse, they reject the entire proposal and demand a full rewrite, with a deadline early the next day. AI doesn't prevent this. Only early, structured stakeholder engagement does. Color team reviews aren't just about catching bad writing. They're about building the buy-in you need before it's too late to act on it. The problems are old. The tools are new. The process still works AI has changed how fast we can produce a draft. It hasn't changed human nature, the need for iteration, or the cost of a stakeholder blindside at the finish line. These structured methodologies were built around enduring realities—and those realities haven't gone anywhere just because the drafting got faster. I get it: color team reviews suck. But proposals without them suck more.