Challenge:

SR Technics had no unified process for responding to large RFPs across its 3 Business Units (Engines, Airframe, Logistics). Proposals were developed in silos, submitted in inconsistent formats, and lacked a consolidated financial view. This fragmented approach made it difficult to compete for long-term, high-value airline contracts and introduced major errors into financial models — including flawed NPV calculations.

What I led:

As Head of Commercial Operations, I led the end-to-end redesign of the bid process for multi-BU proposals, acting as bid lead on major tenders and coordinating across all commercial, finance, and operational teams.

What I delivered:

• Standardized RFP response process across 3 business units

• Built unified financial templates with correct discounted cash flow modeling

• Centralized ownership of major proposals to ensure timely delivery

• Established executive-level validation workflows with the CFO, VP Sales, and Head of Operations

• Introduced pre-bid planning discipline and pricing flexibility in negotiations

Business Results:

✅ 40% increase in win rate on major RFPs

✅ Two 10-year contracts secured with Finnair and SpiceJet ($1B total value)

✅ Faster proposal delivery and improved cross-unit alignment

✅ Accurate profitability tracking and stronger executive confidence