R
ROWDEN
Bristol, UK

Capture Reference

Operating model, structure, and module direction

Reference
Objective

Capture Platform Direction

The platform is built around defence and public-sector programmes: shape opportunities before procurement, qualify them rigorously, coordinate stakeholders and partners, build the evidence base, govern bid decisions, and improve win quality over time.

Open platform glossary Open procurement route library
Conceptual Shift

From Deal Tracking to Programme Capture

Pipeline Tracking

  • Accounts, contacts, opportunities, and forecast.
  • Pipeline inspection after demand already exists.
  • Seller-led updates with limited programme context.
  • Weak support for pre-procurement shaping and bid readiness.

Rowden Capture Platform

  • Programmes, stakeholders, capability gaps, funding, procurement routes, partners, evidence, and win strategy.
  • Decision support before procurement, not just stage reporting after it.
  • Governed capture workflows across leadership, capture, sales, delivery, and partners.
  • Structured around winnable, deliverable programmes rather than passive reporting.
Decision Model

The Platform Must Answer These Questions

1. Can we win?

2. Is it worth winning?

3. Can we deliver?

4. What must happen before procurement?

5. Who owns the decision?

6. What evidence must we create?

Operating Model

Core Structure

Programme Workspace

A single opportunity record for programme context, commercial value, stage, ownership, forecast, strategic fit, and delivery impact.

Decision Engine

Qualification scores, bid or no-bid governance, delivery confidence, and stage progression based on evidence rather than optimism.

Influence Network

Stakeholder mapping, partner ecosystem visibility, competitor posture, and relationship ownership across the pursuit.

Execution Layer

Capture plans, evidence milestones, procurement intelligence, risk control, and drafting support that move the programme forward.

Platform Specification v2

Core Product Modules

01

Opportunity Workspace

The master record should capture opportunity name, customer, organisation, programme, estimated value, contract length, country, domain, status, probability of win, capture score, strategic score, revenue forecast, gross margin, resource impact, and strategic alignment.

Defence National Security Emergency Services Critical Infrastructure
02

Capture Qualification

The core qualification lenses are Can We Win? and Is It Worth Winning?

  • Win scoring: capability fit, relationship strength, incumbent advantage, competitive position, stakeholder access, partner strength, technical readiness.
  • Value scoring: expected revenue, margin, delivery complexity, strategic relevance, reference value, export potential, follow-on potential.
  • Calculated outputs: overall win score and total opportunity value.
03

Stakeholder Mapping

The platform should model the human decision environment, not just company records.

  • Categories: executive sponsor, capability sponsor, users, procurement, commercial, funding, technical, security, programme, operational, prime, partner, political.
  • Record fields: influence, support, engagement frequency, last contact, relationship owner, concerns, success criteria, notes.
  • Views: supporters, neutrals, opponents, decision makers, influencers, users, and relationship graphing.
04

Defence Opportunity Model

Every pursuit should be anchored to an operational problem and a capability gap, not just a procurement notice.

  • Mission problem, capability gap, and required operational outcome.
  • Capability mapping across edge compute, AI, data fusion, communications, signal processing, orchestration, and mission systems.
  • Fit score, Rowden differentiators, competitor strengths, and competitor weaknesses.
05

Procurement Intelligence

  • Funding status from concept through approved and in procurement.
  • Route options: direct, framework, prime contractor, innovation route, DSP, NATO, and export.
  • Key dates: expected RFI, ITT, award, delivery.
  • Programme phases: research, experimentation, trial, MVP, deployment, scale.
06

Capture Activities

A built-in capture plan should track task, owner, due date, priority, and status.

User Discovery Competitor Analysis Partner Selection Demo Planning Concept Paper Technical Workshop Security Review Bid Strategy
07

Evidence Generation

The system should explicitly track what proof must exist before a bid becomes credible.

  • Operational trial, user feedback, technical demonstration, exercise participation, reference customer, security accreditation, performance benchmark, cost model.
  • Status model: not started, in progress, complete.
08

Partner Ecosystem

  • Partner name, capability, relationship status, contract status, strength score, and partner role.
  • Roles: prime, subcontractor, technology partner, academic, government.
  • Visual ecosystem mapping for route-to-market coverage and gaps.
09

Competitive Intelligence

  • Competitor strengths, weaknesses, known position, known relationships, incumbent status, win probability, and threat rating.
  • Support both major primes and SME challengers in the same pursuit picture.
10

Governance

  • Bid or no-bid board with review date and decision state: approved, rejected, conditional.
  • Decision criteria: can we win, is it worth winning, can we deliver, strategic fit, partner coverage, evidence available, funding confirmed.
11

Capture Dashboard

  • Pipeline value, stage mix, win rate, capture health, partner coverage, stakeholder coverage, funding status, upcoming procurements.
  • Programmes by domain, no-bid analysis, competitive threats, and top strategic opportunities.
12

Capture Drafting Support

  • Draft capture plans, stakeholder strategies, competitive analysis, bid themes, executive briefings, partner strategy, risk assessments, and win strategies.
  • Prepare meeting briefs, programme summaries, and supporting analysis across adjacent initiatives.
13

Risk Register

  • Track risk, category, probability, impact, mitigation, owner, and status.
  • Model funding, procurement delay, partner, technical, security, competitive, resource, political, and export-control risk.
Product Direction

How The Current Project Should Evolve

Phase 1

Unify the Data Model

Converge the current deal-centric tools into a programme-centric workspace so scoring, stakeholders, partners, procurement, and risks live on the same record.

Build first: opportunity workspace, domain taxonomy, stage model, commercial fields, stakeholder and partner entities.
Phase 2

Strengthen Decision Quality

Promote the capture assessment, TAS, go or no-go, and APMP-style logic into a shared qualification and governance engine rather than isolated assessments.

Build next: calculated win score, worth-winning score, bid governance, dashboard rollups, executive review packs.
Phase 3

Run Active Capture Work

Combine plans, evidence, procurement timing, partner orchestration, and competitive posture on the live programme record.

Build next: activity tracking, evidence register, procurement intelligence timeline, competitor records, risk management.
Current Project Fit

What Already Exists And What It Becomes

Existing Assets In This Project

  • Deal hub and dashboard.
  • Capture assessment, TAS, APMP, challenger, blue sheet, and go or no-go assessments.
  • Stakeholder map and partner hub.
  • Account growth and close-plan views.

Target End State

  • Those modules become one capture workflow rather than separate tools.
  • The central object changes from deal tracking to programme capture readiness.
  • Leadership sees a governed capture portfolio, not a loose collection of scoring pages.
Strategic Summary

Concise Positioning

This project is built around programme shaping, qualification, partner control, procurement timing, and bid discipline. The central record is the programme itself: stakeholders, capability gaps, funding routes, partner coverage, evidence, and win strategy.

The standard for the platform is straightforward: help teams answer whether the programme is worth pursuing, how it will be won, who matters, what proof is missing, and what must happen before procurement hardens.
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