Your project. Our experience.
Tenders keep asking us for proof that we have actually delivered things. Customer names. Countries. Quantities. Dates. Contracts. Sometimes they even want references that belong to our own company.
We find this unnecessarily rigid.
Our philosophy is broader. If one of our employees worked on a project at another company, we feel connected to it. If a distributor delivered something, we participated in the ecosystem. If a partner supplied the equipment, we know the partner. And if a competitor delivered it, well, we are in the same industry.
Why throw away perfectly good experience just because somebody else earned it?
WE CAN PROBABLY FIND
A CONNECTION TO IT. Ownership is mostly a documentation problem.
We don’t steal references. We adopt them.
Some companies waste years building a genuine track record one project at a time. They manufacture equipment, deliver it, commission it, support the customer and wait patiently until they have enough references to qualify for larger tenders.
We prefer acceleration.
If somebody on our team worked for the company that delivered the project, we can call it team experience. If our partner was involved, we can call it ecosystem experience. If we supplied one small part, the whole project suddenly feels surprisingly close to us.
And if nobody asks exactly what we did, there is really no need to burden the tender committee with unnecessary detail.
We simply make ownership less distracting.
Our track list grows faster than our deliveries
A normal track list is built from contracts, invoices, acceptance documents and actual deliveries. Ours is built from a richer mix of sources: memory, old presentations, former employers, partner projects, market knowledge and whatever else helps us reach the required number.
The beauty is that once a project enters the spreadsheet, it becomes corporate history. It gets copied into the next tender, then the next. After a few years nobody remembers where it came from, which is extremely convenient because repetition feels almost like verification.
THAN OUR ACCOUNTING RECORDS.
Qualification requirements are just targets
Sometimes a tender asks for ten comparable projects and we have seven. Some companies see that as a qualification problem.
We see three empty rows.
This is where our commercial team really adds value. We review corporate history, partner history, employee history and occasionally industry history until the number looks healthier.
After all, losing the tender because we lack experience would be terribly unfair when there is so much experience available elsewhere.
OURS: 7
BORROWED CONFIDENCE: 3 Qualification achieved.
Our references work best before verification
Track records become unnecessarily complicated when customers start calling reference contacts, checking legal entities, asking for delivery notes or comparing dates with contracts.
Suddenly the phrase “we delivered” produces tedious follow-up questions: Who signed the contract? Who manufactured the equipment? Which company issued the invoice? Did your company even exist at the time?
This is exactly why we prefer trust-based procurement.
with lack of trust.
If one of our references turns out to belong to somebody else, we can usually explain that there was a partnership, historical connection, employee relationship or misunderstanding.
There is always context.
Especially after somebody checks.
Sometimes the tender needs a little help from us
A tender form is supposed to describe reality. We prefer a more collaborative relationship where reality provides the raw material and we improve the presentation.
Quantities can become cleaner. Roles can become broader. A distributor becomes “supplier”. Participation becomes “delivery”. Somebody else’s project becomes “our experience”.
We are not changing history.
We are making history more competitive.
SOMETIMES WE MANUFACTURE
EXPERIENCE TOO.
Frequently
Verified Questions
Did we actually deliver every project on our list?
“Deliver” is such a narrow word. We prefer “were connected to”.
Sometimes through a partner. Sometimes through an employee. Sometimes through the industry.
What if the customer calls the reference?
Then the project enters the clarification phase.
This is why we value customers who respect confidentiality.
Isn’t claiming somebody else’s delivery dishonest?
Only if you insist on a very traditional interpretation of words like “ours”, “delivered” and “true”.
We prefer commercial flexibility.
Building a genuine track record takes years. You have to win projects, manufacture equipment, survive delivery, support customers and slowly accumulate references one contract at a time.
We found a faster way.
We use our projects, partner projects, old projects, employee projects and any other project that becomes useful when the tender spreadsheet starts looking empty.
The important thing is not necessarily who did the work.
The important thing is whether the row helps us qualify.
WE NEED A BETTER SPREADSHEET.