Pricing
Pricing here is a conversation, not a price list. Twenty minutes about your team and your scope, and we send back a quote that fits.
Most pricing conversations start at “what does it cost.” The better question is what the existing way of working is already costing the firm. Three places that cost shows up.
The team finds a high-fit bid in the second week of an eight-week submission window. The pricing is rushed. The methodology gets recycled from something close enough. The partner choice is a gut call rather than a deliberate one. The firm bids it because it would be a great win, then wonders why the win never comes.
A senior estimator spends Tuesday and Wednesday reading a 1200-page tender. They are needed in pricing review on Wednesday afternoon and they show up half-prepared. The firm runs on what its most expensive people can read in the time they have. That is not a software problem to solve later. It is the firm’s default operating mode.
Every methodology gets written fresh. Every risk register rebuilt. Every comparison to past projects done from someone remembering rather than from a system that knows. The firm gets older without getting smarter. Whatever pricing Arched puts in a quote is being weighed against this, every day, whether anyone names it.
Three independent thresholds. Crossing any one of them puts the engagement well into profit for a typical firm. Most cross all three inside ninety days.
Catching one additional matched tender per quarter that the team would otherwise have missed. At typical infrastructure contract values, the platform pays for itself many times over on that single win.
Four hours per BD team member, recaptured from portal monitoring, document reading, and qualification work. Across a typical BD team that is over a thousand senior-rate hours returned to higher-leverage work over a year.
Moving the bid-to-win ratio from three percent to six percent on the tenders you pursue. Typical in the first ninety days. Two or three additional wins per year, and the platform cost is a rounding error against any one of them.
We model this specifically on the scoping call. Your average contract value, your category mix, and your current win rate decide where the math actually lands for you.
Twenty minutes. We learn about your team, the sources you care about, and the shape of the integration. We come back with a quote and a plan that fits.
Talk to our teamNo commitment. No pressure.