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go.sandler.com/neuberger/
go.sandler.com/neuberger/
The Contrarian Contractor Evaluation
Market & Account-Based Understanding Self-Assessment
1. How well do you understand the needs and challenges of building owners and developers in your market?
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1 - No clear understanding
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10 - Deep, evidence-backed understanding
2. How current is your knowledge of economic conditions impacting commercial construction?
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1 - Outdated or vague
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10 - Up-to-date and well-informed
3. How aware are you of political, regulatory, or global trends affecting your market?
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1 - Not aware
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10 - Highly aware and tracking closely
4. How well do you stay updated on relevant industry news affecting your clients?
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1 - Rarely check news or rely on hearsay
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10 - Actively track and apply relevant updates impacting your client base
5. How strong is your understanding of how commercial construction clients make buying decisions—including factors beyond price such as risk, timelines, partnerships, and project complexity?
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1 - Limited to price sensitivity
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10 - Deep understanding of all decision drivers and stakeholder influences
6. How familiar are you with recurring pain points of your ideal customers, categorized by role/title and responsibility?
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1 - Generic assumptions
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10 - Specific, role-based insights validated through client conversations
7. How well do you understand the sales cycle for the specific types of commercial construction projects you pursue (e.g., service, retrofit, ground-up, TI)?
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1 - No structured insight
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10 - Detailed stage-by-stage understanding tailored to your project types
8. How strong are your industry relationships and your ability to build new ones?
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1 - Limited or superficial
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10 - Deep, ongoing relationships and a proactive approach to expanding your network
9. How effectively do you use tools (CRM, pipeline trackers, project databases) to support your sales process?
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1 - Rarely use tools
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10 - Tools are fully embedded in your workflow
10. How clearly defined is your target market within commercial construction?
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1 - Broad and inconsistent
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10 - Narrowly defined and well-documented
Get Results
Opportunity Identification Self-Assessment
1. Are you regularly involved early—before the bid request—learning about your ideal clients and upcoming projects?
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1 = Only hear about jobs once they go out to bid
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10 = Routinely aware of opportunities early through proactive outreach and relationship-building
2. Are you actively evaluating constructability, value engineering options, and scope alignment with clients before pricing?
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1 = Never part of early technical conversations
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10 = Regularly engaged in early planning and value contribution
3. Do you have a formal, repeatable process in place for qualifying projects?
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1 = No structured process; gut feel or reactive
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10 = Documented, consistent, and applied before any major pursuit effort
4. Are you providing insights that build trust and influence specs or priorities early in the process?
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1 = Mostly responding to fixed scopes and specs
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10 = Frequently help shape how the client frames the project
5. Are you helping clients discover how you uniquely solve their key challenges and quantify ROI through questioning?
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1 = Still pitching too early or generically
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10 = Known for helping clients see the value of working with you—on their terms
6. Do you consciously avoid taking on projects that stretch your capacity or capabilities?
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1 = Frequently say yes to bad fits
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10 = Deliberately say no to projects that aren’t right—even when tempting
7. Before committing, are you asking tough questions about expectations, timelines, profitability, and competitive positioning?
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1 = Avoid hard conversations to stay “in the mix”
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10 = Always qualify rigorously before moving forward
8. Do you know the key decision-makers and influencers before investing significant time or resources?
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1 = Often unclear who the actual decision makers are
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10 = Always map out the full buying structure before engaging deeply
9. Are you able to develop champions who want you to win and guide you through the internal process?
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1 = Rarely have inside support
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10 = Have strong internal allies on most qualified pursuits
10. Are you regularly engaged prior to preconstruction with an agreement for last look if the project goes to bid?
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1 = Brought in cold with no leverage
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10 = Routinely get last-look or negotiated positioning before bids go out
11. Are you clearly defining and scheduling next-step outcomes at each phase of the qualification process?
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1 = Often leave meetings with no clear next step
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10 = Every interaction ends with an agreed-upon action or decision
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Teaming & Collaboration Self-Assessment
1. How well would you say your internal teams (estimating, project management, field operations, business development) collaborate throughout the pursuit and delivery process?
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1 = Siloed work; limited coordination; frequent breakdowns
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10 = Seamless internal communication from pursuit through closeout; shared ownership of project outcomes
2. Are your project managers, field leaders, estimators, and business developers aligned on your company’s strategic priorities? If asked, would they name the same 1–2 top priorities?
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1 = Different roles have conflicting priorities; lack shared business direction
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10 = Everyone knows and operates toward the same strategic goals
3. Do you intentionally invest in developing leadership, collaboration, and communication skills at all levels?
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1 = Leadership development happens ad-hoc or not at all
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10 = Regular, ongoing investment in leadership development across roles
4. Are your subcontractors, suppliers, and partners chosen primarily for alignment with your standards, reliability, and long-term fit — not just price?
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1 = Price is the dominant factor in partner selection
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10 = Values, performance history, and partnership fit heavily influence partner selection
5. How proactively does your organization collaborate with owners, architects, engineers, and design partners to shape projects early?
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1 = We’re typically reacting to completed designs and scopes
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10 = We actively collaborate upstream, providing input on constructability, value engineering, and scope decisions
6. Do you foster long-term relationships with owners, engineers, subs, and suppliers — or are your relationships mostly transactional?
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1 = Most relationships are project-by-project, based on short-term need
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10 = Long-term partnerships are nurtured across multiple projects with repeat work
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Qualification Self-Assessment
1. Do you have a formal, repeatable process in place for qualifying projects before dedicating time and estimating resources?
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1 = We rely mostly on gut feel or react to incoming bid invites; no formal criteria or review process
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10 = Every opportunity is run through a documented qualification process before moving forward
2. Do you consciously avoid taking on projects that stretch your resources or capabilities beyond reasonable limits?
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1 = We often chase any project that fits revenue targets, even if it strains people, schedule, or competencies
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10 = We consistently walk away from projects where we lack capacity, capability, or strategic fit
3. Before committing to a project, are you regularly having direct conversations about client expectations, timelines, decision process, and profitability?
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1 = We avoid uncomfortable topics early, hoping to stay “in the mix”
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10 = We address these issues openly and directly upfront before major time or resource investments
4. Do you know and engage with the true decision-makers and influencers before committing significant estimating or preconstruction resources?
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1 = We often submit pricing without knowing who controls the final decision
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10 = We map out the buying structure early and engage key players before fully engaging
5. Is your estimating team overburdened with unqualified or low-probability opportunities?
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1 = Our estimating department is regularly overwhelmed pricing jobs we have little chance of winning
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10 = Our estimators work primarily on well-qualified, high-probability opportunities with strong fit and realistic expectations
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Differentiated Solution Self-Assessment
1. Are you taking the time to uncover and fully understand your client’s unique challenges, risks, and priorities before developing a proposed solution?
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1 - We often respond to bid specs or plans without fully understanding client-specific drivers, risks, or concerns
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10 - We proactively engage clients in discovery discussions that surface project-specific challenges, risks, and desired outcomes before proposing any solution
2. Do you only present highly tailored solutions that directly address your client’s specific priorities, risks, or operational needs?
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1 - We generally present standard solutions that match plans/specs but may not address client-specific goals
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10 - Our proposals demonstrate how we are uniquely addressing specific client concerns, risks, schedule priorities, or operational constraints
3. Do you usually win projects based on the value your solution brings rather than being the lowest price?
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1 - We frequently compete on price alone and feel pressure to “buy jobs” to stay busy
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10 - We are consistently selected for our ability to mitigate client risk, provide superior value, or create cost certainty even if we are not the lowest number
4. Do you provide clients with multiple customized options, allowing them to choose the solution that best fits their needs, timeline, and budget?
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1 - We typically present one solution with little flexibility, which forces a simple yes/no decision
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10 - We regularly present multiple solution paths (scope alternatives, phasing options, VE considerations) that give the client flexibility and control
5. Do you integrate solution development into your preconstruction, estimating, or sales process early to build differentiation before pricing is locked in?
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1 - Solution discussions happen late or after pricing; minimal ability to influence scope or design
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10 - We engage upstream during planning, preconstruction, or conceptual design to introduce differentiated solutions that shape project direction early
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Proposing & Advancement Self-Assessment
1. Are you treating the proposal as an ongoing dialogue with the client rather than simply submitting a completed document?
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1 - We often submit proposals or pricing packages and wait for client feedback
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10 - We actively review proposals with clients, gather feedback, and refine based on real-time conversations to advance decisions
2. Do you always set the next scheduled conversation before leaving a current meeting or call?
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1 - We often leave meetings without clear follow-up dates or scheduled discussions
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10 - Every meeting ends with a clearly scheduled next step to maintain momentum and accountability
3. Do you follow up with purpose — offering additional insights, addressing concerns, or helping the client advance decision-making — rather than just “checking in”?
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1 - Follow-ups are infrequent or consist of simple check-ins (“Just touching base”)
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10 - Every follow-up includes meaningful updates, new insights, or proactive issue resolution that moves the deal forward
4. Are you proactively clarifying decision-making steps, people involved, and timelines with the client throughout the proposal phase?
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1 - We often operate with vague or incomplete information about the client’s internal decision process
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10 - We consistently clarify who is involved, what steps are left, what concerns exist, and when decisions will be made
5. How effective are you at identifying and addressing objections, concerns, or hesitation during the proposal phase?
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1 - Objections often surface late or after decisions are made, when they are harder to resolve
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10 - We proactively uncover concerns early, address them openly, and reduce perceived client risk before decisions are made
6. During proposal advancement, are you proactively confirming your positioning, last look, or negotiated advantage before final pricing is submitted?
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1 - We often assume we’re well-positioned but fail to reconfirm or formalize it
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10 - We intentionally reconfirm our negotiated positioning or last look before final numbers are submitted to avoid late-stage surprises
7. Are you proactively discussing how successful delivery of this project could position you as a preferred contractor for future negotiated work?
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1 - We rarely discuss future opportunities during proposal conversations
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10 - We proactively align with the client on how delivering this project successfully can establish us as a preferred partner for future negotiated work
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Account Management & Expansion Self-Assessment
1. Do you maintain regular contact with clients after completing a project?
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1 - We rarely follow up after project closeout unless there’s an issue
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10 - We maintain consistent, proactive contact post-project to strengthen relationships, identify future needs, and reinforce trust
2. How often do you conduct scheduled value reviews with clients to review project performance, lessons learned, and identify future opportunities?
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1 - Value reviews are rarely scheduled or conducted; we finish the job and move on
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10 - We schedule formal post-project or mid-year value reviews to stay engaged, gather feedback, and surface new work opportunities
3. Are you focused on building long-term trust and loyalty with your clients rather than treating each project as a one-time transaction?
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1 - Most projects are handled transactionally; repeat business is incidental, not intentional
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10 - We intentionally foster long-term loyalty, becoming trusted partners clients return to regularly
4. How often do clients return to you for future projects?
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1 - Very few clients hire us for multiple projects
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10 - A large percentage of clients hire us repeatedly, and we are often considered their contractor of choice
5. Are you proactively offering additional services or solutions based on evolving client needs?
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1 - We only discuss additional services if the client initiates the conversation
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10 - We regularly present new ideas, solutions, and offerings based on ongoing client needs, projects, and challenges
6. How often do you ask satisfied clients to introduce you to others in their professional network?
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1 - We rarely ask for introductions or referrals
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10 - We consistently request introductions to other owners, developers, design teams, or contractors in our clients’ networks
7. How actively are you using your current client base to help open doors to new relationships, sectors, or geographies?
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1 - We do little to no client-driven market expansion
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10 - We actively leverage client relationships to gain warm introductions into new accounts, markets, or sectors
8. During initial pursuit or project kickoff, do you establish clear performance standards that, if met, position you for future negotiated work or exclusive opportunities?
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1 - We rarely define performance expectations tied to earning future projects
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10 - We proactively align with clients upfront on the criteria that, if met, would justify re-award without competition
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Contrarian Contractor Readiness
1. Am I ready to build my business around creating value — not chasing bids — and target clients who want long-term partners instead of low-price vendors?
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1 - I believe price competition is reality. Staying in price-driven bidding feels safer, even though I know it keeps me in thin margins, stress, and constant competition.
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10 - I fully believe in winning on value, fit, and long-term partnerships — and I’m ready to leave price competition behind.
2. Am I ready to proactively engage clients earlier, influencing projects before scopes are locked in?
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1 - We wait for bids to come out. Early involvement feels risky or unrealistic, even though I know waiting keeps me reactive and commoditized.
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10 - I’m fully committed to engaging early and leading scope, budget, and design conversations.
3. Am I ready to rigorously qualify opportunities — even if it means walking away from work?
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1 - We chase most opportunities. Saying no feels like lost revenue, even though I know bad-fit work drains time, resources, and margin.
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10 - I’m fully committed to strict qualification and walking away from anything that’s not a fit.
4. Am I ready to lead client discovery and create tailored solutions, not just respond to scopes?
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1 - We price what’s handed to us because it’s faster and familiar, even though I know it keeps us undifferentiated.
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10 - I’m fully committed to building client-specific solutions that reduce risk, add value, and drive long-term loyalty.
5. Am I ready to stay engaged with clients after projects end to drive repeatable, long-term growth?
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1 - We finish jobs and move on, even though I know I’m leaving revenue and growth on the table.
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10 - I’m fully committed to structured client management, value reviews, and account expansion.
6. Am I ready to develop my people to sell consultatively, build trust, and lead client conversations?
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1 - We focus only on technical skills. Sales and advisory skills feel secondary, even though I know this limits our growth and keeps me personally involved in every deal.
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10 - I’m fully committed to building a team that can sell, lead, and grow without me driving every deal.
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