How it all began ?
It was 7:00 AM on a regular Tuesday morning when my phone rang. Arshad was on the other end.
“Get ready for another big RFP,” he said.
Still groggy, I replied, “Bhai, good morning. What’s happening?”
He laughed and said, “We might have to slog for a few more days to make this one a big win.”
I held the phone tightly against my right ear while my left hand was busy gripping my dog’s leash. My loyal companion, unaware of the brewing work storm, was hopping excitedly, wondering why I hadn’t opened the gate for his morning walk.
Arshad suggested we catch up later at 9:30 or 10:00 once he reached the office. As I disconnected the call and started the walk, my mind was already racing, envisioning how this RFP could be shaped.
This was how the story of our 2nd PCE implementation began.
Reflecting on the Past
The timing was fortuitous. Just before this RFP, we had worked on a similar PCE implementation for a PSU in India. I couldn’t help but think about what we could improve from that experience. As I walked back home, I realized that winning bids wasn’t just about technology; it was about addressing broader aspects of enterprise integration.
A vivid mental picture formed: identifying potential customers—some of the largest banks in India, even among the biggest in the world. My analytical mind reminded me that no matter how big the bank, the fundamentals had to be precise and accurate. After all, every grand structure is built brick by brick.
I recall a previous bid where Arshad rallied his A-team with remarkable precision and expertise. Leveraging their collective skills and experience, we managed to craft and finalize the RFP response in a record-breaking four days, successfully completing the submission ahead of time.
Morning Conversations and Priorities
After dropping my son at school, he complained about his college, lamenting how their teaching emphasized quantity over quality. His frustration stuck with me—it was a reminder to focus on the finer details that truly matter.
At 10:00, we joined a virtual meeting with our Middleware OEM team to discuss the RFP. The meeting started with a debate about who knew more and who was better prepared. Ten to twelve participants were on the call, but only a few turned on their cameras. It was “kaam ki baat” (straight to business), as always.
Someone asked if we had reviewed the 280+ page RFP and prepared questions for the client. I double-checked my emails, chuckling with Arshad later about how little time we had to prepare.
The Role of Teamwork and Strategic Decisions
A colleague in the UK suggested using GPT for activities like these. While intriguing, I was hesitant. Confidentiality clauses and the inability of AI to grasp nuanced context made it unsuitable for this task. So, I divided the document into manageable sections and called for an internal meeting.
From our experience with a similar bid, we knew the importance of a clear strategy. We identified three key priorities:
- RFP Response Activities
- Operational Challenge Analysis
- Technical, Commercial, and Legal Challenges
This time, we decided to bring in a professional bid manager. It was a game-changing decision that shaped our journey.
The War Room Updates
We initiated the “War Room” sessions at the OEM’s office. Planning these sessions involved prioritizing tasks, assigning responsibilities, and ensuring alignment across teams. Arshad and I traveled to Mumbai to oversee the preparations. Mumbai’s infamous traffic added to our adventure, with long commutes between the hotel and the OEM’s office.
At the OEM’s office, we hit a minor hiccup—left waiting in the lobby with nothing but a bowl of candy and some chewing gum to keep us company. As the minutes dragged on, the silence from the reception desk only added to our frustration. We had hoped for a more proactive reception, but no one came to speak to us or acknowledge our presence. Thankfully, once we finally connected with the right people, their warm welcome and engaging conversation helped dissipate the initial irritation.
Commitment Beyond Comfort
The next day, Arshad and I walked through the Mumbai T1 terminal’s parking lot, discussing our next steps. It was Deepavali, and it also happened to be Arshad’s wedding day. Despite personal commitments, he managed everything with remarkable composure and dedication. Our shared sense of purpose kept us focused.
The War Room sessions proved invaluable, leading to critical technical decisions and detailed planning. This laid the foundation for the success of our RFP response, and the rest of the story is equally fascinating—stay tuned for Part 2.
