proposal-writing

name	proposal-writing
version	0.1.0
description	Use this skill when writing proposals, responding to RFPs, drafting SOWs, or developing pricing strategies. Triggers on proposal writing, RFP response, statement of work, pricing strategy, win themes, executive summary, and any task requiring business proposal creation or optimization.
tags	["proposals","rfp","sow","pricing","win-themes","business-writing","strategy","performance","writing","grants"]
category	sales
recommended_skills	["sales-playbook","copywriting","competitive-analysis","pricing-strategy"]
platforms	["claude-code","gemini-cli","openai-codex"]
license	MIT
maintainers	[{"github":"maddhruv"}]

Key principles

1. Lead with their problem, not your solution - The first thing the evaluator reads must prove you understand their situation. Before a single word about your capabilities, reflect their pain, their constraints, and their desired outcome back to them. A proposal that opens with "We are a leading provider of..." loses immediately.

2. The executive summary is the whole proposal in miniature - Many decision-makers read only the executive summary. It must contain: the problem, your solution, the key differentiators, quantified value, and the call to action. Nothing else belongs in the executive summary. Treat it as a standalone document that can win the deal alone.

3. Quantify everything - Claims without numbers are noise. "We reduce costs" is forgettable. "Clients average 23% reduction in operational costs within 90 days" is memorable and verifiable. Every benefit claim needs a number, a timeframe, or a named reference. If you don't have the number yet, find it before submitting.

4. Tailor, don't template - Evaluators can smell a recycled proposal. Use the buyer's exact language from their RFP. Mirror their terminology, their priority order, their section structure. Customize every named example, case study, and metric to their industry. A proposal that reads like it was written for someone else is a proposal that loses.

5. Price to value, not cost - Pricing anchored to your internal cost signals commodity thinking. Price instead to the value the buyer receives - the problem solved, the risk removed, the revenue gained. Present pricing in a way that makes the investment obvious relative to the return, not relative to your delivery cost.

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Core concepts

Proposal structure

A winning proposal follows a buyer-centric arc:

1. Cover letter - One page. Personal, direct, references a specific insight about the buyer. Signed by a named executive.
2. Executive summary - 1-2 pages. Problem, solution, value, differentiators, call to action. Never a table of contents or a company history.
3. Understanding of requirements - Demonstrate you have read and internalized the RFP. Restate the buyer's goals in your own words, adding nuance they may not have articulated.
4. Technical / solution approach - How you will solve the problem. Organized by the buyer's priorities, not your delivery methodology.
5. Management approach - Team, governance, escalation, communication cadence.
6. Past performance / case studies - Proof that you have done this before for comparable clients. Each case study should mirror the buyer's situation.
7. Pricing - Transparent, tied to deliverables, easy to evaluate.
8. Appendices - Resumes, certifications, compliance matrices, supplementary data.

Win themes

Win themes are the 3-5 central messages that differentiate your proposal from every competitor. They are not generic strengths ("we are experienced"). They are specific, verifiable, and tuned to this buyer's stated and unstated priorities.

A good win theme follows this formula:

[Your discriminator] + [because] + [buyer benefit] + [proof]

Example: "Our pre-built integration layer cuts the buyer's go-live risk because all data migrations complete in under 72 hours - demonstrated in all 14 of our last implementations."

Every section of the proposal should reinforce at least one win theme. Win themes should appear in the executive summary, in section headers (as "ghosting"), and in the conclusion.

Compliance matrix

For formal RFPs, a compliance matrix maps every stated requirement to the section of your proposal that addresses it. It serves two purposes: it proves you read the entire RFP, and it makes the evaluator's scoring job easier. Use "Compliant," "Partially Compliant," or "Exception" for each row. Never leave a row blank.

Format:

RFP Section	Requirement	Compliance	Proposal Location
3.1.2	System uptime >= 99.9%	Compliant	Section 4, p. 12
3.2.1	SOC 2 Type II certification	Compliant	Appendix C

Pricing models

Model	Best for	Risk to seller	Risk to buyer
Fixed price	Well-scoped, low-change projects	Scope creep	Low
Time and materials	Exploratory, R&D, unclear scope	Overrun budget	High
Not-to-exceed (NTE)	T&M with a budget ceiling	Scope creep above ceiling	Medium
Retainer	Ongoing advisory or support	Underutilization	Overpaying
Value-based / outcome	SaaS, results-tied engagements	Delivering without payment	Low
Milestone-based	Long multi-phase projects	Cash flow gaps	Delivery risk

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Common tasks

Write an executive summary

Use this template structure (expand each section to 2-4 sentences):

[PROBLEM STATEMENT]
[Buyer name] faces [specific challenge] which is causing [quantified impact].
Without action, [consequence].

[PROPOSED SOLUTION]
[Your company] proposes [solution name], a [brief description] that [primary outcome].

[KEY DIFFERENTIATORS - 2-3 bullets]
- [Win theme 1 with proof]
- [Win theme 2 with proof]
- [Win theme 3 with proof]

[VALUE / ROI]
Based on [reference or assumption], [buyer name] can expect [specific measurable outcome]
within [timeframe], representing [ROI or value statement].

[CALL TO ACTION]
We are prepared to begin [next step] on [date]. [Named contact] is available at
[contact] to discuss any questions before [decision date].

Rules:

• Maximum 1 page for deals under $500K; 2 pages for larger engagements
• Never start with a sentence about your company's history or size
• Every claim must be backed by a number or a named customer
• End with a specific next step and a date

Respond to an RFP systematically

Follow this workflow:

1. Shred the RFP - Read it end-to-end. Highlight every explicit requirement, every evaluation criterion, and every implicit signal about what the buyer values.
2. Build the compliance matrix - List every requirement before writing a word.
3. Identify win themes - Based on evaluation criteria and your differentiators, choose 3-5 win themes. Write them in one sentence each.
4. Create the outline - Mirror the RFP's structure exactly unless instructions say otherwise.
5. Write section by section - Draft technical approach first (most complex), then past performance, then management, then executive summary last.
6. Ghost win themes - Review each section. Every section header and opening sentence should reinforce a win theme.
7. Red team review - Read it as the evaluator. Score yourself against the stated criteria. Fix any section below the threshold.
8. Final compliance check - Walk the compliance matrix. Confirm every row has a location in the proposal.

Draft a statement of work

A SOW defines what will be delivered, by when, at what cost, and what is out of scope. Vague SOWs cause disputes. Every clause should pass the "measurable and observable" test.

Required sections:

• Purpose and background - 1 paragraph. Why this work is being done.
• Scope of work - Bullet list of deliverables. Each deliverable must be a noun (a thing), not a verb (an activity).
• Out of scope - Explicit list of what is excluded. This is as important as scope.
• Deliverables and acceptance criteria - For each deliverable: format, deadline, and the objective criteria by which the buyer will accept or reject it.
• Timeline and milestones - Table of milestone, date, and deliverable.
• Roles and responsibilities - RACI or equivalent. Who does what.
• Assumptions - List every assumption embedded in the scope or price. Each assumption that proves false is a change order.
• Change management - How scope changes are requested, estimated, and approved.
• Payment terms - Tied to milestones or calendar dates.

Develop pricing strategy

Work through these questions before setting a number:

1. What is the measurable value to the buyer? (revenue gained, cost saved, risk reduced, time saved)
2. What would it cost them to build this themselves? (make vs. buy anchor)
3. What are competitors likely to price? (market anchor)
4. What is your floor? (cost + minimum margin)
5. Which pricing model fits the risk profile? (see pricing models above)

Present pricing with three options when possible:

Option	Scope	Price	Best for
Core	[minimum viable scope]	$X	Budget-constrained buyers
Recommended	[full scope]	$Y	Buyers who want the outcome
Premium	[full scope + additions]	$Z	Buyers who want certainty/speed

This structure anchors the buyer to the middle option and prevents lowest-price anchoring. Always recommend one option explicitly.

Create win themes

Step 1 - Extract evaluation criteria from the RFP. Rank them by weight.

Step 2 - List your 5 strongest discriminators (things you can prove that competitors cannot easily claim).

Step 3 - Map discriminators to evaluation criteria. The overlaps become win theme candidates.

Step 4 - Write each win theme using the formula:

[Discriminator] + because + [buyer benefit] + [proof point]

Step 5 - Test each theme: Is it specific? Is it provable? Does it address a buyer priority? If any answer is no, rewrite or discard.

Step 6 - Weave each theme into the proposal: executive summary, section openers, past performance selection, and conclusion.

Write a technical approach section

Structure:

1. Restate the technical challenge - Show you understand the complexity.
2. Solution overview - 1-2 paragraphs. What you will build/do and why this approach is right for their situation.
3. Methodology / process - Step-by-step. Use a visual (phased diagram, swim lane) if allowed. Match phase names to the buyer's own language.
4. Key technical decisions - Explain 2-3 architectural or methodological choices and why you made them (not just what they are).
5. Risk mitigation - Name the top 3 technical risks and your mitigation for each. This demonstrates maturity and builds trust.
6. Staffing - Who will do the work. Named leads when possible.

Avoid: generic methodology descriptions that could apply to any project. Every paragraph should contain something specific to this buyer's environment or requirements.

Build a compliance matrix

For each RFP section, create a row. Columns:

RFP Section	Requirement text (verbatim)	Compliance status	Proposal section	Notes

Compliance status options:

• Compliant - Requirement is fully met as stated
• Compliant with clarification - Met, but with a noted condition
• Partially compliant - Met in part; explain the gap
• Exception - Not met; explain why and what you offer instead
• Not applicable - Requirement does not apply to your solution

Submit the compliance matrix as an appendix. Reference it from the executive summary.

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Anti-patterns / common mistakes

Mistake	Why it loses	What to do instead
Company-first opening	Evaluators skip it; signals seller-focus not buyer-focus	Open with the buyer's problem in their own words
Undifferentiated win themes	"Experienced team" and "proven process" describe everyone	Tie each theme to a specific proof point unique to your firm
Scope without exclusions	Missing out-of-scope clause turns every ambiguity into a dispute	Always include an explicit out-of-scope list in every SOW
Single price option	Creates lowest-price anchoring; leaves budget on the table	Present three tiers; recommend the middle one explicitly
Recycled case studies	Evaluators notice industry and scale mismatches; signals laziness	Use case studies within 2x of the buyer's size and same industry
Vague acceptance criteria	"Deliverable approved by client" is not a criterion	Define acceptance as observable, measurable outcomes with deadlines

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Gotchas

1. Executive summary written last and rushed - Because the executive summary comes first in the document, teams often write it last under time pressure. But evaluators who read only the exec summary decide the proposal's fate. Draft the exec summary early as a forcing function to align the entire proposal narrative, then refine it last.

2. Win themes that describe you, not the buyer's benefit - "25 years of experience" and "proven methodology" are company-centric claims. A win theme must end with a buyer benefit and a proof point, not stop at the discriminator. Apply the formula explicitly: discriminator + because + buyer benefit + proof.

3. SOW scope without an explicit out-of-scope list - Every ambiguous item not excluded in the SOW will eventually become a disputed change order. When drafting a SOW, explicitly list what is excluded. The out-of-scope section is as legally important as the scope section.

4. Compliance matrix built after writing - Building the compliance matrix retroactively means gaps are discovered late and addressed with retrofitted language. Build the matrix first from the RFP, then write to fill every row.

5. Single pricing option presented - A single price creates a take-it-or-leave-it dynamic and anchors the buyer on your lowest number. Always present three tiers and explicitly recommend the middle one; this shifts the framing from "should we buy?" to "which option fits us?"

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References

For detailed templates and worked examples, read the relevant file from references/:

• references/proposal-templates.md - SOW template, executive summary template, pricing table template with worked examples

Only load a references file when the current task requires a complete template or worked example.

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Companion check

On first activation of this skill in a conversation: check which companion skills are installed by running ls ~/.claude/skills/ ~/.agent/skills/ ~/.agents/skills/ .claude/skills/ .agent/skills/ .agents/skills/ 2>/dev/null. Compare the results against the recommended_skills field in this file's frontmatter. For any that are missing, mention them once and offer to install:

npx skills add AbsolutelySkilled/AbsolutelySkilled --skill <name>

Skip entirely if recommended_skills is empty or all companions are already installed.