JGP Consultancy Services Limited

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JGP Consultancy Services Limited JGP Consultancy is a market leader in helping companies to grow by finding and winning tenders. They inspire trust, deliver impact and drive our growth.

If you are looking to improve your win rate and recruit an industry-leading bid team, we have the expertise, connections, consultants, opportunities and solutions. Our team has over 70 years of experience and there is no replacement for experience in this specialised profession. Someone who has completed and overseen thousands of submissions will save you time and money and will vastly improve your success rate. We specialise in:

• Bid writing
• Bid management
• Bid review
• Tender finder
• Funding identification
• Strategic advice

Our people define who we are as an organisation. They inform both our long-term strategy as a firm and the way we serve our clients on a daily basis. We put aside one day a year to reflect as a group on what our values mean to both our work and our lives. Our values:

• Excellence
• Integrity
• Quality
• Teamwork

26/10/2026

What does social value look like when it is put into practice?

The Social Value in Action panel at the Believe in Business Festival 2026 will bring together representatives from the public and private sectors to share their perspectives.

Taking part will be:

• Dee Baybutt, Wigan Council, representing Match My Project
• Olivia Smith and Terry Dunn, JJH Building Contractors Ltd
• Kathryn Pearson, JGP Consultancy Services Limited
• Claire Taylor, Rebuild With Hope Foundation
• Darren Massey, Procurbid

The session will consider the role of social value within organisations and provide examples and perspectives from those involved in delivering it.

đź“Ť Stadium at Leigh Sports Village
🎟️ Find out more and book: https://dub.sh/XiWWmHe

Almost every tender you look at has somebody already doing the work, and the documents rarely mention it.That changes wh...
15/10/2026

Almost every tender you look at has somebody already doing the work, and the documents rarely mention it.

That changes what you are arguing. The buyer is not choosing the best supplier in the abstract. They are deciding whether changing is worth the trouble, because moving costs them a mobilisation, a period of risk, and an awkward conversation if it goes badly.

So the incumbent's strongest card is not their submission. It is that keeping them needs no explanation.

Two things beat that. Describing the transition in boring, specific detail, so moving stops feeling risky. And answering the thing the service has stopped doing well, which is usually why the contract went back out to tender rather than being quietly extended.

Before you commit three weeks, try saying in one sentence why this buyer would take the risk of changing.

'We could do that work, but they would never pick us.' It is one of the most common reasons businesses never bid, and it...
13/10/2026

'We could do that work, but they would never pick us.' It is one of the most common reasons businesses never bid, and it assumes a single open competition is the only way in.

There are others. Large requirements are often split into lots, and a lot sized for a regional supplier is a different competition from the whole contract.

The firm that wins the whole thing frequently needs regional cover or a specialism it lacks, and subcontracting to them earns you public sector experience you can evidence next time.

Two or three complementary businesses can bid together as a consortium, with one of them leading, turning a requirement none of them could meet alone into one they can.

And a framework place is worth understanding properly. It is a licence to compete for the work that follows, not the work itself.

None of it is a shortcut. All of it beats losing an open competition to a national supplier.

Evaluators read a great many competent, generic submissions. That is the thing worth knowing if you feel outgunned by la...
08/10/2026

Evaluators read a great many competent, generic submissions. That is the thing worth knowing if you feel outgunned by larger bidders.

A national competitor has polished policies and a tidy template. What they frequently do not have is a specific answer about this contract, in this area, with these constraints, written with input from the person who would actually be running it.

That is available to a smaller business in a way it is not to a big one. You can put the manager who will deliver the work in front of the question. You can describe what went wrong on a similar job and what you changed afterwards, because you were there when it happened.

Size shows up in the parts of a bid that repeat. Understanding shows up in the parts that do not. The second is worth more marks.

If your tenders get written in the evenings, the problem may not be the writing. It may be that you start from nothing e...
06/10/2026

If your tenders get written in the evenings, the problem may not be the writing. It may be that you start from nothing every single time.

The same questions come round. Quality management, environmental policy, business continuity, staff turnover, safeguarding. The wording moves about. The substance rarely does.

Writing your best answer to each of those once, calmly, and keeping the policy, the certificate and the case study beside it, changes the experience completely. Not because it finishes a bid, but because it clears the dull half out of the way.

One rule if you build one. Put the date it was last checked on every entry. An undated answer is a claim nobody is verifying, and it will let you down eventually.

If you would like a hand setting one up, we are glad to talk it through. You can find us at jgpconsultancy.co.uk

The last of the duck photographs, and the best of them.Our lovely client left it sitting on its own inside a giant heart...
02/10/2026

The last of the duck photographs, and the best of them.

Our lovely client left it sitting on its own inside a giant heart shaped arch, the kind built for wedding photographs, on an empty beach in the Maldives.

No name for it yet. Suggestions still welcome.

A full day at SheChain Live in Blackpool, and one worry behind a lot of our conversations: that public contracts belong ...
01/10/2026

A full day at SheChain Live in Blackpool, and one worry behind a lot of our conversations: that public contracts belong to bigger businesses.

Once a submission is in, each evaluator scores it on their own against criteria the buyer published in advance, and the scores are then cross-checked. They can only award marks for what they find in the answer. A famous name earns nothing unless the evidence is on the page.

One of the businesses we work with, an arboriculture company here in the North West, won its first public sector contract: a place on the five-year Greater Manchester Arboriculture Framework, bidding for work squarely in its own specialism.

Thank you to everyone who came to Gateway to Growth and stopped by the stand.

Gateway to Growth is done, and thank you to everyone who came along at SheChain Live.The idea we most wanted people to t...
01/10/2026

Gateway to Growth is done, and thank you to everyone who came along at SheChain Live.

The idea we most wanted people to take home: a tender arrives with the buyer's thinking already done. If the notice is the first you have heard of it, you are starting at the halfway point.

So get busy earlier. Keep a short list of buyers who genuinely purchase what you sell. Find out when their current contracts end. Go along when a buyer invites suppliers to talk before a requirement goes out. And get your evidence in order now, with case studies that carry a figure and a date.

Which buyer would be first on your short list?

Something a lot of first-time bidders do not realise: while a tender is open, you are usually allowed to ask the buyer q...
01/10/2026

Something a lot of first-time bidders do not realise: while a tender is open, you are usually allowed to ask the buyer questions.

There is a window for it, and the answers normally go out to every bidder. People hold back anyway, worried that a question makes them look inexperienced, or hands something to a competitor.

In practice the questions worth asking are the boring ones. Where exactly do you want this evidence. Does the word limit include the table. Is that figure the annual value or the whole contract. You cannot score well on a question you have misread, and a two-line clarification costs far less than finding out afterwards.

The one question not to ask is the one that tells the market what you are planning. Ask about the requirement, not about your approach.

If you are looking at a tender now, find the clarification deadline before you look at the submission deadline. It comes first, and it passes quietly.

We are at SheChain Live at the Winter Gardens in Blackpool today.At 10:40am, Kathryn Pearson and James Cadman are in the...
01/10/2026

We are at SheChain Live at the Winter Gardens in Blackpool today.

At 10:40am, Kathryn Pearson and James Cadman are in the Growth Lab running Gateway to Growth, a 30 minute session on finding and winning work in the public sector.

The short version: most of the useful work happens before a tender appears. By the time it is published, the buyer has already decided what they want and how answers will be marked. The businesses that do well have done their thinking earlier, including deciding which tenders to leave alone.

If you are here and thinking about public sector work for the first time, come and find our stand. What would you want to ask a bid team?

Address

Wigan

Opening Hours

Monday 9am - 7pm
Tuesday 9am - 7pm
Wednesday 9am - 7pm
Thursday 9am - 7pm
Friday 9am - 7pm

Telephone

+443300432824

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