There are moments in consultancy that make you stop and reflect, not because something went wrong in a dramatic sense, but because it highlights a structural issue that rarely gets discussed openly.
Some time ago, I was contacted by a Scottish university and invited to bid for a piece of work. This was not unusual. At Pym’s Consultancy, we work with multiple universities across the UK on market research, commercialisation strategy and innovation support. Academic institutions play a vital role in translating research into real-world impact, and we value those collaborations.
My initial response was to decline.
That decision was based on experience rather than reluctance. Over many years of bidding for work with Scottish organisations, I have yet to see an English company win when a Scottish provider, or any provider that isn’t English, is also in the running. That has been my consistent observation, regardless of the quality of the bid.
Following my decision not to apply, I received a call from the individual leading the project. They were keen to reassure me that this process was genuinely open, that they were actively seeking the best provider, and that we stood a good chance of being successful. After a long and thoughtful conversation, I agreed to submit a bid.
That decision came at a cost.
As a small consultancy, bidding is not absorbed into overheads. It requires real trade-offs. I personally stepped away from two days of paid client work to focus on producing a high-quality submission. Associates I work with, all of whom run independent businesses themselves, also gave up income-generating time to contribute their expertise. We treated the opportunity seriously and submitted a robust, well-considered bid.
The outcome was that the contract was awarded to a spin-out company of the university in question, that was based on their campus.
From a governance perspective, I understand how this happens. Universities and public bodies operate within procurement frameworks that require multiple bids to demonstrate fairness and compliance.
Large organisations are structured to manage this sort of activity. Public bodies work routinely with big suppliers who have bid teams, bid libraries and staff whose role is to respond to tenders as part of business as usual.
