Senior Manager

Job Summary:

As Senior Manager Wind EPC Bidding, leads the end-to-end bidding function for Wind EPC projects, combining technical expertise, commercial acumen, and leadership skills. He ensures compliant, profitable proposals while strengthening client relationships, enhancing risk management, and building a capable bidding team. The role requires strategic oversight of cost estimation, vendor management, and contract administration to secure sustainable growth in the Wind EPC business..

Roles & Responsibilities:

Financial & Commercial:

• Tender Budget Adherence: Maintain structured RFQ tracking, ensure disciplined cost estimation, and drive conversion of bids into confirmed orders.
• Profit Margin & Pricing Strategy: Align bids with approved pricing strategy; monitor variances and recommend corrective actions.
• Revenue Growth: Identify new client/project opportunities, expand geographic presence, and diversify client portfolio.
• Develop long-term commercial strategies to sustain profitability.
• Ensure transparent reporting of bid performance to leadership.
• Build competitive pricing models that reflect regional variations.

Profit Margin & Pricing Strategy:

• Align all bids with approved pricing frameworks to ensure profitability.
• Drive consistent improvement in EBITDA through disciplined cost estimation and vendor negotiations.
• Regularly track deviations between estimated and actual costs; implement corrective measures.
• Incorporate regional variations, government norms, and vendor rate fluctuations.
• Ensure transparent reporting of profit margins per project and per client.

Revenue Growth from New Client & Project Opportunities:

• Identify and convert new client/project opportunities; expand geographic presence and diversify client portfolio.
• Strengthen direct client engagement through structured review meetings, proactive communication, and feedback tracking.
• Drive 100% adherence to submission deadlines with compliant, high-quality proposals; implement pre-submission checklists and escalation mechanisms.
• Track new opportunity conversion in SAP and share a quarterly new client and project acquisition report with leadership.

Client Relationship Management:

• Strengthen client engagement through proactive communication maintaining a positive client feedback rate of 100% across all clients engaged in the bidding process.
• Move from indirect feedback (coordinating through sales persons) to direct client engagement on bid quality, responsiveness, and commercial terms — improving on the feedback that client engagement needs to improve.
• Conduct structured client review meetings at key bid stages — scope clarification, proposal submission, and post-award — to build trust and long-term relationships.
• Maintain a client feedback log capturing all interactions, satisfaction scores, and areas for improvement, and share with leadership quarterly.

Tender Responsiveness & Submission Quality:

• Ensure 100% adherence to tender submission deadlines across all Wind EPC RFQs — with compliant, high-quality proposals submitted on time without exception.
• Implement a pre-submission checklist for every tender — covering technical compliance, commercial terms, vendor quotes, and internal approvals — to eliminate delays caused by missing information.
• Proactively engage clients and vendors well in advance of deadlines to collect all required details, ensuring no tender is delayed due to incomplete inputs.
• Track submission timeliness in a dedicated tender calendar — shared with the team at the start of each month — with escalations flagged to leadership at least 5 days before any deadline at risk.

Vendor & Supplier Relationship Management:

• Achieve a minimum of 3% cost savings per year through effective vendor negotiation, vendor development, and long-term supplier engagement — building on the strong EBITDA performance
• Build and maintain a robust vendor panel across all EPC service categories — civil, installation, electrical, transmission, and balance of plant — ensuring at least 3 competitive quotes are obtained for every major scope item.
• Conduct vendor performance reviews quarterly — evaluating quality, pricing, delivery, and reliability — and maintain an approved vendor database for reference in future bids.
• Develop new vendors in underserved geographies and service categories to reduce dependency on single-source suppliers and strengthen negotiation leverage.

Cost Benchmarking & EBITDA Optimisation:

• Implement a comprehensive cost benchmarking framework covering all EPC service categories — targeting full benchmark coverage for Civil Foundation, Installation, 33 kV line, 33 kV USS, 220 kV line, PSS, and Land
• Complete the pending BOQ preparation for 220 kV line and PSS — currently in progress — and incorporate benchmark values into the standard cost estimation model.
• Use historical bid and actual expense data to continuously refine benchmarks — running a monthly variance analysis between estimated and actual costs to improve future bid accuracy.
• Target EBITDA improvement through tighter benchmarking, vendor cost reduction, and improved scope definition at the bidding stage.

Risk Management in Bidding:

• Conduct formal risk assessments for 100% of all bids — covering technical, commercial, and contractual risks — with every risk assessment documented and filed in the bid record.
• Use a standardised risk assessment template for all bids — identifying risk categories, probability, impact, and mitigation measures — and ensure sign-off from leadership before submission of high-value bids.
• Coordinate with the EPC project execution team to monitor post-award project risks and ensure lessons learned are incorporated into future bid risk assessments.
• Improve risk assessment coverage treating risk documentation as a mandatory step in the bid approval process, not an optional one.

Contract Administration & Commercial Compliance:

• Review and manage all EPC contracts — ensuring contractual obligations, payment milestones, variation clauses, and performance guarantees are clearly defined and commercially sound before sign-off.
• Evaluate variations and claims on awarded projects — providing commercial recommendations and supporting the project execution team in resolution.
• Ensure all contracts comply with regulatory requirements, legal frameworks, and internal approval matrices.
• Support interim valuations and final account settlement for ongoing EPC projects in coordination with the project and finance teams.

Team Development & Capability Building:

• Conduct a minimum of 2 structured training or knowledge-sharing sessions per team member every quarter — covering bidding processes, cost estimation, vendor management, risk assessment, and contract administration.
• Build a region-wise SPOC structure within the team — ensuring each team member is capable of independently handling TCI proposals and in-house costing before graduating to full EPC project bidding.
• Gradually expand the team's involvement in EPC projects and contracts — ensuring team members move from proposal support to end-to-end bid ownership.
• Foster a collaborative, learning-oriented team culture — recognising individual contributions and maintaining low attrition within the bidding team.

Key Skills & Competencies :

• End-to-end Wind EPC bid management — cost estimation, BOQ preparation, and tender submission
• Commercial and contract management — variation evaluation, claims, and final accounts
• Vendor negotiation, procurement, and supplier development
• EBITDA management and cost benchmarking
• Risk identification, assessment, and mitigation in EPC bidding
• Client relationship management — developers, IPPs, OEMs
• Team leadership, mentoring, and capability development
• Proficiency in QS and project management software, SAP
• Strong communication and negotiation skills
• Technical understanding of wind project construction — civil, electrical, transmission, and balance of plant