B2B services company, owner-led
We built proposal drafts from project knowledge
An owner-led B2B services company wanted to use its project knowledge in proposals and reduce the sales team’s work in preparing specific service descriptions.
| Industry | B2B Services |
|---|---|
| Services | AI Agents |
Old proposals contained outdated commitments
New inquiries often resembled completed projects. Sales still started by searching old documents and asking experienced project managers for help. Useful wording sat in personal folders. The proposal alone rarely showed which services had ultimately been delivered.
Copying sometimes carried customer-specific assumptions into new drafts. Some components described services the team now delivered differently. Project managers corrected these passages shortly before approval. This created extra coordination even though the company already had the necessary knowledge.
Drafts had to separate commitments from assumptions
Our task was to build an agent that prepared a proposal draft from a customer inquiry for review by the relevant experts. Approved service components and sanitized project knowledge provided the foundation. Missing information would appear as open questions. Prices, deadlines and binding commitments remained the responsibility of sales and project managers.
The agent provided evidence for proposed services
Project managers approved reusable knowledge
Project managers reviewed reusable descriptions and removed outdated commitments. Customer-specific content and confidential terms were kept separate from the general knowledge base.
Inquiries received a structured review
The agent captured requested services, identifiable prerequisites and gaps. Unclear requirements remained marked in the draft as points needing clarification.
Service components retained their sources
For proposed wording, the review interface showed the source and approval status. Sales could trace the experience supporting each section.
Approval followed the scope of services
Business owners checked commitments in their areas. Sales then added binding terms and approved the proposal for sharing.
Project managers tested drafts against rejected proposals
With sales and project managers, we reviewed completed inquiries. Lost or withdrawn proposals were useful too. They showed where scope had been too broad or a prerequisite had emerged late. These cases became part of the joint review.
In regular working sessions, we placed drafts beside customer inquiries. Sales assessed clarity and suitability for the customer conversation. Project managers checked whether the team could deliver the described service under the stated conditions. The responsible business owners approved changes to the knowledge base.
We chose against blanket access to all proposal archives. The additional preparation initially limited the topics the agent could help with. In return, the team could substantiate every reused statement. When knowledge was missing, the agent generated a question for the responsible person instead of filling in a service description.
Before handover, we defined who would block outdated components. When a service changed, open drafts based on it were flagged for another review. This kept maintenance connected to the actual proposal process.
Sales could work from drafts backed by project knowledge
Proposals started with suitable service components and visible open points. Project managers had fewer scattered documents to search and could focus their review on commitments and prerequisites. New or unusual inquiries remained a joint effort. The agent helped where approved project knowledge covered the inquiry.
Reuse requires approved service boundaries
Proposals alone are not a knowledge base
Check descriptions against the services actually delivered before reusing them.
Open assumptions belong in the draft
Missing information must remain visible to sales before it becomes a customer commitment.
Components need a business owner
The person responsible for a service must also be able to approve changes to its description or block its use.
A first conversation takes 30 minutes.
We discuss which project knowledge can help your sales team prepare verifiable proposal drafts.