Pre-sales steering starts from something every team that answers calls for tenders knows: a bid is a race against the clock. Sales, experts, costing and management have to coordinate within a few days, decide whether to go for it, then pass on to delivery what was promised. The pre-sales steering module of pylotik, planned for December 2026, is built for these three moments.
The response time is short, the contributors are many, and each of them already has a full schedule.
Who writes the technical part, who does the costing, who proofreads, by when? As long as the response is coordinated by e-mail and phone calls, a contribution is missing the day before submission, and the team finds out too late to make up for it.
Should we go for it? Without criteria set in advance, the decision is made by guesswork, often too late, and the team wears itself out on deals it did not have the means to win, or to deliver.
A date mentioned at the oral presentation, a deliverable promised to reassure, a costing assumption: the client remembers them, the delivery team has never read them. The first gap is paid for out of the margin.
The module brings the upstream phase into the same memory as the downstream phase, for the team that sells as much as for the team that delivers.
Each bid has its team, its contributions and its deadlines up to submission. Everyone knows what is expected of them and by when, and the pre-sales lead sees what is missing while there is still time to act.
The organization defines its own decision criteria. Each opportunity is measured against them, and the decision to go, or to walk away, is made early, with reasons, and stays on record.
All pre-sales efforts under way can be read at a glance, with their results. Management sees where the team spends its time, and what that effort brings in.
When the deal is won, what was promised to win it remains available to those who deliver it: the handover between sales and delivery takes place in the tool where the project will be steered.
It is an extension of operational commitment management upstream, where commitments are born.
While waiting for the module, the handover can already take place in the tool where the project will be steered.
Creating a project starts from its contract: the billing mode, fixed price or time spent, the payment terms, the schedule or the profiles and their rates.
The contractual milestones, the roles on both sides and the committees provided for in the contract are set at creation. The client finds their contacts and deadlines there from day one.
The risks spotted during the bid go into the project's register, with their probability, their criticality and a chosen visibility: internal, or shared with the client.
Not yet. It is planned for December 2026, from the Business tier. Until then, the handover takes place in the project itself: contract, milestones, roles and risks are set from its creation.
For the pre-sales team, which has to coordinate very fast to answer on time; for management, which decides whether to go for it and follows the results; and for delivery, which receives what was promised once the deal is won.
Yes, it is one of the purposes of the module: each organization sets its criteria, and each opportunity is measured against them before the team is committed.
No. pylotik does not replace your CRM or the management of your prospects. The module steers the bids themselves, their decision, their coordination and their handover, not prospecting. What separates a CRM from steering software is detailed in the software landscape.
Its price is published on the pricing page, with those of the other modules. It will be billed separately from the seat, from the Business tier.
The demo runs on a data set that is already filled in: a project created from its contract, with its milestones, its roles and its risks.