The Building People is one of the fastest-growing federal facilities contractors in the country, recognized eight consecutive years on the Inc. 5000 list. With that kind of growth naturally comes turnover and new faces. Over a five-year stretch, the company experienced some turnover amongst the proposal and capture team. Every transition meant institutional knowledge walking out the door.

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When you're new to the organization, how on earth are you going to know where to find the information you need without a guide? You end up reaching out to a lot of people just to find what you need to do your job. It is inefficient and exhausting for new folks in a fast-paced company.

Charles Dilley

The Building People

The Building People doesn't employ dedicated proposal writers. Their subject matter experts, VPs and senior directors overseeing project delivery teams, double as solutions architects and proposal writers. Proposal managers will assemble the outline with templated content, but without a draft RFP in hand before drop date, the timelines could become brutally short. SMEs were juggling customer obligations while racing to produce proposal content that was still very raw and not properly shaped to the RFP.

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The result: Teams were under unnecessary stress, making significant edits on the night before a deadline, and producing content that didn't reflect the quality their SMEs could deliver. Getting a pink team draft was taking too long, and the starting point was not where they would like it to be. Meanwhile, competitors were adopting AI tools, and The Building People knew that standing still meant falling behind.

Charles Dilley had already been tracking the AI landscape closely, including coursework at MIT on how AI solutions were coming to market. He knew tools existed that could help with proposal writing and efficiency, so he started an exhaustive evaluation: 10 to 12 demos with different vendors across the market.

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What he found was a fragmented landscape. Many tools bundled modules the team didn't need, forcing them to pay for functionality that had nothing to do with their actual workflow. The Building People wanted to focus specifically on what would make them more efficient in the proposal process.

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Why GovEagle

What set GovEagle apart was the team's availability and responsiveness. When The Building People hit a snag, GovEagle was there, jumping on a call, hopping into a chat, and walking through solutions in real time. That hands-on support gave the team confidence that they weren't just buying software; they were gaining a partner that would be there when it mattered.

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Shifting Left: Getting to Pink Team Faster

The most immediate impact was on the proposal timeline. Before GovEagle, SMEs were receiving outlines filled with templated content that wasn't customized to the RFP, and the real writing was happening dangerously close to the deadline. Now, the starting point is well past the pink team draft. GovEagle produces content already shaped to the specific RFP, incorporating win themes and drawing from the company's library of knowledge. SMEs can spend their limited time on high-value refinements rather than wrestling with basic structure and compliance.

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It's helping us change how our SMEs spend their time. Instead of wrestling with structure and compliance, they’re focused on strengthening win themes and refining the solution. Getting to pink team faster isn’t just about speed, it’s about starting from a stronger draft.

Jameal Brown

The Building People

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Leadership Validation, Not Generation

A key shift has been in how leadership engages with proposals. Before GovEagle, senior leaders were spending significant time generating or hunting down the right content. Now, they validate and craft their solution into the right narrative. When a draft is already assembled with information that is well aligned to the requirements, a VP can make high-quality edits in a few minutes. The tool turned a time-consuming generation task into a quick review task.

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Knowledge That Survives Turnover

For The Building People, GovEagle solved a problem that no amount of hiring could fix. With content libraries built inside the platform, new team members can search for and surface relevant past proposals, past performance references, and management plans without needing to know where anything was stored or who to ask. The institutional knowledge that used to walk out the door with departing employees is now captured and highly accessible.

And it compounds over time. As SMEs refine content, that improved material feeds back into GovEagle's knowledge base, creating a cycle where proposal quality steadily improves with each submission.

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75% Faster Task Order Responses

On the smart buildings side of the business, the team experienced one of the most dramatic efficiency gains. Their largest client is commercial, with a high volume of short-turnaround task orders. After adopting GovEagle, the team cut response time by roughly 75%, freeing them to take on more work without adding headcount.

Pre-RFP White Papers and Customer Shaping

The team is using GovEagle to produce white papers designed to get in front of customers before an RFI or sources sought is even published. This includes thought leadership content and best practices papers for LinkedIn distribution, all leveraging the platform's increasingly strong graphics capabilities.

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Technical Knowledge Libraries

The Building People is developing reference libraries with federal facilities policy documentation, legislation, operations protocols, and technical specifications as they relate to services, products, and systems they deploy. Loading this material into GovEagle means proposal writers can pull in cited technical knowledge that demonstrates authority and deep understanding of the regulatory environment.

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In just a short time, the enhancements have been outstanding. From where we started over the last year to today, it's exciting to see where this will continue to take us.

Charles Dilley

The Building People

For The Building People, GovEagle started as a solution to a proposal efficiency problem. It became the foundation for preserving institutional knowledge through rapid growth and leadership transitions. And now, as the platform expands across business lines and into pre-RFP shaping, it's becoming a core part of how the company competes and grows.

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For contractors wrestling with turnover, scattered content, and teams stretched thin across delivery and growth, The Building People's experience shows what's possible when institutional knowledge stops living in people's heads and starts living in a platform the whole organization can build on.

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