Understand · Decide · Validate

Bring an informed point of view to the first meeting.

A valuable customer conversation disappears into questions that public records could have helped you answer.

What changes

Turn strategic plans, budgets, leadership statements, and other public evidence into a brief you can challenge and ideas the customer can react to.

What to bring

A customer you know well and a specific mission, program, or challenge to investigate.

What you leave with

  • Source-linked priorities, pressures, and customer context
  • Clearly separated facts, inferences, and unknowns
  • Confirmatory questions and a future-state idea menu

What your team decides

Your account team tests the hypotheses with the customer. Public research prepares the relationship; it cannot establish every unstated need.

How to judge the result

Review source relevance, findings corrected or confirmed, and the usefulness of the resulting customer conversation.

DRAI / Customer brief + idea menuIllustrative example · real government records

What the customer said it would buy

Illustrative example · CASTLE-NET · real government records

Buys
U.S. Army Corps of Engineers, Office of the CIO/G-6
Awards
GSA, in support of the Army
Signal
Forecast as “formally RITS 2.0”; solicited as CASTLE-NET
Evaluation
4 technical factors, descending · scenario in Factor 1
Evidence

GAO records four technical factors in descending order: technical approach and scenario response; management approach; key personnel and project staffing; corporate experience. Combined, they were “significantly more important than cost/price.”

Inference

The customer said in advance that it would buy reasoning over record: the scenario sat in the first factor and experience in the last. For the incumbent, years of relationship sat in the lowest-ranked factor; for a challenger, the scenario was the opening. That the new name signalled a modernization priority is a hypothesis.

Still unknown

Why the program was renamed, and what the scenario asked. Neither is in the public record.

Proposed next step

Take the idea menu to the customer before the final request, and listen for which idea they argue with. Rehearse the scenario during capture, not at proposal.

Idea menu · for the customer to react to

  1. Run legacy operations and modernization as one backlog, not two teamsTests: Is integration the pain, or is it funding?
  2. Rehearse the transition-in on one site before day oneTests: How much disruption is tolerable, in hours?
  3. A standing surge cell for emergency responseTests: Is surge a real burden today, or a clause?
How this was found
  1. Government entity & hierarchy dataLooked up the Corps of Engineers in the federal hierarchy, then the CIO office within it.The requiring office, distinct from the office that awards on its behalf.
  2. Forecast dataFound the acquisition forecast entry for the recompete.Published 7 April 2025 as “formally RITS 2.0”, value band $500M to $999M.
  3. Published decision (GAO)Extracted the evaluation structure from the protest decision.Four technical factors in descending order; combined, “significantly more important than cost/price”.
  4. Public webSearched official USACE sources for the CIO office's stated priorities and leadership.Named priorities and appointments, each with a URL, to test the modernization hypothesis against.
Inspect the source

GAO lists the factors in that order and states that the technical factors combined were “significantly more important than cost/price.” The forecast entry describes the requirement as “formally RITS 2.0.”

GAO decision B-424255, B-424255.2 (19 May 2026) ↗

Customer validation neededFact → inference → decision

An illustrative example of the method, built from real government data and records. It is not a product screenshot, and not a result from a DRAI customer engagement.

BD and pre-capture · the sequence

How the work runs, agent by agent.

The order is the common one. It changes with what your team already knows, and what it still has to assimilate before the next decision.

  1. 01

    GovEntity Dossier

    The entity, its hierarchy, leadership and stated priorities - with sources.

  2. 02

    GovEntity Strategist

    Focal points, pain points and the customer's absolute musts.

  3. 03

    Trusted Advisor

    The idea menu and confirmatory questions for the first meeting.

See the actual product screens

Where this leads

Solve the mission problem behind the requirement.

Your solution team receives a statement of work and a deadline, with too little customer context to develop meaningful differentiation.

Solution development

Test the work

Test a known customer.

A customer you know well and a specific mission, program, or challenge to investigate.

Rather have it delivered? The Pursuit Assessment includes the customer dossier for one opportunity. Pipeline to Proposal

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