The Real Cost of Winning Too Cheap (and How to Stop Leaving Money on the Table)

Most contractors think in two outcomes: won or lost. Public work has a third.

    Won.

    Lost.

    Won… but left money on the table.

On lowest-bid work, that third outcome is more common than people admit. It’s also one of the easiest profit leaks to fix – if you can see it.

The most expensive win is the one you won by a mile

If you win within 1-5% of the runner-up, you were competitive and you probably did not donate the farm.

But when you win by 20%, 30%, or more, it is different.

    Same scope.

    Same schedule.

   Same risk.

Less revenue than the market would have supported.

That’s not “being safe.” That’s giving margin away.

That’s not “being safe.” That’s giving margin away.

A practical way to calculate “money left on the table”

You don’t need a complicated model. Start with a consistent method.

Step 1: Capture the spread on every win

For each win, record:

• • Your bid total
  • Runner-up total
  • Percent gap

Step 2: Estimate the max-win ceiling

A simple approximation:

Max-win ceiling = runner-up bid – $1

Step 3: Estimate the opportunity

Money left on the table = (runner-up bid – $1) – your bid

Is it perfect? No.

Is it directionally correct? Yes.

And it forces the right question: why were we that low?

Step 4: identify where the gap actually came from

On unit-price jobs, the gap is rarely “everything.” It’s usually concentrated in a few items:

• Asphalt
• Concrete
• Trucking / hauling
• Excavation
• Specialty items with volatile subs

If you identify the items that drove the spread, you can fix it next time without cutting your whole bid.

Why this problem is getting worse (not better)

Bid behavior has gotten more volatile:

• • Bidder counts change quickly (one hungry competitor can swing a job)
  • Some contractors chase volume to fill backlog gaps
  • Material and labor pressure moves regionally, not evenly

If you only have internal costs and gut feel, you are always learning after the fact.

The goal is not to bid lower. The goal is to bid closer.

“Winning by a penny” is a mindset:

• • If the market supports more margin, take it.
  • If you are just high, tighten intentionally.
  • If the market is below your floor, walk away.

Closer is the profit zone.

“Winning by a penny” is a mindset

A repeatable “tighten the spread” playbook

Use this after every bid opening.

1. 1. For wins: classify the win

• • • Tight win (good)
    • Wide win (profit leak)

1. 2. For close losses: decide if it was flippable

• • • If you lost by 1-3%, you probably had a winning number inside reach.

1. 3. For blowout losses: stop spending effort on unwinnable pursuits

• • • If you were 15%+ high, the lesson is often about pursuit selection (not estimating).

1. 4. Keep a single scoreboard

Track:

• • win rate by category and geography
  • average bid gap on wins
  • average miss on losses

This turns bidding into a system, not a mood.

COO and co-founder Mark Zurada explains the real cost of underbidding — same work, less margin.

Where PinPoint helps (specifically)

If you already have a solid internal estimate, the fastest next step is validating it against the market.

• • Bid Intelligence gives you market range + likely winning number
  • Portfolio Analysis can show you your bid gap and patterns over time

If you want to start simpler:

• Historical Bid Search helps you easily pull comps