> ## Documentation Index > Fetch the complete documentation index at: https://docs.userogue.com/llms.txt > Use this file to discover all available pages before exploring further. # Capture Teams > Stop losing because you put the wrong people in charge of your biggest opportunities ## Get the Right People in the Right Roles Most capture failures aren't about bad strategies or poor proposals - they're about putting the wrong person in charge or not having the right mix of skills on the team. You can't win a \$50M deal with a part-time capture manager who's never done government work, just like you can't build customer relationships with an engineer who's afraid to pick up the phone. **The expensive reality**: Great companies lose winnable deals because they treated capture like a side job instead of the specialized discipline it is. ## The Four People You Actually Need ### The Capture Manager (Your Field General) **What they actually do**: Keep everyone focused on winning instead of just doing their part **Why you need them**: Someone has to think about the whole picture while everyone else focuses on their piece **What makes them good**: They've won deals like this before and know what really matters **Common mistake**: Using someone who's never managed a government capture before ### The Relationship Builder (Your Intelligence Network) **What they actually do**: Find out what the customer really wants and who really decides **Why you need them**: Government decisions happen in conversations, not just evaluations **What makes them good**: People trust them and tell them things they don't tell other vendors **Common mistake**: Assigning this to someone who thinks relationship building is spam emails ### The Technical Architect (Your Solution Designer) **What they actually do**: Figure out how to solve the customer's problem better than anyone else **Why you need them**: You can't win on relationships alone - your solution has to actually work **What makes them good**: They understand both the technical problem and the business constraints **Common mistake**: Using your best engineer who has no idea what government actually needs ### The Pricing Strategist (Your Profit Protector) **What they actually do**: Find the price that wins the deal without losing your shirt **Why you need them**: Price wrong and you either lose or win a deal that bankrupts you **What makes them good**: They know what similar work actually costs and what competitors charge **Common mistake**: Having your accountant guess at what government work should cost ## Size Your Team to the Prize ### Small Deals (Under \$10M): Keep It Lean **The reality**: You can't afford a full-time team, but you still need to win * **One person wearing multiple hats** - your capture manager also builds relationships and may handle technical * **Borrowed expertise** - get pricing help from someone who knows this market * **Focus on the essentials** - relationships and a solid technical approach **Don't skimp on**: Customer intelligence and competitive analysis ### Medium Deals (\$10-100M): Build the Core Team **The reality**: Now it's worth investing in dedicated people, but keep it focused * **Full-time capture manager** - this is their only job until you win or lose * **Dedicated relationship person** - someone whose job is knowing the customer * **Technical lead who gets government** - not just your best engineer * **Real pricing expertise** - someone who's priced government work before **Add specialists as needed**: Subject matter experts, proposal writers ### Big Strategic Deals (Over \$100M): Go All In **The reality**: These deals can make or break your company - staff accordingly * **Senior capture executive** - your best person with a proven track record * **Relationship team by stakeholder** - different people for different customer groups * **Technical dream team** - your A-players with government experience * **Full-time competitive intelligence** - someone watching every competitor move **Support the team**: Dedicated admin, proposal support, whatever they need to win ## How to Build a Team That Actually Wins * **How complex is this work?** (Determines if you need senior technical people) * **Who are the decision makers?** (Determines who needs relationships with whom) * **Who else is bidding?** (Determines how strong your team needs to be) * **How long do we have?** (Determines if you can build relationships or just execute) * **Size the team to the prize** - don't send junior people to major battles * **Get the skills you actually need** - not just the skills you have available * **Plan for the whole journey** - capture through contract performance * **Budget for the team you need** - not the team you can afford * **Capture manager**: Has won deals like this before (not just managed projects) * **Relationship builder**: Already knows this customer or can build trust quickly * **Technical leader**: Understands both the technology and the government * **Pricing expert**: Knows what government work costs and what competitors charge * **Make roles crystal clear** - who decides what, who owns what outcomes * **Establish regular communication** - weekly team calls, monthly customer reviews * **Give someone final authority** - capture manager makes the calls * **Track what matters** - customer relationships, competitive position, team performance ## Team Communication Framework ### Regular Meetings * **Weekly Team Calls**: Status updates, issue resolution, coordination * **Bi-weekly Customer Reviews**: Stakeholder feedback, relationship updates * **Monthly Strategy Sessions**: Competitive assessment, approach refinement * **Quarterly Executive Reviews**: Senior leadership alignment and support ### Communication Tools * **Team Chat Channels**: Real-time communication and quick updates * **Document Sharing**: Centralized access to capture materials * **Project Management**: Task tracking and deadline management * **Video Conferencing**: Regular team meetings and customer interactions ### Information Flow * Customer intelligence flows from BD to entire team * Technical insights shared from leads to capture manager * Competitive intelligence distributed to all team members * Pricing analysis shared with technical and BD teams ## Performance Management ### Individual Accountability * Clear role definitions and expectations * Regular one-on-one check-ins with capture manager * Milestone-based performance tracking * Contribution recognition and feedback ### Team Performance Metrics * Customer engagement frequency and quality * Competitive intelligence gathering effectiveness * Technical solution development progress * Overall capture plan execution status ### Success Criteria * Achievement of capture milestones on schedule * Positive customer feedback and relationship building * Competitive differentiation and positioning success * Seamless transition to proposal development Ready to learn about [resource allocation](/capture/team-management/resource-allocation) strategies?