Avilinkr × TP Aerospace — Commercial Operating System Proposal
Building TP Aerospace’s
Commercial Operating System
Design partnership proposal: AVIPRO — Sales & Account Management, from Avilinkr.
The whole proposal on one page.
Eight points. Everything after this slide is the evidence, the sequence and the numbers behind them.
Commercial knowledge lives in spreadsheets and inboxes — it is not a system TP Aerospace can steer on.
Aviation aftermarket selling needs fleet, program, contract and certification context that off-the-shelf CRM never carries.
AVIPRO is the commercial layer on top of Quantum — one place for customers, pipeline, bids and account plans.
AVILINKR stays the buyer-facing component and distribution product. Different users, different roadmap, no overlap.
Phase 1 ships the foundation and bid governance together — categorisation, approvals and response-time tracking from day one.
A 6-week pilot on live cases proves it with exported numbers, not opinions: response time, win/loss quality, time in Excel, pipeline trust.
Nothing is invoiced until M01–M05 are evidenced and accepted in writing. The 12-month term at €7,500 per year starts on that date.
What we need from TP Aerospace: a product owner, pilot users and the agreed data extracts — the rest is on us.
TP Aerospace does not just need a CRM.
TP Aerospace needs one commercial operating system.
You have already identified the core issue: customer, pipeline, bid and account knowledge is fragmented across Excel, email, documents and individuals. AVIPRO gives TP Aerospace one source of truth — then digitises the way TP Aerospace actually sells and governs bids.
Source basis: current CRM brief highlights fragmented Excel/documents, lack of customer master data, no clear account plans and missing one-stop customer overview.
Today: commercial knowledge is distributed, not operationalised.
Versions, owners, formats
Context locked in inboxes
Folders and drives
Held by people, not systems
- No global customer master
- Limited account planning
- Pipeline not consistently structured
- Hard to track meetings, follow-ups and next best offers
- Customer impact and supply chain disruption knowledge not centralised
None of this is a tooling gap in isolation. It is the same knowledge, copied into four places — which is why every bid starts from scratch.
Move from reactive customer management to proactive commercial execution.
“Where is the information?”
“What should we do next?”
- Sales teams get full customer context
- Account teams work from shared data
- Management gets live pipeline visibility
- Customer follow-up becomes structured
- Bid governance becomes workflow-driven
Aviation aftermarket sales is not generic CRM.
- Contacts
- Activities
- Pipeline
- Customer fleet and fittings
- Program types and contract structures
- AOC, KYC, D&B and legal entity information
- USM opportunities
- Sales campaigns linked to aircraft/fleet scope
- Quotes, sales orders, invoicing and AR views over time
- Future Quantum/ERP integration
These needs are described directly in TP Aerospace’s requirement specification.
So the question is not which CRM to buy. It is what a connected commercial layer for aviation aftermarket has to look like — that is what the next section answers.
AVIPRO is the commercial layer above the ERP.
From four disconnected islands to one layer: this is where the fragmentation story turns into an architecture.
Transactional backbone
Commercial operating system — sales & account management
Insights, recommendations, automation and proactive follow-up
We do not replace core systems. We make the commercial organisation smarter, faster and more coordinated.
Sales & Account Management. Internal tool for TP Aerospace’s own commercial team. This is what we propose today.
Component & Distribution Sales. Buyer-facing webshop and distribution — a separate product for external buyers, out of scope here.
AVIPRO is the internal sales tool. AVILINKR is the buyer-facing one.
Same house, different products and different users. Today’s proposal covers AVIPRO only.
Sales & Account Management
Component & Distribution Sales
TP Aerospace's own commercial team — PRO Sales, account managers, bid stakeholders, management
External buyers and distribution customers
Customer master, pipeline, account plans, campaigns and bid governance
Buyer-facing webshop, component listings and distribution sales
Quantum / Pro Control → AVIPRO → commercial decisions, bids and dashboards
Inventory and pricing → AVILINKR storefront → buyer orders back into ERP
Yes — this is what TP Aerospace is buying
No — separate product, scoped and quoted separately if relevant later
€7,500 per year, starting only when the Phase 1 milestones are met
Not priced here
One master brand, two products. No overlap in users, roadmap or price.
Start and end dates, not just phases.
One layer, delivered in sequence: connect first, then learn from the data, then act on it.
Phase 1 runs live from September 2026 with bid governance included; Phase 2 starts only after sign-off.
- Bid categorisation 1 / 2 / 3 on live requests
- Approval flow with the real approvers
- Support triggers to engineering, pricing and supply chain
- Response time measured against the customer deadline
- Pipeline and account plan for the pilot accounts
Pilot-ready in September 2026.
Phase 1 pilot- Bid categorisation (Category 1 / 2 / 3)
- Approval workflow
- Support-trigger logic and stakeholder activation
- Response-time tracking against deadline
Tested directly on a set of real, running TP Aerospace bid cases during the pilot — so PRO Sales sees it work in practice, not in a demo.
TP Aerospace can retire the fragmented Excel sheets and mail threads — customer, pipeline and bid governance move into one shared commercial platform.
Phase 1 is the connection step: one shared record, one governed bid flow. Everything measured later depends on this being in daily use.
Phase 1 already proves this is more than a CRM — bid governance is where it hurts most today.
From mail thread to governed bid flow.
Live from day one of the September pilot, run on real TP Aerospace bid cases — not a Phase 2 promise.
Every incoming request is logged as a bid and categorised 1 / 2 / 3 on value, complexity and fleet scope. No bid lives in a mailbox.
The category automatically pulls in the right people — repair engineering, pricing, supply chain — with a task and a due date, not a forwarded mail.
Category decides who must approve before the bid can be sent. Approve or reject with a reason, timestamped and visible to the bid owner.
The clock runs from intake to bid sent, measured against the target for that category and against the customer deadline.
Standard / low value
Bid owner — no approval needed
Target response [X] daysMid value or non-standard terms
Sales lead approval + pricing input
Target response [X] daysStrategic / high value / new programme
Management approval + full support team
Target response [X] days- Time from intake to bid sent, per category
- Bids at risk of missing the customer deadline
- Where a bid is waiting, and on whom
- Approval turnaround time per approver
- Win/loss outcome linked back to category and response time
Excel and mail threads disappear where they hurt most — the bid desk — in Phase 1.
What management and PRO Sales actually see on day one.
Not “basic dashboards” — six defined views with named KPIs, each with a clear owner and purpose.
- ·Value by stage, owner and account
- ·Weighted forecast vs. target
- ·Deals with no activity in 30 days
One agreed pipeline number instead of competing Excel versions
- ·Open bids by category 1/2/3
- ·Average response time vs. deadline
- ·Bids stuck on an approval step
See where bids stall before the deadline is missed
- ·Win rate by customer, category and owner
- ·Loss reasons
- ·Value won vs. lost per quarter
Learn which bids are worth the effort
- ·Last contact and next follow-up per account
- ·Accounts with no owner or no plan
- ·Overdue follow-ups per user
No customer goes quiet unnoticed
- ·Accounts targeted and reached
- ·Opportunities and value created
- ·Conversion per campaign and fleet scope
Show what a campaign actually produced
- ·Fleet and program overview
- ·Open offers and current/next best offer
- ·Activity and meeting history
Full context in one view, not five documents
Any list or dashboard view
Analysts and controllers, for their own modelling
Pipeline and forecast snapshot
Management, for board and budget reporting
Bid register with categories, owners and response times
Bid governance and audit trail
Account summary and account plan
Account managers, for customer meetings
What the numbers look like 6 weeks in.
Left bar = baseline measured in August 2026. Right bar = target after the 6-week pilot. The [bracketed] values are locked in the baseline week.
Bid response time
days, average intake → bid sent
Timestamps in the bid register — no manual reporting
Bids missing the deadline
% of bids sent after customer deadline
Deadline vs. sent date, tracked automatically
Win/loss quality
% of closed bids with a logged reason code
Mandatory field on close — feeds the win/loss dashboard
Time in Excel & mail threads
hours per user per week on admin
Baseline interviews in Aug, re-interviewed after week 6
Pipeline trust
% of open bids updated within 7 days
Freshness report — the number management reviews monthly
Same measurement method before and after — the pilot either moves these four bars, or it does not.
Who signs off the four targets — and on which date.
The targets are the ones on the previous slide. Here is the document that proves each one and the named party who accepts it.
Response time on bids
Bid register export (CSV) — timestamps received → sent
TP Aerospace product owner + PRO Sales lead
Week 6 review, [15 Oct 2026]
Win/loss quality
Win/loss dashboard + CSV export for the pilot period
PRO Sales lead
Week 6 review, [15 Oct 2026]
Time in Excel & mail
Same interview script as the August baseline, same [5] users
TP Aerospace product owner
Week 6 interviews, [8–12 Oct 2026]
Pipeline trust
Freshness report + confirmation from the [Nov] management review
TP Aerospace management sponsor
Monthly review, [Nov 2026]
All four signed off = pilot milestone met. Any criterion missed is re-measured once after [4] more weeks before we call it.
Once governance runs, we make TP Aerospace learn from every bid.
Connection creates data. From here the story shifts from structure to intelligence.
Phase 1 puts TP Aerospace’s own bid framework into a live workflow. Phase 2 turns the resulting data into commercial advantage.
Every bid run through the system makes the next bid faster and better priced.
Connect commercial decisions to real operational data.
Sales does not just know the customer. Sales understands customer potential, risk, timing and available commercial opportunities.
OutcomeAt this point the platform stops describing what happened and starts informing what to do next — the same data, now decision-grade.
AI helps the commercial team work smarter — not replace how they work.
Intelligence is the last layer, not the first. It only works once the foundation, the governance and the integrations are already in place.
Account briefing before customer meetings
Next-best-offer recommendations
Bid category and support-trigger suggestions
Follow-up reminders based on inactivity
Pipeline risk detection
Customer change alerts
Campaign suggestions based on fleet + inventory
Management summaries
AI becomes valuable because it sits on top of trusted TP Aerospace workflows and data.
Build with TP Aerospace, not just for TP Aerospace.
That is the product journey. The rest of the deck is how we start it — safely, and at TP Aerospace’s risk level, not ours.
- September 2026 AVIPRO pilot incl. bid governance
- Founder/product involvement
- Direct roadmap influence for TP Aerospace
- Preferential design-partner pricing
- Iterative development with real users and real bid cases
- 12-month design partnership
- Internal product owner/project team
- A set of real, running bid cases for the pilot
- User testing and structured feedback
- Access to relevant workflows, data and integration documentation
No cost until value is proven. Then €7,500 per year.
per year for AVIPRO — Commercial Foundation + Bid Governance.
Priced separately as developed and activated:
If TP Aerospace does not continue using AVIPRO after the initial 12-month period, no further subscription fee will apply.
Payment starts when the milestones are met — not on day one.
TP Aerospace carries no financial risk while we prove the value. Values in [brackets] are the numbers we agree in the LOI.
Scope, pilot users and bid cases agreed
Pilot starts — €0 invoiced
Milestones M01–M04 evidenced
Product owner accepts in writing
€7,500 per year begins on sign-off date
Phase 1 scope delivered and in operation
Bid governance live on real cases
PRO Sales has used it in a pilot
Data migrated off Excel
Written acceptance from the product owner
The 12-month subscription starts at €7,500 per year, invoiced from the sign-off date — nothing before it. What each milestone requires and who delivers it follows on the next slide.
Every milestone has an owner and a document.
No interpretation on the day of the review — what counts as done is written down now.
Phase 1 scope in operation
Customer master, contacts, account teams, pipeline, campaigns, meeting notes, follow-ups, account plan, current/next best offer, the six dashboards
Build, configure, train, support
Product owner + [2] key users for scope review
Signed scope checklist + live system walkthrough
Bid governance on real cases
Categorisation 1/2/3, approval flow, support triggers, response-time tracking
Configure rules, approvers and targets with PRO Sales
Nominate approvers and the [10] live bid cases
Bid register export: [10] cases with category, approver and response time
6-week pilot usage
Pilot onboarding, weekly check-ins, adoption reporting
Onboarding sessions + weekly usage report
PRO Sales team uses the system as primary tool
Usage report: ≥ [80]% of [X] pilot users active weekly for [6] weeks
Data migrated off Excel
Import of customers, contacts, active pipeline and open bids
Mapping, import, validation and de-duplication
Deliver source files and approve the mapping
Migration report: ≥ [80]% of active records, reconciled against source
Written acceptance
Milestone review and acceptance document
Compile evidence pack from milestones M01–M04
Product owner reviews and signs
Signed acceptance — starts the 12-month term
The evidence pack is the invoice trigger — nothing is charged before it is signed.
Every milestone names its data source.
Milestones M01–M05 run on exports and mail intake — no ERP project required. Deeper ERP, inventory and certificate integration belongs to Phase 2.
M01 · Phase 1 scope
Customer & contact master (Excel/CRM export), account team list, historic pipeline
One-off import + weekly refresh file until ERP link exists
Record count and spot-check of [20] accounts against source; duplicates < [2]%
M02 · Bid governance
RFQ intake (shared mailbox / RFQ folder), quote history, part & product reference list
Mail-to-bid intake with automatic categorisation fields; parts list as lookup table
[10] live RFQs traced end-to-end: intake timestamp, category, approver, sent date
M02 · Response times
Customer deadline field from RFQ, sent-date from the bid record
Timestamped bid register with deadline vs. sent tracking
Compare [10] cases against mailbox timestamps — deviation [0] cases
M03 · Pilot usage
User directory / SSO domain, login and activity events
Named accounts for [X] pilot users + weekly adoption report
Weekly active users reported from platform events, reviewed with product owner
M04 · Migration
Active pipeline in Excel, open bids, account plans, current/next best offer sheets
Mapped and validated import with rollback file kept
≥ [80]% of active value migrated; reconciliation report signed against source files
Phase 2 · read-only
ERP order & invoice history, inventory/availability, certificates & traceability docs
Read-only extract or API feed — scoped in Phase 2, not required for milestones M01–M05
Sample of [50] records matched against ERP; certificate links resolve [100]%
Nothing in the milestone plan depends on an ERP integration — that is what keeps the 30 November date realistic.
Four things from your side keep the timeline.
Every delay we have seen in projects like this comes from missing data, missing access or an undecided rule. Here is the full list, up front.
Data delivery
- ·The exports listed on the previous slide, delivered by [15 Aug]
- ·One named data owner per file, able to answer questions on fields
- ·Files in their raw format — no cleaning needed, we handle mapping
- ·History window agreed: [12] months of bids and pipeline
Access we need
- ·Named IT contact + SSO/e-mail domain for user accounts
- ·Approval to store customer data in the platform (GDPR/security sign-off)
Decisions we need
- ·Definition of bid category 1/2/3 and the response-time target for each
- ·Named approvers per category (engineering, pricing, supply chain)
- ·Pipeline stages and what counts as a stage change
People we need during pilot
- ·Product owner: [2] hours/week for review and decisions
- ·PRO Sales pilot users: use the system as primary tool, weekly check-in [30] min
- ·One approver per category available for live bid approvals
- ·IT contact on call for access issues
Data and access confirmed by [15 Aug 2026], decisions by [end of week 2] — that is what protects the 30 November sign-off date.
The questions your board will ask.
Answered up front, so nothing stalls the internal approval.
What if the milestones are not met by 30 November 2026?
No payment obligation at all — €0 invoiced, nothing owed. TP Aerospace keeps a full export of its data (CSV/PDF) and we sit down and decide together: extend, reduce scope, or stop.
Who decides whether a milestone is met?
TP Aerospace's product owner, against the evidence pack we compile — exported numbers, not opinions. Review happens within [5] working days.
What if a measurement lands just below target?
The tranche is not invoiced. We agree a [X]-week fix window, re-measure the same way, and only then invoice. The deadline can be moved by written agreement.
Can the scope or the [X] values change after signing?
Yes — in writing, signed by both sides. Renegotiation of scope, pilot size or targets is a one-page amendment to the LOI; it never happens retroactively on an already accepted milestone.
Is the LOI binding?
It binds the scope, the milestones and the price — not a payment. The financial commitment only starts at written acceptance.
Who owns the data and the configuration?
TP Aerospace owns its data at all times and can export it at any point, also if we stop. Configuration and workflows built for TP Aerospace stay available to TP Aerospace.
What happens after the first 12 months?
Renewal at the agreed rate, renegotiated only if scope changes materially (users, modules, Phase 2). Notice period [3] months — no auto-escalation.
Three disciplines, one team.
- Digital products
- AI-native software
- UX & workflow design
- Aftermarket
- MRO & wheels/brakes
- Commercial workflows
- Strategy
- B2B SaaS
- Scaling & adoption
Agree to start the AVIPRO × TP Aerospace design partnership.
Confirm Phase 1 scope incl. bid governance
Appoint TP Aerospace product owner
Select the real bid cases for the pilot
Agree milestone-based LOI terms
Target September pilot launch
TP Aerospace thought it needed a CRM. Together, we can build the commercial operating system for aviation aftermarket sales.