Navigating Public Procurement: RenKap’s Case Study

In March 2026, UKPA hosted a Lunch & Learn session on Selling to Government, bringing together practical insights on how PropTech companies can navigate public procurement. The session included an introduction to procurement from PUBLIC, followed by a founder-led case study from Gonzalo Marquesini. 

RenKap, a site survey marketplace that streamlines early-stage technical surveys for development, from procurement through to project management and review. By enabling users to upload sites, receive comparable quotes from vetted surveyors, manage delivery, and assess risks through an automated register, the platform helps de-risk sites and unlock land more efficiently. 

Gonzalo shared practical insights from his experience of building and scaling a PropTech business working with both public and private sector clients, including partnerships with organisations such as the GLA and MHCLG. 

Here are the key takeaways. 

Building a Public Sector Playbook 

There is no one-size-fits-all approach to selling into government. 

Each company needs to build its own playbook based on its product, customer type, and the problem it is solving. Approaches that work for one business may not translate directly to another, making it essential to develop a strategy tailored to the specific solution. 

Key Challenges of Selling to Government 

Several consistent challenges emerge when selling into the public sector. 

Sales cycles are long and slow, with extended timelines for conversations, decisions, and procurement processes. 

Reaching the right stakeholders is difficult. Multiple individuals are involved at different stages, and identifying the right champion can be challenging, particularly as many are not easily reachable through traditional channels such as LinkedIn. 

Validating ideas is also more difficult. Slow feedback loops make it harder to iterate quickly, which can delay product development and improvement. 

Finally, procurement regulations add an additional layer of complexity, often becoming a perceived barrier for early-stage companies. 

What Actually Works: Practical Lessons 

A key lesson is the importance of diversifying beyond the public sector. 

Relying solely on public sector clients introduces significant risk. Working with private sector clients in parallel allows for faster validation, product improvement, and the development of testimonials while navigating slower public sector processes. 

Over time, this creates momentum. As more public sector clients are onboarded, it becomes easier to build credibility and secure further opportunities. 

Time in the market plays a critical role in building trust. 

There is no shortcut to this. Consistent visibility through delivery, marketing, and presence across the sector helps build recognition. As familiarity grows, so does engagement from potential public sector buyers. 

Frameworks are important, but focus is essential. 

Rather than spreading efforts across multiple frameworks, it is more effective to prioritise one that aligns closely with the target customer. Expanding to additional frameworks can come later, once a strong base has been established. 

IT certification is another important component. 

Certifications such as ISO and Cyber Essentials Plus are often required by public sector buyers. These can be resource-intensive, so prioritisation based on demand is key. They should be built progressively over time rather than all at once. 

Becoming “public sector friendly” is critical. 

This involves making it as easy as possible for buyers to procure the product. Clear documentation, practical guides, and explanatory videos all help reduce friction. Sharing certifications and providing step-by-step guidance on procurement processes supports buyers in moving forward more easily. 

A Critical Reality Check: Product vs Procurement 

A key insight is that procurement is not always the real barrier. It is common to assume that procurement complexity is the main reason for lack of progress. However, in some cases, the underlying issue is that the product has not been sufficiently validated or does not meet the buyer’s needs. 

Procurement can sometimes act as an easy explanation for not proceeding. This creates a risk of misinterpreting feedback. What appears to be a procurement issue may in fact be a lack of demand or insufficient product-market fit. 

The critical question becomes whether there is genuine demand for the solution. When there is strong demand, public sector organisations are willing to navigate procurement processes and find ways to make it work. This reinforces the importance of continuous validation and building strong supporting evidence through real use cases and social proof. 

Removing Procurement as a Barrier 

Removing procurement as a blocker requires two things. 

First, a validated proposition supported by clear social proof. Second, making procurement as simple as possible. 

One practical example is the use of G-Cloud. 

Getting onto G-Cloud requires effort, but it can be highly effective when aligned with the product. However, being listed on a framework does not generate demand on its own. 

Active sales and engagement remain essential. The approach is to engage potential customers, validate interest, and then guide them through procurement once there is intent to buy. This includes providing clear documentation, guides, and supporting materials. 

Additional context, such as showing existing spend data on frameworks, can help demonstrate familiarity and reduce perceived risk. If a buyer is already using a framework, it becomes easier to position the solution within an existing procurement route. 

Using mechanisms such as direct award and call-off contracts further simplifies the process, enabling faster adoption once a decision has been made. 

Reflections for Public Sector Buyers 

Several reflections emerge from this experience. 

Innovation often comes from startups, which may not yet have the credentials of larger organisations. Supporting these businesses is key to enabling new ideas and approaches. 

Clarity around the buying process and timelines helps companies engage more effectively and plan their approach. Direct and honest feedback enables faster iteration and improvement, benefiting both suppliers and buyers. 

Finally, sharing successful solutions through networks and word of mouth helps build trust and accelerate adoption across the sector. 

Final Reflection 

A consistent theme throughout is the importance of combining validation with accessibility. Strong product validation, supported by real use cases and social proof, creates demand. 

Making the product easy to procure removes friction at the point of decision. 

Guiding buyers through procurement, rather than leaving them to navigate it alone, significantly increases the likelihood of success. 

Frameworks and procurement processes are important, but they are not the sole drivers of success. The focus should remain on building something that is genuinely needed and ensuring there are no unnecessary barriers to adopting it. 

You can watch the full presentation above.