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Better Bullet Points to Win More Projects

Better Bullet Points to Win More Projects

Often, clients or intermediaries will ask you to share bullet points that detail your relevant experience. This resource provides:
  1. The job of a bullet point
  2. The two types of good bullet points
  3. DOs and DON’Ts
  4. Bad examples
  5. Good examples
  6. Additional resources

1. The Job of a Bullet Point

The job of a bullet point is not to get you hired.

The job of a bullet point is to convince a busy reader to check out your resume and LinkedIn profile.

It should demonstrate credibility.

It should be relevant.

It should be long enough to tell a highly-compressed story—but not so long that a reader skips over it.

A good length is about 30-75 words.

You’ve got about three seconds of attention if you’re lucky.

Make the most of it.

2. The Two Types of Good Bullet Points

There are two types of strong bullet points:

1. Illustrate a specific experience

To illustrate your experience, a good bullet point provides a specific example and concisely explains:

  • The context
  • What you did
  • The impact

Make it “crunchy” by adding specifics.

Good Example: Led and managed the execution of 8 Facilities CapEx sourcing projects for 7-11% savings over ~$70M in capital spend (i.e., Obsolete Inventory Sales, Plant Modernization Projects, 5-Axis Machines, HVAC equipment, Transformers, Spar Cutters, Holding Tanks, etc.)

In comparison, notice how when stripped of specifics, the bullet point becomes far less compelling. No oomph.

Weak Example: Led and managed the execution of 8 Facilities CapEx sourcing projects.

2. Show experience over time

If you’ve done a particular type of project many times, it can also be helpful to include a bullet point that shows ongoing experience over a period of time.

Example: As an independent consultant, I’ve focused on post-merger integration projects for the past 15 years. I’ve led 8 carve-outs and 22 post-merger integration efforts for deal sizes that range from $50M to $9 billion. I have a full suite of templates and checklists that I can adapt to integrations of all sizes. I’ve led PMI projects for 4 of the top 10 PE firms and for 6 public companies.

3. DOs and DON'Ts


  • Do lead with your most powerful bullet first.

  • Do provide experience that is relevant to the project.

  • Do share just 2-3 bullets that are right on target, instead of those same 2-3 bullets plus 3 additional bullets that are less relevant.

  • Do include context regarding your role, the situation, and outcome.

  • Do mention the client (by name, or if confidential, sanitize, e.g., Top 10 pharmaco).

  • Do create a project list of all the projects you’ve ever done, so you can easily copy, paste (and tweak if required) bullets to save time.

  • Do send client-ready bullets free of typos.

  • Do mention relevant content you’ve created. E.g., “I host a weekly podcast focused on customer experience, where I’ve interviewed 150 customer experience execs over the past three years.”

  • Do attach or provide a link to your article / book / resource / white paper on this very topic.

  • Do mention that you’ve been quoted by a well-known news outlet on the topic, or spoken on a panel at a conference on the topic, or have other experiences that demonstrate credibility.

  • Do mention a relevant certification (E.g., Six Sigma Black Belt, PhD in Chemical Engineering, PMP, CPA).


  • Do not write “You should have my resume on file.”
  • Do not write “See my resume.”
  • Do not send a blank email that doesn’t list any bullets.
  • Do not write, “I’ve done this project many times.”
  • Do not provide a detailed, step-by-step approach. This should be a bullet, not a full proposal. It should cover what you have done and the impact delivered. Not a comprehensive playbook.
  • Do not copy and paste from ChatGPT—it can come across as inauthentic.
  • Do not bury the lede, with your most compelling example in a subordinate clause in your fourth bullet.

4. Bad Examples

Bullet points are unsuccessful when they fail to convince a busy reader that you deserve strong consideration for a project.

The following are all real examples we have received.

Most of these unsuccessful bullets have between 5 and 15 words. Usually that’s not enough to tell a compelling story.

No actual bullets provided


  • [bullets just not included]
  • See my resume.
  • I’d be happy to discuss my experience.
  • Could you share more info about this project?
  • See the bullets I sent last time.
  • See my LinkedIn profile.
  • I’ve done this type of project many times.
  • Is this project still available?
  • Do you think I could be a fit for this project?

No relevant experience

  • No relevant experience. Could be a stretch but have a desire to engage in more operations work.

Insufficient detail

Example: For an operational improvement project at a mine
  • I do Operations transformations in McKinsey and have metals and mining experience prior to McKinsey and MBA.
  • I am interested in both full-time and part-time options.
Example: For a go-to-market project
  • GTM strategy and omnichannel transformational projects
  • My target annual comp (base + bonus): Negotiable

Example: For a PMO role

  • I have done program design and management at both CLIENT1 and CLIENT2
  • I have done PMO work for a manufacturing company
  • I have led teams of various sizes to achieve client goals
Example: For a product portfolio project at a data information services firm
  • Product analytics for global restaurant chain
  • Various analytics project
Example: For an organizational design program at a public agency
  • Org design / HR Strategy / L&D Program build for Telecoms Industry Group 
  • Org Design / HR Strategy / L&D Program Build for Health Tech Startup 
  • CHRO withOrg Design Focus for Healthcare Consulting Company

Example: For a lean operations project at a manufacturing firm

  • Lean Transformation Consultant for custom manufacturer
  • Business Transformation Consultant for custom manufacturer
  • Digital Transformation Consultant for edtech SaaS

Example: For a COO role at a luxury concierge services firm

  • I was COO for a portfolio of retail PE/Family office brands focused on 2-3x growth
  • I’m the Founder of my own LLC, where I provide business planning services. One of my clients was a health wellness brand who wanted support entering a new market and thinking through operating efficiencies.

Example: For a project with a public housing authority

  • Board member at CLIENT where I advise on housing policy and RE development
  • Shelter development lead with CLIENT

Example: For a strategy project at a mining client

  • I have no mining experience however certain of my experiences could be relevant depending on a type of project
  • Strategy for a steel pipe producer in the Middle East
  • Cost optimization for electric cables producer in Europe
  • Construction company turn-around and ensuring implementation of the projects pipeline

Too long – proposal-length description of approach

We won’t quote an example here, since they are (by definition) too long. Some consultants will share instead of bullets a proposal-length description of their proposed approach. The goal of the bullet points is to provide concise and compelling evidence of your past experience. If you do have relevant tool, templates, or sanitized examples of past work, then add those as attachments.

5. Good Examples

Bullet points are successful when they convince an exec that your experience is sufficiently compelling that it makes sense to interview you for a project.

The average length of these bullets is 30-75 words.

Some of the longer bullets shown below, while strong, would be even more powerful if they were edited down to under 75 words. Less can be more.

For a commercial due diligence in software

Typically, bullets should contain context and impact. In the case of certain types of shorter projects, such as commercial due diligence, another approach is to provide a list of projects of that type.

    • CDD on cable field technician management software
    • CDD on mainframe services
    • CDD on auto dealer marketing software
    • CDD on dental practice management software
    • Go-to-market strategy for cloud providers in Japan, Hong Kong, Indonesia
    • Capabilities benchmarking for SMB cloud offerings
    • Monetization model for music streaming, podcasts, and audiobooks in Europe
For a sourcing project:
  • Co-led RFP sourcing effort for [redacted] services across the [redacted] region, which resulted in 18-22% energy and cost savings across ~$50M in category spend. Led and managed the execution of 8 Facilities CapEx sourcing projects for 7-11% savings over ~$70M in capital spend (i.e., Obsolete Inventory Sales, Plant Modernization Projects, 5-Axis Machines, HVAC equipment, Transformers, Spar Cutters, Holding Tanks, etc.)
  • Incorporated strategic improvements to the clients’ Procurement Operations department (i.e., auto-PO’s/Approvals, EDI capabilities, electronic supplier invoices, etc.) for six facilities sub-categories, which improved productivity by ~30%
  • Effectively engaged with multiple internal facilities stakeholders and executive leadership, to develop and execute an Energy Management strategy for an ~9% ROI on a $250K investment with a payback period of 18 months or less
  • Managed and directed two client resources through the 7-step sourcing process to identify 8-12% savings on ~$90M of Facilities Operations spend, across six facilities sub-categories: General Building Maintenance, Energy Services, Housekeeping

For a pharmaceutical client project:

  • For a Top 10 pharmaceutical company, I led the creation of a Digital Center of Excellence and an overarching digital-health strategy, which drove $3 billion in incremental revenue by deploying key lighthouse digital use cases. This pivotal role underscored my ability to harness digital innovation for substantial business growth
  • As the lead consultant for a Special Purpose Acquisition Company (SPAC), I conducted thorough due diligence on a range of immunology assets across therapeutic domains, paving the way for the formation of a strategic NewCo. This effort showcased my expertise in evaluating scientific and market potential to inform high-stakes investment decisions.
  • I directed the brand strategy for a groundbreaking drug launch within a critical therapeutic area for a Top 20 pharmaceutical company. My strategic analysis and execution played a crucial role in establishing the drug as a market leader, demonstrating my capacity to navigate complex market dynamics and drive successful product introductions.

For a digital marketing project:

  • Go-to-market: Created comprehensive operational plan to improve retention of current customers moving, including measurement framework, marketing and customer experience improvements. Led cross-functional team (marketing, call center operations, messaging, direct marketing, media, and experience) that managed $[XX] in spending to improve retention for [XX] moves each year. Delivered sustained move share increase of [XX]% per year ([XX] net customer relationships).
  • Go-to-market: Served on team that launched new Smart Solutions business unit to sell third-party IoT offerings to business customers. Onboarded nine newly integrated partners through assessment and remediation plan for end-to-end delivery model (pricing, sales, onboarding, billing, and support), preparing for growth. Validated market size for targeted IoT markets to include emerging segments.
  • Omnichannel implementations: Led digital product product management team responsible for (5M order entry transactions per year), and agent ordering experiences for call center and retail. Managed five product managers, prioritizing the road map for $[XX] in expense for [XX] software developers and experience designers. Automated [XX] existing customer orders per year that were previously fully manually entered, saving $[XX] per year and increasing transactions by [XX]%. Built self-service customer moving experience with 40-plus Net Promoter Score (NPS), automating [XX] customer moves each month.

For a process-improvement project:

  • For a high-growth healthcare services company, drove data-driven process optimization program including quantitative diagnostic and design of performance management program, with the goal of debottlenecking end-to-end process from initial customer contact to result delivery. Areas of focus included, business process mapping and redesign, process automation, data management integration, and KPI redesign and dashboard creation. Identified opportunities for up to 30% improvement. 
  • For a professional services firm, evaluated and identified areas of improvement in financial and business processes and operational systems, including order to cash, procure to pay and record to report. Developed a process optimization and improvement plan resulting in elimination of need for line of credit, 16% of cost savings and a 20-day reduction in reporting timelines.
  • For global electronics manufacturer, developed lean center-led procurement system (combination of enterprise tools, de-bottlenecked collaborative processes, and standardized processes and templates) to effectively reduce complexity and consolidate global spend, resulting in 16% direct cost savings. As part of the engagement, streamlined procurement process to capture savings within 2-6 months vs. 12-24 months under old process.

For a data & analytics project:

  1. Assessed digital marketing spend for a U.S. e-commerce company with ~$10M in annual digital marketing spend across 4 ad platforms. Mapped out the end-to-end marketing funnel from impressions to conversions, gathered and analyzed granular campaign-level data from each platform, measured pipeline KPIs consistently across platform and campaigns, and identified top and bottom performing platforms / geographies / campaigns / product lines. Identified specific areas to reallocate spend to optimize conversion, improving ad efficiency by >10%. Also conducted unit economics analysis that provided clear thresholds for ROAS (Return on Ad Spend); this helped the client’s digital marketing team avoid overspending on ads at loss-making efficiency levels, resulting in pull-back in suboptimal spend and improved contribution margin by $2M annually. 
  2. Pricing optimization for an outdoor events client. Conducted in-depth analysis of pricing and yield analysis across client’s portfolio of 100+ annual events, over the past 5 years. Identified price changes by event to optimize for yield and event profitability. Built out a pricing forecast tool used globally by event managers.
  3. Revenue Cycle Management analytics for a multi-location healthcare provider. Analyzed granular patient billing and collection data spanning 10+ years in a complex revenue conversion context. Helped clients and PE better understand the cycle, drivers and factors of higher collection rates, identified several actionable billing issues, developed KPI dashboard for ongoing monitoring, developed cash flow forecasting tool using predictive modeling.

For a SaaS marketing project:

  1. I am a 4x Growth-stage VP of Marketing and On-Demand CMO who has built hyper-growth B2B SaaS businesses $6m-$150m+ leading to funding and acquisition. I have sophisticated experience building high-performance marketing teams, scalable operations, positioning, and social branding, creating accelerated awareness and demand generation exceeding revenue targets 30-200% YOY growth.
  2. Rapidly scaled Infor’s global SaaS and software Managed Services business from $5M to $8M within 6 months by creating demand generation and audience-first marketing strategies in addition to aligning with revenue leaders to achieve new business pipeline, revenue and customer acquisition targets, sales revenue goals and business objectives.
  3. At EY, I directed marketing budgets up to $10M distributed across brand, mobile, programmatic, demand, paid search, paid social, email drip campaigns, display ads, SEM, PR marketing, video, and targeted user persona marketing. Created, executed and optimized both B2B and D2C marketing campaigns promoting SaaS platforms, global offerings and niche areas of the firm.

For a pro bono strategy project with a non-profit:

  • I am currently an executive coach to the CEO of a family-focused, mental health non-profit organization. I coach the CEO on the development of a strategic expansion of her organization’s mission, as well as advise her tactically on operational, financial, personnel, communication, and marketing actions to deliver on her strategy. The impact is the launch of parenting webinars, and the corresponding social media engagement, to reach all of [redacted] county, with expansion plans to all of Florida. I am also working with her to develop a cross-coalition group of mental health and family focused non-profits to coordinate their efforts in the state.
  • I recently created a development strategy for a marine philanthropy non-profit to significantly increase their institutional giving from foundations and corporations. The outcome of the project were 6-18+ month action plans to systematically develop the key competencies, technology, and audience. I also identified a list of 100 corporations and foundations to reach out to for funds, based on aspects of their identity that would connect and resonate with donors.
  • I have also led strategic planning efforts for corporations, from education to healthcare companies, and am an experienced facilitator of discussions to make the best use of the limited time of executives to get to key decisions and alignment, and using the time outside of the meeting to organize materials and pre-reading that will propel the next stage of strategic planning. I use the Strategic Planning in Non-Profits (SPiN) method created by the Nonprofit Association of Washington to lead the process. 
For contributing examples of best-practice bullets, thanks to: Mindy Anderson, Gennadiy Goldenshteyn, Diana Moffa, Donnell Moorer, Ben Silverman, Saumya Sinha, Mike Sterling, Amelia Waters.

6. Additional Resources