Before the price, the problem
To build a useful proposal, we need to understand the context: what is not working, which decision is blocked and what outcome the project needs to enable. Listening and clarifying are work we do together with the client.
This is where scope comes from. We describe the activities included, the information needed, the people involved and the expected deliverables. The clearer these conditions are, the more the relationship can focus on the work.
What we make explicit
A proposal at a defined price must also clarify the assumptions behind it. Data availability, the involvement of business functions and decision timelines can affect the project. We discuss them in advance, along with the criteria for checking deliverables.
The price refers to this agreement. Within the agreed scope, we organise our work and take on the risk of the time required. The efficiency of our approach becomes our responsibility.
What if the project changes?
A business keeps moving during a project. Different needs, new constraints or information that changes priorities can emerge. We therefore establish a simple, transparent way to discuss changes.
We make the request visible, assess its impact on deliverables, timing and price, and agree on how to proceed. Change is decided together before it becomes additional work.
An agreement that supports good work
For us, the value of this model lies in the clarity of the relationship. The client can assess what they will receive; the team can choose how to build it. Conversations return to objectives, decisions and the quality of deliverables.
In an initial discussion, we start with the problem, even if it is not yet well defined. Understanding how to describe it is already part of the work.