Capacity, continuity, contracting, insurance and what happens when something is not working.
The questions that come up in a first conversation, answered the way I would answer them on a call. If yours is not here, ask it directly.
The governance, the artefacts and the documentation sit in your systems from the first week and are kept current as the work goes, rather than assembled at exit. If I disappeared tomorrow you would have the current position, not a reconstruction of it. That is the honest answer to a real risk, and it is why the handover trigger is written into the scope of work before anything starts.
Depends what you need from me. Leading delivery on a large programme is one person’s job and I have done it. Staffing a large programme is not, and if that is what you need I will say so in the first conversation rather than the sixth week.
Preferably against a stated result, with acceptance criteria agreed before the work starts and payment tied to them. Where procurement requires a different shape I contract under your terms, and on a day rate where that is the only available route. The result and the exit test get agreed either way.
Yes. Embedded, fractional and contract engagements are all work I take. Whatever the contracting route, the work still has a defined result, its own scope, its own acceptance criteria and its own exit test.
Professional indemnity and public liability. Certificates of currency on request.
You do. It is built in your systems, in your templates where you have them, and it stays when I leave.
Then we should both want to know early. The acceptance criteria agreed at the start are what make that conversation possible instead of awkward — without them, whether something is working is a matter of opinion, and nobody raises it.
Yes, and I would expect to before any substantive discussion. Enquiries are treated as confidential regardless.
No. The person in your steering committee is the person doing the work. That is the whole proposition, and subcontracting would quietly remove it.
Work outside my competence, and work structured so that nobody can be accountable for the outcome — split ownership, an undefined result, a decision that will be made elsewhere regardless. I decline both, and saying so at the first conversation is cheaper for everyone than discovering it at week six.
Only a few engagements run at once, so it depends on what is in flight. I will tell you a real date rather than an encouraging one.
Because I would need their written approval, and asking a client to sign off marketing copy is a favour better spent elsewhere. The case studies describe clients by type and use only figures about my own work. If you want a reference for a specific kind of engagement, ask at the point it matters and I will arrange one.