01 /
Name the decision, not just the topic
“Help with growth” can mean many things. A clearer brief might ask which customer segment to prioritise, whether an acquisition fits or how to prepare for an ownership transition. Explain why the decision matters and what has already been tried.
For context, our business advisory services cover growth, succession, governance, performance and transformation. The proposed scope should connect to a specific need within those fields.
02 /
Compare the shape of the engagement
Advisory work can be scoped as a defined project, time-based support or an ongoing arrangement. These are common models to discuss, rather than a fee menu. Ask what is included, how progress will be reviewed and what triggers a change in scope.
A strategy workshop may help settle defined choices, while ongoing support may involve a different rhythm. Compare the actual work rather than the label.
03 /
Make responsibilities explicit
Identify who will provide financial information, arrange stakeholder conversations and make the final decisions. Clarify whether the adviser is helping analyse options, facilitate agreement, prepare a document or support implementation.
Ask how much time your team will need to contribute. A proposal can look economical yet require information or implementation capacity the business does not currently have.
04 /
Review value through useful outputs
Agree what progress will look like: a clearer choice, an evidence pack, a tested assumption or an accountable action plan. Some outcomes depend on decisions and market conditions beyond the engagement itself, so avoid reducing value to a promised financial return.
For a specialist task such as valuation, compare the valuation scope and fee separately. Different work may require different information and deliverables.
Use this in your business
A brief for comparing advisory proposals
| Specify | Your notes |
|---|---|
| Decision | What must be decided, by whom and why now? |
| Starting point | Evidence available and work already completed. |
| Deliverables | Analysis, meetings, documents or implementation support. |
| Responsibilities | Adviser role and time required from your team. |
| Review and changes | How progress, additional work and fees are handled. |
A practical example
A workshop or a longer project?
If the team has good evidence but cannot agree on priorities, a focused decision session may be the right conversation. If the evidence itself is incomplete, analysis may be needed first. Comparing only the session price would overlook that difference in starting point.
Your next move
Tell us the decision so we can shape the scope
Tell us the decision, the constraints and the information you have. We can discuss what useful support would involve before you commit to a scope.
Tell us the decision so we can shape the scope