Writing Proposals That Set Clear Expectations

Consultants don’t typically lose money on the work they agreed to. They lose money on the work they never agreed to. That’s why assumptions in your Statement of Work are just as important as the scope itself. Here’s what I mean: A client drags their feet giving you system access → your timeline slips, but suddenly you’re “late.” Stakeholders ghost feedback for weeks → you’re stuck waiting, unpaid. You budget time for analysis, but they expect implementation → scope creep eats your margin. These things do happen. That’s why I build assumptions into every proposal. Real ones. Things like: Feedback comes back within 3 business days. I use my own equipment unless the client requires theirs for security purposes, then its at their cost. Work is remote unless they request travel, which is billed separately. Hours cap each month. When I hit 95%, I flag it so the client can reprioritize or approve more time. Deliverables are theirs once invoiced and paid. None of this is “fine print.” These are the ground rules that keep projects on track and protect your sanity. Consulting isn’t just about solving problems. It’s about making the conditions for success explicit before you start. I’m Melissa, I help businesses cut costs, reduce risk, and build procurement and contracts that actually work in the real world. What’s the one assumption you wish you’d written into a proposal that wasn't clear when you signed a contract? #Consulting #Contracts #BusinessEfficiency #RiskManagement #ScopeCreep

In the past, I wrote proposals (or strategy docs) mostly to wow prospective clients with fancy terms, big promises, and a slick design—a nice big long deck, right? But you know what was missing? Other than self-esteem, serotonin, and dopamine? (These are the jokes, people) The practical detail that helps me actually execute once they say “yes.” I realized that if the doc doesn’t function as my own roadmap, it’s just empty fluff. Now, I treat it as both a pitch and a set of step-by-step instructions for the work ahead. I explain what I’ll do, but I also spell out the “why.” For example, if I propose a 3-month content ramp-up, I detail how it intersects with the client’s sales pipeline, brand awareness goals, or community-building strategy. Once approved, I don’t have to reinvent the wheel. The plan is there in black and white, guiding me (and them) forward. It’s like drafting your own instruction manual: “Install Part A (launch pilot campaigns) before attempting Part B (scale to broader audiences).” Clients appreciate it too. They don’t just want big promises—they want to know exactly how those promises become reality. This clarifies scope and expectations from day one. When everything’s spelled out, you avoid the dreaded “But I thought you were also handling X, Y, and Z for free” chat later on. Ultimately, this doc should serve everyone. It convinces clients you can deliver—and it reminds you how to deliver once underway. If it doesn’t accomplish both, rethink your approach. Winging it after they say “yes” only adds stress for you and risks disappointment for them. A good plan is your mutual blueprint for success—whether it’s a formal proposal or an internal strategy doc. Tips to Serve You: Create Your Own Roadmap 👉 Break down each phase in a way that aligns with your workflow. If it’s not useful to you, it won’t be useful to anyone. Set Realistic Time Frames 👉 Build in buffer time for feedback and sign-offs, so you’re not scrambling at the eleventh hour. Document the “Why” 👉 Note the reasoning behind each recommended step. Future you will thank you when it’s time to execute. Outline Dependencies 👉 Specify the assets, data, or approvals you need from others before progressing. Tips to Serve Them: Highlight Tangible Outcomes 👉 Show how your plan leads to measurable results—engagement boosts, qualified leads, community growth. Use Plain Language 👉 Ditch the jargon. If it’s complicated, clarify it. Clients want to grasp your plan quickly and confidently. Tie Back to Their Goals 👉 Connect each step to what matters most to them, whether it’s revenue, visibility, or retention. Clarify Scope and Costs 👉 No mysteries. Lay out what’s included, how long it’ll take, and why it’s worth the investment. Whether you’re writing a full-blown proposal or a quick-and-dirty strategy doc for your own team, make sure it does double duty: clarifies the vision for your clients and keeps you on track. That’s how everyone wins.

Scope creep—it starts with a “quick favor” and suddenly, you’re writing a whole new strategic plan for free. 😵💫 When Julia Devine and I first started consulting for nonprofits, we wanted to be helpful. We’d say yes to little extras, thinking it would build goodwill with clients. Instead, we ended up overwhelmed, underpaid, and frustrated. Sound familiar? Here’s how we learned to lovingly keep projects in scope: ❤️ Set Clear Expectations Upfront: Before the contract is signed, be specific about what’s included (and what’s NOT). A vague “fundraising support” clause? Recipe for disaster. Instead, define deliverables like “a 3-page major gifts strategy” or “two grant proposals.” ❤️ Use a Strong Contract: Your contract should be your best friend. Outline the scope in detail and include a clause about additional work requiring a change order or separate agreement. Protect your time and your income. ❤️ Say "Yes, And That Costs Extra": When a client asks for something outside the original scope, try this: ✔️ “I’d love to help with that! Let’s talk about a scope expansion and pricing.” ✔️ “That’s a great idea! I can add it for an additional $X.” ✔️ “I can prioritize that instead of [original task]—which would you prefer?” ❤️ Regular Check-Ins: During the project, revisit the scope with your client. A simple “We’re on track with XYZ—would you like to add anything as a paid extension?” can keep expectations in check. ❤️ Resist the Urge to Overdeliver: I get it—you want to wow your clients. But overdelivering doesn’t mean undervaluing yourself. Deliver what you promised, do it well, and charge fairly for anything extra. Have you experienced scope creep as a consultant? How do you handle it?

One of the smartest ways to avoid a contract dispute? ➡️ 𝙒𝙧𝙞𝙩𝙚 𝙖 𝙗𝙚𝙩𝙩𝙚𝙧 𝙗𝙞𝙙. ⬅️ Before you ever see a subcontract, your bid is your first, and sometimes only, chance to set expectations. Too many subs submit a clean number with no scope narrative, no clarifications, and no exclusions… …then get buried in extra work they never priced for. 𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝗽𝗿𝗼𝗯𝗹𝗲𝗺? 🔎 𝘝𝘢𝘨𝘶𝘦 𝘱𝘳𝘰𝘱𝘰𝘴𝘢𝘭𝘴 𝘭𝘦𝘢𝘥 𝘵𝘰 𝘷𝘢𝘨𝘶𝘦 𝘤𝘰𝘯𝘵𝘳𝘢𝘤𝘵𝘴. And vague contracts lead to: 🚩 Scope creep 🚩 “We thought that was included” conversations 🚩 Change orders you have to fight for 🚩 Margin erosion that was 100% preventable 💡 𝗧𝗵𝗲 𝗳𝗶𝘅? ✔ List your inclusions clearly. What’s in your price and how it aligns with the plans. ✔ List your exclusions clearly. What’s not included, especially items that tend to create confusion (demo, permits, protection, etc.). ✔ Use trade-specific language. Be detailed enough that someone outside your crew would understand the scope. ✔ Make your proposal part of the contract. Reference it. Attach it. Make it binding. ✅ 𝗔𝗰𝘁𝗶𝗼𝗻𝗮𝗯𝗹𝗲 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆: Your proposal isn’t just about winning the job. 𝙄𝙩’𝙨 𝙮𝙤𝙪𝙧 𝙛𝙞𝙧𝙨𝙩 𝙡𝙞𝙣𝙚 𝙤𝙛 𝙙𝙚𝙛𝙚𝙣𝙨𝙚. A well-written bid helps you control the narrative before the contract is even drafted. ✒️ That’s why I teach subcontractors how to review, redline, and negotiate their contracts like a lawyer—so they don’t need one every time a subcontract hits their inbox. 🥊 As we head into Q2, 𝗜’𝗺 𝗼𝗽𝗲𝗻𝗶𝗻𝗴 𝘂𝗽 𝗮 𝗳𝗲𝘄 𝗻𝗲𝘄 𝟭:𝟭 𝗰𝗼𝗮𝗰𝗵𝗶𝗻𝗴 𝘀𝗽𝗼𝘁𝘀 for subcontractors who are ready to stop signing blind and start signing smart. DM me to see if one’s open. 📌 Not quite ready to dive into coaching? Start with my free guide: 𝐎𝐖𝐍 𝐘𝐨𝐮𝐫 𝐂𝐨𝐧𝐭𝐫𝐚𝐜𝐭𝐬: 𝐀 𝐒𝐮𝐛𝐜𝐨𝐧𝐭𝐫𝐚𝐜𝐭𝐨𝐫’𝐬 𝐐𝐮𝐢𝐜𝐤-𝐒𝐭𝐚𝐫𝐭 𝐆𝐮𝐢𝐝𝐞. Drop a 🚩 below and I’ll send it your way. 👉 𝐖𝐡𝐚𝐭’𝐬 𝐨𝐧𝐞 𝐭𝐡𝐢𝐧𝐠 𝐲𝐨𝐮 𝐚𝐥𝐰𝐚𝐲𝐬 𝐞𝐱𝐜𝐥𝐮𝐝𝐞 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐛𝐢𝐝𝐬 𝐭𝐨 𝐚𝐯𝐨𝐢𝐝 𝐬𝐜𝐨𝐩𝐞 𝐜𝐫𝐞𝐞𝐩? 👇