Choose a review for the decision ahead.

A supplier’s proposal is ready for signature. You need to know what the price covers, what it assumes and how delivery will be accepted.

For

the executive about to sign a supplier’s statement of work.

What I review

The estimate against the scope: the supplier’s commitments, the work or inputs assumed from You, and the assumptions that could become change requests.

What You provide

The supplier’s proposal, estimate, scope and relevant contract schedules.

You get

A written review of the proposal and scope, the unstated assumptions that matter, and draft acceptance criteria for each milestone.

Scope

One supplier proposal and its associated estimate, scope and contract schedules. The written scope lists the documents and milestones covered before work starts.

Timing

The two working days start on the date we agree after initial clarification, once the scope is confirmed and all required documents are received. The written review is delivered by the end of the second agreed working day.

Boundary

This is a review of the proposal and its commitments. It does not establish that a system works, and the draft acceptance criteria are technical input rather than legal opinion.

A go-live has slipped twice. Before changing the supplier or leadership, You need to establish where the blocker actually sits.

For

the founder, CEO or COO deciding what needs to change in a stalled delivery.

What I review

The delivery question against the contract, available system evidence and the people involved. I identify the layer containing the blocker, the decisions that have not been made and who owns each decision.

What You provide

The relevant scope and contract, access to the systems and delivery evidence in scope, and time with the people involved. An executive sponsor needs to be able to arrange access.

You get

A written conclusion explaining the blocker, the evidence for it and the outstanding decisions and Their owners. It can support a payment decision, change request or contractual notice; it is not legal advice.

Scope

One defined delivery problem or decision. The quote names the suppliers, systems, evidence and interviews included, any on-site days and the written output. A wider program review or additional question is scoped separately.

Timing

I confirm the delivery date after we clarify the question and check the access and interviews required. Work starts once the agreed evidence and access are in place.

Boundary

I examine deliverables, evidence and decisions. I do not evaluate named individuals or take on the remedial build.

The supplier says the milestone is complete. You need an independent check of the claim against the agreed acceptance criteria.

For

the CFO or COO deciding whether to release a milestone payment, and the sourcing advisor supporting that decision.

What I review

The contract and criteria, the supplier’s raw evidence and the tests Themselves. I speak with engineers on both sides, without managers present, and sign the resulting technical opinion.

What You provide

The contract and schedules, test-environment access, raw test evidence and time with the engineers. The scope identifies who can arrange access.

You get

A signed opinion (pass, pass with named conditions, or not yet) and the evidence supporting it. If I cannot reach a conclusion, I identify the missing evidence and what is needed.

Scope

One defined milestone against its agreed acceptance criteria. The quote names the tests, evidence and interviews covered. Further milestones or a repeat review after remedial work are scoped and quoted separately.

Timing

I confirm the delivery date after checking the contract, evidence requirements and test availability. Work starts once the required access, supplier cooperation and appointment arrangements are in place.

Contractual role

You approve the milestone and release payment. Before we agree the work, we establish whether and how the contract gives my opinion a role in that approval. A technical opinion alone does not create that authority.

Boundary

Technical review only. Legal opinion, security assurance and construction acceptance are excluded.

An integration, data flow, platform component or AI feature is far enough along that changing it later could be expensive.

For

the CTO, head of engineering or program owner who wants an independent look at work in progress.

What I review

The work against what it is supposed to do (requirements, decisions, running code, data, tests and tickets), with the engineers building it.

What You provide

The requirements and decisions to date, read-only access to the work in scope and time with the engineers.

You get

A written finding naming each gap, its evidence and what would need to change, suitable for a change request or stage gate. If the build is sound, the finding says so.

Scope and timing

The quote names the component or system being reviewed, required access and the delivery date.

Boundary

A review of the work against its requirements; no maturity score or evaluation of individuals. I do not take on the remedial build.

Release decisions need evidence and an explicit written position on whether the gate should be cleared.

For

the delivery director or program owner who needs an independent technical position inside the program at each release gate.

What I do

Work inside the program in an agreed design-authority role, reviewing what gets built and giving a named opinion at each release.

What You provide

Access to the relevant systems, delivery evidence and decision meetings, with the role and authority defined before work starts.

You get

A written position at each agreed gate, setting out the conclusion and supporting evidence.

Scope and timing

Three days a week for a fixed term. The engagement names the gates covered, the role’s authority and the end date.

Boundary

The role and authority are agreed explicitly. I do not independently judge work I have helped build.

You have money in a program You do not run. You need an independent view alongside its own reporting, including before more money goes in.

For

an investor, lender or board. I report to You, not to management inside the company being observed.

What I do

Spend two days a month in the program with read-only access to its systems, tickets and relevant meetings, and provide gate opinions before further funding decisions.

What You provide

An agreed reporting mandate and access to the program’s evidence and relevant meetings.

You get

Written findings for the agreed oversight period, including material changes such as acceptance criteria being renegotiated after signature, and opinions at the funding gates in scope.

Scope and timing

The agreement names the reporting dates, funding gates and end date. Start with one month and renew if it is worth renewing. Longer commitments have a lower monthly fee.

Boundary

I report findings and gate opinions to You. I do not manage the program, sit on its steering group or take on remedial work.