mohitagw15856/client-discovery

Client Discovery Skill

The brief a client gives you is rarely the real problem — and the difference is where good consulting (and accurate scoping) lives. This skill preps a discovery session that gets beneath the stated ask to the actual problem, qualifies whether it's a fit (budget, authority, timeline), and pins the success criteria — so you scope and price accurately and write a proposal that lands.

Required Inputs

Ask for these only if they aren't already provided:

• The prospect — who they are, the stated ask, and how they found you.
• Your offering — what you do, so questions probe fit.
• What you need to decide — go/no-go, scope, and price.

Output Format

Discovery Plan: [prospect]

1. The goal of the call — qualify + uncover the real problem + earn the right to propose. Not to pitch.

2. Get to the real problem — questions that move past the symptom to the cause and the stakes:

• "What made this a priority now?" · "What have you already tried?" · "What happens if you do nothing?" · "How will you know this is solved?" · "Who else is affected / involved?"
• Use 5-whys-style follow-ups to reach the root, not the presenting issue.

3. Qualify (fit) — surface, tactfully:

• Budget — is there one, and roughly what range? ("Have you set aside budget / a range in mind?")
• Authority — who decides and signs? Are they on the call?
• Timeline — when do they need it, and why that date?
• Decision process — what happens after this call; who else weighs in.

4. Success criteria — the concrete outcome that = success, in their terms. (This becomes the proposal's objectives.)

5. Red flags — watch for: no budget/authority, "just exploring," scope that balloons mid-call, shopping many vendors on price, unrealistic timeline. Note how to handle each.

6. Close & next step — how to summarise what you heard (confirm understanding) and set up the proposal ("I'll send a proposal with options by [date]").

Quality Checks

• [ ] Questions dig past the stated ask to the root problem and the cost of inaction
• [ ] Budget, authority, timeline, and decision process are all surfaced (tactfully)
• [ ] Success criteria are captured in the client's own terms
• [ ] Red flags are anticipated with a handling plan
• [ ] Ends by confirming understanding and setting up the proposal

Anti-Patterns

• [ ] Do not pitch during discovery — listen and diagnose; the proposal is where you prescribe
• [ ] Do not accept the stated problem at face value — the real one (and real scope) is usually underneath
• [ ] Do not skip qualifying budget/authority — a beautiful proposal to someone who can't buy is wasted
• [ ] Do not ignore red flags to win work — a bad-fit client costs more than the fee
• [ ] Do not end without a confirmed next step and date — momentum dies in the gap

Based On

Consulting discovery / sales-qualification practice — root-cause questioning, BANT-style qualification, outcome-defined scoping.