1. What needs to change?
Ask what prompted the enquiry and what the client wants the work to address. Confirm your understanding in their words. A request for a particular service may need more discussion before the scope is clear.
2. What is the impact?
Explore the consequences of the problem and the value of addressing it. Some effects can be estimated financially; others concern time, risk or a required decision. Do not force a financial estimate where it would be speculative.
3. How will the decision be made?
Ask who needs to be involved, what approvals are required and what information those people need. Direct access may not always be possible. Work with your contact to understand the process and respect any procurement rules.
4. What other options are being considered?
The client may compare firms, retain an existing adviser, use internal resources or delay the work. Understanding those options helps you explain the proposed scope. If they cannot disclose competitors, that alone is not a reason to dismiss the opportunity.
5. What determines the timing?
Ask about the deadline and what sits behind it. If timing is uncertain, agree when to speak again and what needs to happen first. A proposal can still be useful for planning, provided both parties understand its purpose.
Decide the next step
You may have enough information to prepare a proposal, need another conversation or decide that the work is not a fit. Record the reason and agree the next action with the client.
Use the questions in deal reviews
Discuss the answers with colleagues on current opportunities. This makes it easier to spot gaps before significant time goes into scoping. Professional-services training and coaching can help a team develop that approach.