Negotiating Timeframes in Cross-Border Projects

We’re learning so much while building the Negotiate Like a Woman database that it would be wasteful not to share it in real time. I’m opening a new series to share short summaries as we analyze them, so the learning happens as we build. 𝐂𝐚𝐬𝐞 𝐒𝐭𝐮𝐝𝐲 #1: Advocating for Client-Centric Product Development Have you ever pushed back on a client's unrealistic demands, knowing it could ruffle feathers but lead to better results? 𝐐𝐮𝐢𝐜𝐤 𝐓𝐚𝐤𝐞𝐚𝐰𝐚𝐲: Disrupt rigid thinking with direct openers, back it with data like dependency maps, propose incremental steps for buy-in, and reference past frustrations to build empathy, turning potential conflicts into collaborative wins. 𝐊𝐞𝐲 𝐂𝐨𝐧𝐭𝐞𝐱𝐭 𝐂𝐮𝐥𝐭𝐮𝐫𝐚𝐥 𝐂𝐨𝐧𝐭𝐞𝐱𝐭: Post-Soviet upbringing in economic turmoil, fostering directness against injustice; clashed with U.S. clients' preference for diplomacy. 𝐇𝐢𝐞𝐫𝐚𝐫𝐜𝐡𝐢𝐜𝐚𝐥 𝐏𝐨𝐬𝐢𝐭𝐢𝐨𝐧: Product team manager in a South Caucasus outsourcing firm, bridging teams across continents. 𝐈𝐧𝐝𝐮𝐬𝐭𝐫𝐲 & 𝐒𝐞𝐭𝐭𝐢𝐧𝐠: Tech outsourcing in product management, negotiating with North American stakeholders. 𝐃𝐞𝐦𝐨𝐠𝐫𝐚𝐩𝐡𝐢𝐜𝐬 & 𝐂𝐨𝐮𝐧𝐭𝐞𝐫𝐩𝐚𝐫𝐭𝐬: Late 30s woman with an international business degree; multiple U.S.-based client representatives. 𝐒𝐭𝐚𝐤𝐞𝐬: Project timeline, client relationship, and potential for extended contracts. 𝐓𝐡𝐞 𝐒𝐭𝐨𝐫𝐲: The product manager reviewed a U.S. client’s 100-page redesign request and immediately saw the truth: this wasn’t a two-week task but a two-month overhaul affecting the entire product suite. She opened with a bold reset: “No one will read this document”, and shifted the discussion to the real goal behind the feature. She proposed incremental demos to give the client control, mapped the dependencies to show the risks of rushing, and reminded them of what had happened in past rushed projects. The clarity shifted the entire negotiation. 𝐎𝐮𝐭𝐜𝐨𝐦𝐞 & 𝐖𝐡𝐲 𝐈𝐭 𝐖𝐨𝐫𝐤𝐞𝐝: The client agreed to the timeline and process, yielding success and contract extensions. Complaints arose from her directness, but results prevailed. 𝐅𝐚𝐜𝐭𝐨𝐫𝐬: - Bold reframing focused on goals amid cultural differences. - Visual data and empathy built trust. - Incremental proposals addressed control needs. 𝐀𝐜𝐭𝐢𝐨𝐧𝐚𝐛𝐥𝐞 𝐓𝐢𝐩𝐬: • Start with a precise truth to break the pattern: “Most specs get skimmed, what’s the real goal here?” • Map the hidden impacts before the meeting; visuals end arguments faster than words. • Offer something they can touch early: mockups, demos, first slices, so alignment happens before the work scales. • Use their past frustrations as shared evidence: “We’ve seen what rushed work leads to. Let’s avoid it this time.” • If your communication style is more direct than theirs, pair it with intent: “I want this to work long-term.” Direct + purpose reads as leadership. What's a time you challenged assumptions?

Unrealistic timetables help nobody. In the £5m–£50m deals we specialise in, a six week exclusivity sounds decisive, but it rarely reflects reality. Yes, aggressive timetables can work when you have: 🔹Vendor due diligence already done 🔹SPA mark-ups earlier in the process 🔹No third-party debt, or debt already lined up This is usually the case in larger, more institutional transactions. For most lower mid-market deals, six weeks to: 🔹Complete full financial and legal diligence 🔹Negotiate a balanced SPA 🔹Arrange and document third-party debt …is simply not realistic. What typically follows is predictable: 🔹Vendors are told to expect completion in six weeks 🔹Slippage is inevitable 🔹Frustration builds 🔹Trust erodes, even though nothing unusual is happening Our experience is clear: 8–10 weeks post heads is a sensible, achievable timetable for most £5m–£50m transactions. Sometimes longer, depending on complexity. The right approach is not artificial deadlines. It’s setting sensible expectations while maintaining momentum. Deals fail far more often from mismanaged expectations than from lack of urgency. #MergersAndAcquisitions #Deals

You need funding to move quickly on an opportunity but it’s taking eternity to get your licenses. Of course, lenders will not release funds unless they are comfortable that the relevant permits, approvals, and licenses are in place. This becomes problematic especially in the African context where getting these approvals can take months, sometimes years. So what do you do? Here are a few practical ways to navigate this situation. 1️⃣ Map your approvals early From the very beginning of the project, work with a lawyer who understands the sector to identify all the permits and authorisations you will need. Knowing this early helps you plan your financing strategy better. Do not wait until financing discussions begin before thinking about regulatory approvals. 2️⃣ Review the Conditions Precedent (CPs) carefully. When negotiating financing documents, lenders will list the approvals they expect you to obtain before funds are disbursed. These are usually buried in the schedules of the agreement. Do not focus heavily on the main body of the agreement and ignore the schedules. 3️⃣ Push back on approvals that don’t apply. Many lenders use standard templates. That means some approvals listed may not actually be relevant to your project. Review them carefully and challenge what is unnecessary. Removing unnecessary CPs can significantly reduce delays. 4️⃣ Negotiate timing where necessary For approvals that genuinely apply but may take time to obtain, discuss with lenders whether they can move from a Condition Precedent (CP) to a Condition Subsequent (CS). This means you can obtain them after disbursement within an agreed timeline. 5️⃣ Be realistic about timelines If approvals are moved to a Condition Subsequent, make sure the timeline is one you can actually meet to avoid falling into a breach. 6️⃣ Provide lenders with comfort Where approvals are moved to a Condition Subsequent, lenders will usually require additional comfort. This can include: periodic regulatory progress reports and undertakings to pursue approvals diligently The key here is transparency and credibility. ————— In Africa’s regulatory environment, perfect regulatory readiness is usually unrealistic at the early stages of financing. But hey 👋 that does not mean your project cannot move forward. With the right structuring, negotiation, and regulatory strategy, it is possible to unlock financing while approvals are still in progress. I’ll stop here for now. There are several other practical ways developers can manage this challenge but I will keep that in my pocket 😅😅😅 ♻️Repost to help someone learn. #pfminiclass #chinenyeajayi