Negotiating Short-Term Projects

I’ve had 4 legal battles since starting my business. Could I have avoided them? Probably. But I didn’t have the funds for a proper lawyer. I didn’t have the founder network to ask the right questions. I was figuring it out as I went - like most of us do. So, let me help you not learn the hard way. Here are 5 clauses I now include in every contract to protect my work, my business, and my sanity: 1. Non-cancellable, non-refundable agreements If you’ve qualified your clients properly, this shouldn’t be a problem. But if someone signs, onboards, and then disappears? We still get paid. And so should you. 2. Immediate or short payment terms We don’t do 30- to 90-day terms. You wouldn’t work for 3 months without pay - so why should your business? Cash flow isn’t just admin. It’s survival. 3. Enforceable payment protection Your contract should include: Interest on late invoices A “stop work” clause if payment isn’t made A clause that guarantees you still get paid even if the client delays the project Your time is not free. Put it in writing. 4. Intellectual Property stays yours Anything we bring to the table = ours. Anything we create for you = yours. Clear. Simple. No grey area. We once had a client record a training session… and try to resell it behind a paywall. Now our contract includes a £10,000 fine per breach. And in that case, per breach = per view. 5. Don’t work with d*ckheads. Not a legal clause - more like legal wisdom... 😂 🚩 If they’re pushing for discounts before asking about outcomes 🚩 If they want to start work before signing or paying 🚩 If they delay, ghost, or act shady in the first 10 days… Walk away. Trust me. Yes, contracts are important. But court is expensive, stressful, and slow. The best legal advice I can give you; - Protect your business. - Trust your gut. - And don’t work with d*ckheads. Learning from someone else’s mistakes is a hell of a lot cheaper than learning from your own. You’re welcome 💜 😉 P.S - Want to finally get the confidence to start building your personal brand online? This is your sign. I’m hosting a FREE Zoom masterclass SEPT 10th. Join here: https://lnkd.in/gMwytmS3 and I'll show you exactly how to build your personal brand (and the life you want!).

Dear freelancers, This year, I need you to run your strictest programme yet. No more “let’s just see how it goes” energy. We’re moving like strict businesses. okurrr. Start here: 1/ Have contracts in place. Every time. 2/ Set communication hours. You’re not a 24/7 helpline. 3/ Stick to your T&Cs. Boundaries are part of the service. 4/ Take deposits. Your calendar is not a free holding space. 5/ If a potential client is giving you the runaround, run away. 6/ Get clear on the scope before you start. “Can you just…” will finish you. 7/ Don’t undercharge yourself just to “secure the bag.” Cheap clients are rarely low stress. BUT. By doing all this, you also need to make sure your service is matching the standards you’re setting. Professionalism isn’t one-sided. So also: ✨ Deliver on time. Or communicate early. ✨ Make the process smooth, not stressful. ✨ Overcommunicate progress so clients feel secure. ✨ Take pride in the details; quality is your reputation. ✨ Leave clients feeling like they made the right investment. This isn’t just about helping yourself. It helps the whole freelance community. When you undercharge, overdeliver for free, ignore contracts, or move messy, it lowers the standard for everyone else trying to run a serious business. We can be kind. We can be flexible. But we cannot be unserious. Yours sincerely, A seasoned freelancer

One question turns failed PropTech pitches into closed deals. And most vendors never ask it. Here's the strategy alignment secret nobody's talking about. Last week, I watched another great product get rejected. Strong features. Clear value prop. But they pitched long-term efficiency to a merchant builder focused on exit value. Now they're wondering why the deal went nowhere. Here's how to align your pitch with their investment strategy: 1. Focus on strategy, not just asset type The secret isn't just knowing office from multifamily. It's understanding their investment timeline: Most vendors only see: • Office vs. retail • Multifamily vs. industrial • Class A vs. Class B Smart sellers also ask: • Hold period length • Exit strategy • Value creation timeline • Cash flow priorities Most fail because they stop at asset class. 2. Tailor your pitch to their timeline For long-term holders, focus on: • Operational efficiency • NOI improvement • Portfolio-wide impact • Solution stability • Compound ROI over time For short-term players, emphasize: • Repositioning acceleration • Lease-up support • Quick implementation • Flexible contract terms The timeline mismatch breaks more deals than price. 3. Ask the right questions first Start with: • "What's your typical hold period?" • "Are you looking to stabilize and hold or exit?" • "How do you handle property management?" • "What's your current solution stack?" Not: • "What types of properties do you own?" • "How many units do you have?" • "What systems are you using now?" • "When can we demo our product?" 4. Connect your value to their strategy Your pitch should show: • ROI within their ownership window • Value that matters to their strategy • Implementation that fits their timeline • Flexibility that matches their exit plans Never assume: • All owners want long-term savings • All GPs prioritize NOI • All buildings are forever holds • All operators think the same 5. Become a strategic partner Investment strategy changes everything: • It shapes their decision criteria • It determines their value metrics • It drives their timeline needs • It defines their success The difference between just another vendor and a strategic partner is understanding their investment strategy. Want to learn how the best PropTech companies align their pitches to investment strategies? Check out our free PropTech Pipeline Playbook email course in the comments.

Most people skim the final contract. They assume it’s what they already agreed to. But one overlooked sentence could cost you everything. You know that moment, rushed signature, eager to close. It’s called “efficiency,” but often, it’s just a matter of taking a risk. There’s a smarter way: Protect your work, your rep, and your bottom line. 5 checks before signing any contract: 1. Re-read the full document ↳ “If it’s been edited, treat it like a brand-new agreement.” 2. Check for last-minute clauses ↳ “Small print can carry big consequences. Don’t skim, scan.” 3. Confirm key terms haven’t changed ↳ “A single word swap can shift all the power.” 4. Loop in your legal support ↳ “It’s cheaper to get advice now than fix a mess later.” 5. Watch for vague or one-sided language ↳ “Clarity now prevents conflict later.” The fastest way to lose leverage is to assume instead of verify. Smart business starts with sharp attention. What’s one clause you always double-check before signing? Follow Justin Donald For More

One of the BIGGEST assumptions I see Web Designers and Developers make: - They believe payment terms are non-negotiable. - They think everything the client says has to be accepted. Just recently, I was on a call with Priya. She’s a web developer who helps big brands with landing pages. Her clients? Big brands with even bigger payment cycles - Net 60, Net 90, sometimes worse. The work was flowing in, but the cash? Barely trickling. Priya was: • Dipping into her savings to cover software subscriptions. • Struggling to pay her assistant. • Stressing over overdue invoices. One evening, after chasing yet another late payment, she’d had enough. She called me and said: “Why am I financing my client’s business? This doesn’t work for me.” On our call, I told her something that changed everything: "You know you can just ask for upfront payment, right?" Priya hesitated. Like most freelancers, she’d assumed pushing back on payment terms would scare clients away. But she decided to try anyway. The next time a client sent over their standard "Net 60" terms, Priya pushed back. Not aggressively. Not with ultimatums. She simply said: “I’d love to work with you. To ensure the project runs smoothly, I’d like to request 30% upfront and milestone-based payments every two weeks. Does that work for you?” The result? The client agreed - without hesitation. And just like that, Priya took control of her payment terms. But you know what's surprising? Priya’s initial approach isn’t uncommon. Most businesses accept client payment terms as non-negotiable because: • They think it’s “just how things are done.” • They’re afraid of coming across as difficult. • They assume pushing back will cost them the project. But here’s the reality: Payment terms are negotiable. And failing to negotiate can lead to: 1. Delayed payments that force you to cover costs out of pocket 2. You absorb all the risk - meaning, you are gambling on the client paying later 3. Net 60 or Net 90 terms leave you juggling finances or dipping into reserves. 4. You are overall sending the wrong message to the client Now there's 4 steps I suggest you take to fix this. Step 1 - Ask for Upfront Payments A 20–50% deposit is fair and protects you financially. Step 2 - Break Payments into Milestones Tie payments to project progress to avoid waiting until the end. Step 3 - Negotiate Shorter Payment Cycles Counter long terms with partial prepayments to bridge the gap. Step 4 - Be Professional, Not Demanding Frame your terms as a way to ensure a smooth project. Remember payment terms are not just random numbers, they’re the very foundation of your business. Negotiate. Set boundaries. Protect your business. Because a well-run business isn’t just about great work - it’s about getting paid fairly and on time. —— 📌 If you need my help with drafting custom contracts for your high-ticket projects, then DM me "Contract". #Startups #Founders #Contract #Law #Business

Could strategic misalignment be keeping you and your organization away from attaining maximum value? Executives and project managers are often rowing in different directions. The boat moves, but not necessarily toward value. From my doctoral research, and work with several clients, three pillars of strategic alignment consistently separate high-performing organizations from the rest: 1️⃣ Common Goals – A shared definition of success at both the strategic and operational levels. 2️⃣ Shared Language – Clear communication that bridges “executive speak” and project management terms. 3️⃣ Mutual Understanding – Executives gain insight into project realities, while PMs understand the strategic trade-offs leaders are balancing. The challenge? Most organizations talk about alignment but rarely make it a living system. That’s why I created the ALIGN™ Framework as a practical roadmap: 🪀 A – Assess the Value Chain → Define where value is created and lost. 🪀 L – Listen Across Levels → Build the “bilingual dictionary” across teams. 🪀 I – Integrate Strategy into Planning → Include PMs early in design, not just delivery. 🪀 G – Guide with Goals & Guardrails → Establish clarity with KPIs, OKRs, and constraints. 🪀 N – Navigate with Data & Confluence → Create mutual understanding with dashboards, forums, and collaboration tools. 🔑 ALIGN™ isn’t just an acronym. It’s the operating system for embedding the three pillars of Common Goals, Shared Language, and Mutual Understanding into everyday practice. When organizations apply it, strategy stops being a lofty document and becomes a lived reality. 📌 Question for you: In your organization, which of these three pillars: common goals, shared language, or mutual understanding requires the most urgent attention? Let's create the bride to ALIGN! ♻️Share to elevate others and follow🎙️Fola F. Alabi for more! #FolaElevates #StrategicLeadership #ProjectManagement #SPL #StrategicAlignment #Align #ExecutionExcellence #StrategicConfluenc

This kills more freelancers than bad reviews. “Can you just add this one thing?” They said. I thought it was harmless. A small tweak, nothing major. But then it became two things. Then three. And suddenly, the project is unrecognizable. What started as a simple email sequence grew legs. A landing page edit here. A social caption there. By the end, I was doing 3x the work for same pay. The scope had crept so far, I barely recognized the brief. What's worse? It consumed so much time, I had no time for other clients. Here’s what I'd do differently to prevent project scope creeps: 1) Client signs contract with 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗮𝗯𝗹𝗲𝘀. 2) Always confirm changes 𝗶𝗻 𝘄𝗿𝗶𝘁𝗶𝗻𝗴. 3) Quote for extras. Every. Single. Time. 4) Learn to say 𝗡𝗢 without guilt. For newbie freelancers, 1 & 2 might be daunting, so, practice 3 & 4 unapologetically. Boundaries are what protect your creativity, ensures you are paid what you're worth. Without them, you’re a yes-machine, not a professional. Agree? P.S. -- I created a guide to setting client boundaries "5 𝗖𝗼𝗺𝗺𝗼𝗻 𝗧𝗿𝗮𝗽𝘀 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗖𝗼𝗻𝘁𝗿𝗮𝗰𝘁 𝗖𝗹𝗮𝘂𝘀𝗲𝘀 𝗬𝗼𝘂 𝗡𝗲𝗲𝗱 𝘁𝗼 𝗗𝗼𝗱𝗴𝗲 𝗧𝗵𝗲𝗺". You can easily copy-paste this to your contract. Want it? DM me "Set client boundaries" and I'll send you a copy for free - no strings attached

When I started drafting contracts for international clients, I made a checklist that I still rely on today. Sharing it with you because it truly saves time, errors, and embarrassment: 1️⃣ Title Make it clear, industry-recognized, and aligned with the relationship. 2️⃣ Recitals This is the story behind the contract. When written well, it removes 80% of future confusion. 3️⃣ Definitions Your in-house glossary. One well-defined term can prevent an entire dispute. 4️⃣ Scope of Work (SOW) Who will do what, how, when, and with what deliverables. If something goes wrong, this is the first clause everyone opens. 5️⃣ Term & Termination Start date, end date, renewal, and exit routes—because no contract should trap either party. 6️⃣ Payment Terms Amount, timeline, taxes, milestones, late fees. Include everything. 7️⃣ Confidentiality Protect what must not be shared. Especially in founder–freelancer or startup–consultant relationships. 8️⃣ IP Rights Don’t assume ownership. Write it. Highlight it. Reconfirm it. 9️⃣ Liability & Indemnity Your risk-management heartbeat. Saves clients from unnecessary surprises. 🔟 Governing Law & Dispute Resolution Because knowing where a fight will happen is half the battle. If not structured properly, you might end up losing more in travel than in litigation fees. I hope this helps you draft with more confidence and fewer mistakes. I am attaching a more detailed document with this post that is downloadable. Happy learning! --------------------------- Hi, I'm Arshita, your legal mentor and compliance partner. I guide law students and legal professionals through mentorship and practical training, and I work with founders and startups to simplify contracts, compliance, and legal issues. If you are a law student or legal professional who needs guidance with internships, jobs, freelancing, or legal consultation, you can book a consultation call here: topmate.io/arshita_anand

Evaluating LLMs is hard. Evaluating agents is even harder. This is one of the most common challenges I see when teams move from using LLMs in isolation to deploying agents that act over time, use tools, interact with APIs, and coordinate across roles. These systems make a series of decisions, not just a single prediction. As a result, success or failure depends on more than whether the final answer is correct. Despite this, many teams still rely on basic task success metrics or manual reviews. Some build internal evaluation dashboards, but most of these efforts are narrowly scoped and miss the bigger picture. Observability tools exist, but they are not enough on their own. Google’s ADK telemetry provides traces of tool use and reasoning chains. LangSmith gives structured logging for LangChain-based workflows. Frameworks like CrewAI, AutoGen, and OpenAgents expose role-specific actions and memory updates. These are helpful for debugging, but they do not tell you how well the agent performed across dimensions like coordination, learning, or adaptability. Two recent research directions offer much-needed structure. One proposes breaking down agent evaluation into behavioral components like plan quality, adaptability, and inter-agent coordination. Another argues for longitudinal tracking, focusing on how agents evolve over time, whether they drift or stabilize, and whether they generalize or forget. If you are evaluating agents today, here are the most important criteria to measure: • 𝗧𝗮𝘀𝗸 𝘀𝘂𝗰𝗰𝗲𝘀𝘀: Did the agent complete the task, and was the outcome verifiable? • 𝗣𝗹𝗮𝗻 𝗾𝘂𝗮𝗹𝗶𝘁𝘆: Was the initial strategy reasonable and efficient? • 𝗔𝗱𝗮𝗽𝘁𝗮𝘁𝗶𝗼𝗻: Did the agent handle tool failures, retry intelligently, or escalate when needed? • 𝗠𝗲𝗺𝗼𝗿𝘆 𝘂𝘀𝗮𝗴𝗲: Was memory referenced meaningfully, or ignored? • 𝗖𝗼𝗼𝗿𝗱𝗶𝗻𝗮𝘁𝗶𝗼𝗻 (𝗳𝗼𝗿 𝗺𝘂𝗹𝘁𝗶-𝗮𝗴𝗲𝗻𝘁 𝘀𝘆𝘀𝘁𝗲𝗺𝘀): Did agents delegate, share information, and avoid redundancy? • 𝗦𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗼𝘃𝗲𝗿 𝘁𝗶𝗺𝗲: Did behavior remain consistent across runs or drift unpredictably? For adaptive agents or those in production, this becomes even more critical. Evaluation systems should be time-aware, tracking changes in behavior, error rates, and success patterns over time. Static accuracy alone will not explain why an agent performs well one day and fails the next. Structured evaluation is not just about dashboards. It is the foundation for improving agent design. Without clear signals, you cannot diagnose whether failure came from the LLM, the plan, the tool, or the orchestration logic. If your agents are planning, adapting, or coordinating across steps or roles, now is the time to move past simple correctness checks and build a robust, multi-dimensional evaluation framework. It is the only way to scale intelligent behavior with confidence.

𝐌𝐨𝐬𝐭 𝐩𝐫𝐨𝐜𝐮𝐫𝐞𝐦𝐞𝐧𝐭 𝐟𝐚𝐢𝐥𝐮𝐫𝐞𝐬 𝐝𝐨𝐧’𝐭 𝐬𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐩𝐫𝐢𝐜𝐞. They start with misalignment that was never visible during negotiation. Early in my career, I believed strong contracts created control. 𝐂𝐥𝐞𝐚𝐫 𝐒𝐋𝐀𝐬, 𝐝𝐞𝐟𝐢𝐧𝐞𝐝 𝐩𝐞𝐧𝐚𝐥𝐭𝐢𝐞𝐬, 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞𝐝 𝐠𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞. On paper, everything looked protected. In reality, the pressure points appeared where alignment was missing, not where clauses were weak. I have managed supplier environments where agreements were fully compliant, yet outcomes remained fragile. Delivery timelines slipped, priorities conflicted, and accountability became negotiable the moment conditions changed. The issue was never the contract. It was the absence of shared intent behind it. Procurement does not operate in stable conditions. It operates in moving environments where suppliers carry capacity constraints, operational pressures, and competing commitments that are not always visible at the negotiation table. This is where control reaches its limit. Control ensures adherence when conditions remain predictable, but alignment determines behaviour when they do not. In complex supply networks, the real question is not whether a supplier can deliver under agreed conditions. It is whether they will prioritise your outcome when those conditions are disrupted. That decision is rarely driven by contract language. It is shaped by how clearly expectations were aligned, how early risks were discussed, and whether the supplier sees themselves as part of the outcome or outside of it. I have seen suppliers go beyond contractual obligations when alignment was strong. I have also seen suppliers stay strictly within contractual limits when alignment was absent, even if it meant the business absorbed the impact. Both scenarios were compliant, but only one was resilient. This is where procurement leadership evolves. It moves from securing terms to shaping behaviour, from enforcing compliance to building accountability that exists even when enforcement is not immediate, and from managing suppliers to aligning ecosystems that can withstand pressure. The strongest supply networks I have worked with were not built on leverage alone. They were built on clarity of intent, consistency in engagement, and relationships that could carry pressure without breaking alignment. Because when disruption arrives, suppliers do not respond to contracts first. They respond to priorities, and those priorities are shaped long before the disruption begins. A question I continue to challenge myself with: how confident are we that our most critical suppliers will protect the outcome, not just the contract, when conditions become difficult? One principle experience has made non-negotiable: "𝐂𝐨𝐧𝐭𝐫𝐨𝐥 𝐬𝐞𝐜𝐮𝐫𝐞𝐬 𝐜𝐨𝐦𝐩𝐥𝐢𝐚𝐧𝐜𝐞. 𝐀𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭 𝐬𝐞𝐜𝐮𝐫𝐞𝐬 𝐜𝐨𝐧𝐭𝐢𝐧𝐮𝐢𝐭𝐲." LinkedIn LinkedIn News #Procurement #Leadership #SupplyChain #SRM #LinkedInNews