Enough is more than likely enough, right?
June 21, 2013 8:01 AM Subscribe
I have a client that I essentially inherited from a previous job. I left that place, and they sought me out for my services. My partner and I are now working on two large projects for them, and have agreed to a retainer on a contingency basis. More than you ever wanted to know about some stranger's consulting business inside...
The retainer is at a rate we no longer charge (we charge more now) but we've let it slide because—until recently—the work was fun and rewarding. Our recommendations and feedback were taken very seriously, and we were proud of what we were doing. That all has changed.
Both projects are essentially prototypes:
Project number one (space widget, let's call it) has languished without proper direction, and the concept is unclear since the underlying technology is half baked. We've tried to help direct things and keep them on track, but to no avail. Our client is not the client—and our client is spending inordinate amounts of time and money on things that don't matter in an effort to impress their client while core problems go ignored.
Project number two (robot feet, let's call it) started on a good path since it has well-defined edges and timelines (unlike space widget) and felt good to work on. As time went on, however, not having access to the real client was hiding major issues further upstream. Our client was fudging the timeline and the budget, but not moving our delivery date. They had also made a fixed bid on the project. It has gone from bad to worse, and we've spent countless 14 hour days trying to fix it.
Now, the final straw. This client wants to bring development on these projects in house to some degree, and retain us for "heavy lifting". They know nothing about what we do. We feel undervalued and unimportant, and are mostly being ignored now. However, the possibility exists to essentially lay low and continue to collect our fee. That's wrong, of course, but after the last three months I feel my team and I deserve something. I feel I know the ending here, but can the hive mind give me any advice for either salvaging this situation or preventing such consulting nightmares going forward?
The retainer is at a rate we no longer charge (we charge more now) but we've let it slide because—until recently—the work was fun and rewarding. Our recommendations and feedback were taken very seriously, and we were proud of what we were doing. That all has changed.
Both projects are essentially prototypes:
Project number one (space widget, let's call it) has languished without proper direction, and the concept is unclear since the underlying technology is half baked. We've tried to help direct things and keep them on track, but to no avail. Our client is not the client—and our client is spending inordinate amounts of time and money on things that don't matter in an effort to impress their client while core problems go ignored.
Project number two (robot feet, let's call it) started on a good path since it has well-defined edges and timelines (unlike space widget) and felt good to work on. As time went on, however, not having access to the real client was hiding major issues further upstream. Our client was fudging the timeline and the budget, but not moving our delivery date. They had also made a fixed bid on the project. It has gone from bad to worse, and we've spent countless 14 hour days trying to fix it.
Now, the final straw. This client wants to bring development on these projects in house to some degree, and retain us for "heavy lifting". They know nothing about what we do. We feel undervalued and unimportant, and are mostly being ignored now. However, the possibility exists to essentially lay low and continue to collect our fee. That's wrong, of course, but after the last three months I feel my team and I deserve something. I feel I know the ending here, but can the hive mind give me any advice for either salvaging this situation or preventing such consulting nightmares going forward?
Going forward:
Always charge everyone your full rate for everything. Just because something is "fun and rewarding" one week doesn't mean it will be the next, and anyway, that's no reason to lowball yourself.
I don't quite get what you mean by "essentially lay low and continue to collect our fee," but as above, you just need to worry about your own work. If the client is worth the money, keep them. If they're too much of a pain in the butt, fire them or jack the rate so high they'll probably fire you. But you don't need to baby them or work 14 hour days because of their irresponsibility.
posted by drjimmy11 at 8:35 AM on June 21, 2013
Always charge everyone your full rate for everything. Just because something is "fun and rewarding" one week doesn't mean it will be the next, and anyway, that's no reason to lowball yourself.
I don't quite get what you mean by "essentially lay low and continue to collect our fee," but as above, you just need to worry about your own work. If the client is worth the money, keep them. If they're too much of a pain in the butt, fire them or jack the rate so high they'll probably fire you. But you don't need to baby them or work 14 hour days because of their irresponsibility.
posted by drjimmy11 at 8:35 AM on June 21, 2013
but after the last three months I feel my team and I deserve something
Also, this kind of implies you're getting paid in one big lump sum at the end and are worried about getting zero? You should be billing every two weeks or so. Regardless of the end outcome, you need to get paid for the work you do.
posted by drjimmy11 at 8:36 AM on June 21, 2013
Also, this kind of implies you're getting paid in one big lump sum at the end and are worried about getting zero? You should be billing every two weeks or so. Regardless of the end outcome, you need to get paid for the work you do.
posted by drjimmy11 at 8:36 AM on June 21, 2013
Do you normally charge hourly? Could you say that your retainer now covers X hours per month?
posted by chickenmagazine at 10:13 AM on June 21, 2013
posted by chickenmagazine at 10:13 AM on June 21, 2013
It's ok to fire clients. As a matter of fact, it's a good skill to have. I'd tell them that unfortunately you don't feel the projects are a good fit anymore, that you think there are some major problems that need to be addressed, and you're now losing money on the fixed-rate job due to factors beyond your control. So you'll provide any files or whatever that they need going forward and maybe recommend other contractors (if you know any) but you're unable to continue working on the projects without renegotiated contracts and whatever other requirements you deem necessary.
On the other hand, you aren't actually being paid to make the projects successful. You're being sub-contracted to provide a specific service, and as long as you're providing that service, it's not wrong to keep letting them pay you. Even if you know the projects are FUBAR. It's horribly unsatisfying and probably not worth the stress, but I don't think it's unethical or anything.
posted by TallulahBankhead at 11:11 AM on June 21, 2013
On the other hand, you aren't actually being paid to make the projects successful. You're being sub-contracted to provide a specific service, and as long as you're providing that service, it's not wrong to keep letting them pay you. Even if you know the projects are FUBAR. It's horribly unsatisfying and probably not worth the stress, but I don't think it's unethical or anything.
posted by TallulahBankhead at 11:11 AM on June 21, 2013
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Consultants are never appropriately valued. However, you get paid enough not to worry. This is not your problem.
However, the possibility exists to essentially lay low and continue to collect our fee. That's wrong, of course
This is your problem... Why in the world do you say that?
You are a consultant. You consult, and you get paid for it. It sounds like you are doing the best given the constraints on you on the consulting, and it sounds like you are getting paid. If you are not getting paid for your work, then you have a problem - but it has nothing to do with what you're working on. If you aren't doing your job, then you have a problem - but it has nothing to do with your clients. You are not responsible for your client's incompetency. You can make the determination that further work on these projects would damage your professional reputation (you have not given me this impression) and stop work. However, until you make that determination, you need to stop worrying about your client's client and start worrying about your client. Do what he asks, make your professional opinions known, but realize that as a consultant, you do not drive the project, and you are not responsible for the project outcomes.
posted by saeculorum at 8:31 AM on June 21, 2013