How to Prepare a Consulting Brief

A consulting brief is the single most useful thing you can write before speaking to a consultant. It is a short document that explains the situation, what you want to achieve and the practical limits, so that candidates can respond with a proposal that actually fits. Most disappointing projects trace back to a weak brief, not a weak consultant. This guide shows what a good consulting brief contains, how long it should be and how to write it without spending a week on it.

Why a brief matters

Without a brief, every conversation starts from scratch and every consultant guesses at what you want. The result is proposals that differ wildly in scope and price, which makes comparison almost impossible. A brief fixes that by giving every candidate the same starting information.

It also forces you to think. The act of writing “what does success look like?” often reveals that your team does not agree on the answer. Better to discover that before paying someone by the day.

A brief is not a contract and it does not need to be perfect. Think of it as a conversation starter that is precise enough to be useful. Two pages is plenty for most small and mid-sized projects.

The nine sections of a practical brief

1. Background

Two or three short paragraphs: what the business does, its size in broad terms, and the context that led to this project. Include relevant events, such as growth, a change of leadership or a new competitor. Skip the company history unless it matters.

2. The problem or opportunity

State it plainly. Compare two versions:

• Weak: “We want to improve operations.”
• Better: “Orders placed after noon are frequently dispatched the next working day or later, and customers have started to complain. We believe the cause lies somewhere between order entry and the warehouse, but we are not sure.”

The second tells a consultant where to look and what is known versus assumed.

3. Objectives and success measures

List what you want to achieve in terms that can be observed. Examples include a shorter lead time, a decision on a market entry, a documented process or a costed plan. If you can attach a measure, do so, but do not invent numbers you cannot defend. Where you lack a baseline, say so; establishing it may be part of the work.

4. Scope

Say what is included and what is not. For instance, “review of the order-to-dispatch process at our main site; excludes returns and the second warehouse.” Being explicit about exclusions prevents later disagreements.

5. Deliverables

What do you expect to receive? A written report, a workshop, a redesigned process map, a financial model, training for staff, or support during implementation. If you are unsure, ask candidates to suggest deliverables.

6. Timing

Give the start window, any fixed deadlines and the reason for them. Mention busy periods when your team will be unavailable, such as year-end or seasonal peaks.

7. Budget

Provide a range or a ceiling if you can. Candidates will tailor their approach accordingly. If you prefer not to disclose a figure, at least indicate whether you are looking for a light-touch diagnostic or a larger programme.

8. Resources and constraints

What will you provide? Name the internal contact, the time they can commit, access to data and systems, and any confidentiality requirements. List constraints such as regulatory obligations, systems that cannot change or decisions already made.

9. Process for responding

Say how you want candidates to respond: the format, the deadline, who they can contact with questions, when you will decide and whether you will hold interviews. State the criteria you will use to compare them.

A simple outline you can copy

Project title:
Prepared by / date:
1. Background
2. Problem or opportunity
3. Objectives and how we will judge success
4. Scope (in and out)
5. Expected deliverables
6. Timing and key dates
7. Budget range
8. What we can provide and constraints
9. How to respond and selection criteria

Keep each section to a short paragraph or a few bullets. If the document is growing beyond three pages, you are probably including detail that belongs in discovery.

How to write it quickly

1. Interview yourself. Spend twenty minutes writing answers to the nine headings in rough form.
2. Test it on a colleague. Ask someone outside the project whether they understand the problem after reading it.
3. Gather the facts. Pull together a few basic documents, such as an organisation chart and recent management information, to share after a confidentiality agreement is in place.
4. Check for assumptions. Mark anything you believe but have not verified, and label it as such.
5. Agree internally. If two directors read the brief and disagree with it, resolve that now.

Protecting confidential information

A brief often contains sensitive information. Share a high-level version with candidates first and provide detail only after they have signed a confidentiality agreement. Take care with personal data about staff or customers: if it is not needed to scope the work, leave it out, and if you do share it, ensure you have a lawful basis under UK GDPR. For specific data protection questions, consult a qualified adviser or the Information Commissioner’s Office guidance.

Mistakes to avoid

• Prescribing the solution. If the brief says “build a dashboard”, you may get a dashboard even if the real problem is elsewhere. Describe the need and let the consultant propose how to meet it.
• Being vague on budget and then rejecting everything as too expensive.
• Hiding the awkward parts. If there is internal resistance or a failed earlier attempt, say so. Consultants can plan for it.
• Leaving success undefined. Without it, you cannot judge the outcome fairly.
• Writing it alone and then handing it over. If the people affected by the project have never seen it, expect friction later.

Using the brief after you hire

The brief remains useful once the project starts. Refer back to it at kick-off to confirm that you and the consultant read it the same way, and again at review points to check whether the work is still aligned. If the scope changes, update the document and record the change. This keeps the paper trail simple and helps you assess the result against the original intention, which matters when you come to measure return on the project.

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How to Measure Return on a Consulting Project

Frequently asked questions

How long should a consulting brief be?

For most small and mid-sized projects, one to three pages. It should give enough detail for a candidate to propose an approach, without trying to specify every step.

Should I include my budget?

Yes, if you can give a range. It helps candidates propose something realistic and saves time. If you hold back, you may receive proposals that are far off what you can afford.

Is a brief the same as a request for proposal?

They overlap. A request for proposal is a more formal version, often used in larger or public-sector procurement, with strict response rules. For most small firms, a brief with a clear response process does the same job.

What if I only have a rough idea of the problem?

Say so. Describe the symptoms, what you suspect and what you do not know. Ask candidates to propose a short diagnostic phase as part of their response.

Conclusion

A good consulting brief is short, honest and specific. It describes the problem, the aim, the limits and the process, and it gives every candidate the same starting point. Spending an afternoon on it will improve the quality of proposals, make comparison easier and give both sides a shared reference throughout the project. If you take only one step before contacting a consultant, make it this one.