Commercial Discovery Proposal

Purpose

Produce a commercial proposal for Strategic Discovery as a standalone paid engagement.

This skill handles Branch B of the commercial pipeline — when scope uncertainty is too high to generate a credible implementation proposal directly. The Discovery Service is sold as an independent engagement with its own commercial lifecycle, not as a precursor step bundled into the implementation price.

Key principle: Discovery converts an ambiguous problem into an executable plan with defensible estimation. It is a service the client buys. Its output may or may not lead to an implementation opportunity with us.

Core selling principle: If the client will not invest in understanding the problem, they will not invest in solving it. A prospect who resists paying for structured understanding is signaling that the problem, urgency, or budget may not be real. Conviction in Discovery’s value is non-negotiable — doubt in the seller transmits directly to the buyer.

When to Use This Skill (Branch B Criteria)

Apply this skill when qualification reveals:

• Scope cannot be defined with estimation accuracy better than +/- 30%.
• Client has vague requirements or multiple undecided directions.
• Technical complexity requires investigation before architecture can be proposed.
• Multiple systems, domains, or stakeholders need assessment before scoping.
• Client has a problem but does not know what solution they need.
• Qualification scorecard shows confidence: Low or scope-changing assumptions > 3.

See Branch A vs. Branch B guidance in the commercial-core-agent lifecycle documentation.

Inputs

• qualification-scorecard.md — from commercial-qualification (required: verdict must be Pursue).
• discovery-notes.md — from commercial-discovery (primary source of context and pain points).
• prospect-profile.md — from commercial-prospecting (company and stakeholder context).
• commercial-state.md — current pipeline state.
• user_input — discovery sizing preference (S/M/L), rate parameters, specific deliverables requested.

Workflow

1. Assess uncertainty level: Review qualification scorecard for scope-changing assumptions and confidence level. Confirm Branch B is the right path.
2. Size the Discovery: Determine S/M/L sizing based on domain count, stakeholder groups, and technical complexity (see references/discovery-service-playbook.md).
3. Define deliverables: Select the Discovery deliverables relevant to this client’s situation from the standard checklist.
4. Price the engagement: Apply fixed-price based on effort estimate for the Discovery only. Validate with user before including in proposal.
5. Write the proposal: Use the template below. Reference the playbook for phase descriptions and exclusions.
6. Prepare for the close: Review the Discovery-specific closing scripts, objection handlers, positioning directives, and the Smart Clause in references/discovery-closing-playbook.md. Select the relevant objection scripts based on what is known about this prospect.
7. Prepare negotiation brief: Key scripts and objection responses for the Discovery sale (see references/negotiation-playbook.md).
8. Plan linked opportunity: Document the potential implementation opportunity that may follow if Discovery closes won.

Discovery Sizing Reference

For detailed sizing table, pricing guidelines, and deliverables checklist: see references/discovery-service-playbook.md — Section 8.

Quick guide:

• Small (2-3 weeks): 1-2 domains, clear problem, low integration complexity.
• Medium (3-5 weeks): 3-5 domains, multiple stakeholder groups, medium complexity.
• Large (5-8 weeks): 6+ domains, complex architecture assessment, proof-of-concept required.

References

Outputs (Contract)

Output 1: discovery-proposal-{company-slug}.md

# Strategic Discovery Proposal: {Company Name}

**Prepared by**: {Consulting Firm}
**Date**: YYYY-MM-DD
**Valid until**: YYYY-MM-DD (30 days default)
**Version**: 1.0

---

## 1. Executive Summary

[2-3 paragraphs. State: the problem and its business impact, why a structured
Discovery is needed before committing to implementation, what the Discovery will
produce, and the investment required. This section must stand alone.]

---

## 2. The Challenge

### Current Situation
[From discovery notes: current state, pain points, business impact. Use client's
own words where possible — they carry the most weight.]

### Why a Direct Proposal Is Not the Right Answer Yet
[Explain honestly why the scope cannot be reliably estimated without structured
investigation. Frame this as responsible consulting, not a limitation.]

### Cost of Proceeding Without Discovery
[What happens if they skip this step: scope creep, cost overruns, wrong solution
built, rework costs. Quantify if possible.]

---

## 3. The Discovery Engagement

### Objective
Convert an ambiguous problem into an executable plan with a defensible estimation
and clear implementation strategy.

### Approach
[2-3 sentences describing the methodology: stakeholder interviews, technical
assessment, architecture workshops, etc.]

### Deliverables

| # | Deliverable | Description |
|---|-------------|-------------|
| 1 | Executive Summary of Findings | ... |
| 2 | Current State Assessment | ... |
| 3 | Problem Prioritization Matrix | ... |
| 4 | High-Level Solution Architecture | ... |
| 5 | Technology Recommendations | ... |
| 6 | Phased Implementation Roadmap | ... |
| 7 | Effort Estimation (+/- 20%) | ... |
| 8 | Risk Register | ... |
| 9 | Team Composition Recommendation | ... |
| 10 | Implementation Strategy | ... |

[Include only the deliverables relevant to this engagement. Add or remove rows.]

### What Is NOT Included
- Productive development or implementation.
- Final technical designs or implementation specs.
- Any code, infrastructure, or integrations.
- Ongoing support or advisory after delivery.

### Duration and Team

| Item | Detail |
|------|--------|
| Duration | X weeks |
| Consulting hours | X - Y person-hours |
| Team size | X consultants |
| Client time required | X hours/week (stakeholder interviews, reviews) |

### Exit Criteria
At the end of Discovery, you will have:
- [ ] Scope defined and validated.
- [ ] Critical risks identified.
- [ ] Estimation with margin <= +/- 20%.
- [ ] Clear recommendation for implementation approach.

---

## 4. Investment

### Pricing Model: Fixed Price

| Item | Amount |
|------|--------|
| Discovery Engagement | $X,XXX |
| **Total** | **$X,XXX** |

### Payment Schedule

| Milestone | Trigger | Amount |
|-----------|---------|--------|
| Kickoff | SOW signed | 50% |
| Delivery | Final deliverables accepted | 50% |

### What Happens After Discovery
The Discovery deliverables include a full implementation roadmap and refined
estimation. At that point, you will have everything needed to:
- Proceed with implementation with confidence.
- Evaluate implementation vendors (including us) with a complete brief.
- Make an informed build/buy/partner decision.

There is no obligation to proceed with implementation through us.

---

## 5. Why Invest in Discovery

### The Risk of Skipping It
[1-2 specific examples or analogies: what happens when organizations build without
proper discovery — scope creep, wrong solutions, sunk costs.]

### What You Get
- Confidence before committing to a larger investment.
- A plan you can take to any implementation vendor.
- Internal alignment across stakeholders before execution starts.

---

## 6. About Us

### Relevant Experience
[1-2 brief examples of similar discoveries or assessments completed.]

### Our Approach
[How we work: collaborative, transparent, client-capability-building.]

---

## 7. Next Steps

1. Review this proposal and provide feedback by YYYY-MM-DD.
2. Schedule a 30-minute alignment call to resolve any questions.
3. Sign the SOW and define kickoff date.
4. Target Discovery start: YYYY-MM-DD.

---

**Contact**: {Name}, {Title}, {Email}

---

*This proposal is valid for 30 days from the date above.*

Output 2: Negotiation Brief (inline, not a separate file)

After the proposal, provide a brief negotiation guide for this specific opportunity:

## Negotiation Brief — {Company Name} Discovery

**Key objection risks** (based on discovery notes):
- [Most likely objection based on what you know about the client]

**Budget calibration script**:
> "Projects like this typically involve a Discovery investment of $X to $Y.
> Is that in the range you have considered?"

**If they say "we need to think about it"**:
> "What criteria will you use to make the decision?"
> Then: "When would it make sense to reconnect — would [specific date] work?"

**Pre-close question** (use in the meeting before the close):
> "If the investment is aligned, is there anything else you need to move forward?"

**Closing question**:
> "Is there anything preventing you from moving forward today?"

For the full negotiation playbook including all scripts, objection handlers, and closing techniques: see references/negotiation-playbook.md.

Output 3: Updated commercial-state.md

Update the opportunity with:

• type: discovery_service — marks this as a Discovery Service opportunity (Branch B).
• stage: proposal — proposal has been generated.
• branch: B — pipeline branch indicator.
• linked_impl_opp: TBD — placeholder for the potential implementation opportunity.
• next_action: schedule proposal walkthrough meeting.

Guardrails

1. Discovery is sold as an independent engagement by default. Never bundle Discovery price with implementation price in the base proposal. Exception: the Smart Clause (see references/discovery-closing-playbook.md) may be deployed as an optional negotiation lever when the prospect is qualified, the decision-maker is present, and the hesitation is specifically financial rather than a signal of low commitment. Never lead with the Smart Clause — only deploy it when the prospect has shown genuine intent and a budget range for the full project has been validated.
2. Never promise that Discovery leads to implementation with us — it is the client’s choice.
3. Always include a “What is NOT Included” section — prevent scope disputes on day one.
4. Fixed price only — Discovery must not be T&M; it is a bounded, defined service.
5. Never skip the exit criteria — client must know exactly what done looks like.
6. Validate pricing with the user before including in the proposal — never invent rates.
7. Frame Discovery as risk reduction, not a prerequisite — it is something they buy because it protects them, not a hoop they jump through. Never use the phrase “gather requirements” — use “structure the solution responsibly” or equivalent. See positioning directive in references/discovery-closing-playbook.md.
8. If qualification confidence is High and scope is clear — flag that Branch A (direct implementation proposal) may be more appropriate.