Sometimes the right answer is "not for us."
Red flags during pre-sales:
- Misaligned expectations — client wants 6-month build; realistic is 18 months. They won't accept reality.
- Sponsor without authority — purchases decisions get blocked at higher levels.
- Refuses Discovery — wants to skip straight to Build. Recipe for failure.
- Distrust upfront — testing the consultant via "gotcha" questions.
- Unclear vision — "we just need Salesforce" without articulating why.
- Internal political tension — multiple stakeholders fighting; client culture toxic.
- History of failed projects — multiple consultancies have already failed.
During delivery:
- Repeated payment delays — financial signals.
- Sponsor disengagement — leadership doesn't show up.
- Hostile working environment — team can't do good work.
- Fundamental scope change without renegotiation — client refuses to formalize.
- Ethical issues — being asked to do something you believe is wrong.
How to walk away:
- In pre-sales: politely decline. "Based on what we've discussed, we don't think we're the right fit. Best of luck."
- Mid-project: harder. Honour contract; complete current phase; decline renewal.
- Mid-phase exit: only for serious cause. Costly to the client and your reputation.
Why walking away matters:
- Reputation — bad projects damage your firm's brand. Client tells 10 people.
- Team morale — toxic engagements burn out consultants.
- Opportunity cost — bad project consumes capacity that could go to good ones.
- Client outcomes — sometimes "we'll fix this for you" makes things worse.
Senior consultants recognise the signs early. Saying no is harder than saying yes; gets easier with experience and confidence.
The hardest case: a profitable project that's also miserable. Walking away requires choosing long-term over short-term.