July 16, 2026 · 5 min read
The Discovery Call Questions That Actually Predict Project Risk
After enough projects that went sideways, I noticed the warning signs were always visible in the first call. These are the specific questions that surface them.
I went back through a year of projects and sorted them into ones that went smoothly and ones that didn't, then re-read my discovery call notes for each. The risky ones all had the same tells in the first conversation — I just hadn't been listening for them at the time.
'Our last agency just didn't really get it' was the single biggest red flag I found in retrospect, showing up in nearly every project that later went badly. It sounds like context. It's actually a sign that the problem being described as a vendor-competence issue is more likely a scope, communication, or internal-alignment issue that's about to repeat with me as the next vendor.
The questions that actually surface risk
- "Who on your team will actually approve changes, and who else needs to sign off after they do?" — reveals hidden stakeholders before they appear mid-project with a veto
- "What does success look like in three months, specifically?" — a vague answer here predicts a vague, unendable project later
- "What's the current state of your tracking, concretely, not generally?" — generic answers mean nobody's actually looked recently, and the real scope is unknown
- "Tell me about the last vendor relationship that didn't work" — listen for whether the described failure was theirs or the vendor's; it's usually a mix, and the mix tells you what to watch for
- "What happens if this takes longer than expected?" — reveals whether there's budget flexibility or a hard wall that'll turn any slippage into a conflict
Every risky project I've had gave me a warning sign in the first call. I just wasn't asking questions designed to surface it.
What I do differently now
I don't treat discovery calls as sales calls I need to win. I treat them as a risk assessment I'm allowed to fail — and when enough answers come back vague or evasive, I now actually walk away, instead of assuming I can fix the ambiguity once the contract is signed. The projects I've turned down for these reasons have, without exception, been the right call.