Partners need a handoff agreement

A partnership often begins with shared enthusiasm and a promising client conversation. Problems emerge when neither firm has defined who owns the scope, who communicates with the buyer and who takes responsibility when work crosses the boundary.

Agree the operating model before selling together. One firm may contract with the client and subcontract the other, or each may hold a separate engagement. The buyer should understand the arrangement and know where to go with questions.

Specify the handoff. What information travels? Who confirms readiness? What assumptions must be accepted? A referral is not complete simply because an introduction was made; the receiving firm needs enough context to avoid making the client start again.

Commercial terms should reflect actual responsibilities. Lead generation, delivery, account management and financial risk are different contributions. A percentage split agreed without considering them can become a source of resentment once the work is underway.

Discuss failure as well as success. What happens if one firm misses a deadline, the client changes scope or the work proves unsuitable? These conversations are easier before a live problem makes every interpretation self-serving.

Begin with a bounded engagement where both firms can observe the other's standards. A good partnership is established through reliable conduct, not an announcement about complementary capabilities. The client experiences the combined service and will judge the weaker handoff as part of both firms' performance.