Discovery Call Process for General Contracting

Open the lead and any related opportunity in the customer relationship management (CRM) system. Read all notes, emails, and documents, including any requests for proposal or preliminary drawings.

Check the calendar invitation for who will attend from the client side and from your company, along with the date, time, and call method (phone or video). Make sure you have dial-in or meeting links ready and tested.

Write down key facts you already know about the project (location, type, rough size, timing) and make a list of unanswered questions you must clarify during the call (for example, decision process, constraints, or budget).

Briefly review the client’s website or notes about past work you have done for them. Identify one or two similar projects your company has completed that you can reference if useful.

If others from your company will join the call, send them a short summary of the client, project, and your goals for the call. Include links to the CRM record and any important documents.

Open or print any relevant project examples, simple diagrams, or process overviews you might want to mention. Keep them handy so you are not searching during the call.

Write a short agenda that includes introductions, overview of the client’s project, clarifying questions, explanation of how your firm approaches similar work, and agreement on next steps. Keep it to five or six bullet points.

Send the agenda to the main contact at least one business day before the call. Ask if there is anything they want to add or specific concerns they want to address.

In the same message, confirm who is expected to join the call from their side, especially whether any decision-makers or technical stakeholders will attend. If key people cannot attend, note that you may need a follow-up with them.

Share the agenda with anyone from your firm who will join and clarify each person’s role (for example, who will lead introductions, who will ask technical questions, and who will take notes).

If there are changes to attendees, time, or call format, update the calendar invitation so everyone has the correct details in one place.

Attach or paste the agenda into the lead or opportunity record so it is easy to reference during the call and in future conversations.

Log in to the phone or video meeting a few minutes before the scheduled time to handle any technical issues. Greet the client promptly when they join.

Start with your name, role, and briefly what you do. Then introduce any colleagues, stating how they relate to the client’s potential project (for example, “project manager who would oversee similar work”). Keep introductions short and clear.

Ask the client to introduce themselves and any colleagues on their side. Listen carefully and note names, roles, and responsibilities so you can address people correctly during the call.

Restate the agenda you shared in advance and confirm that it still works for them. Ask how much time they have and adjust the depth of discussion accordingly.

Briefly explain that you will start by hearing more about their project and goals, then ask some clarifying questions, share how your company typically approaches similar work, and then discuss possible next steps. This helps them know what to expect.

Before diving into details, ask if they have any urgent questions or concerns they want to be sure you cover. Note these so you can return to them later in the call if they do not come up naturally.

Use a broad question such as “Can you walk us through what you are looking to accomplish with this project?” Then remain quiet and let them talk without interrupting too quickly.

While they speak, take notes in a structured way, grouping information into categories such as purpose, drivers, current issues, and desired outcomes. Do not try to write every word; focus on key points.

If something is unclear or seems important, ask simple follow-up questions (“When you say… what do you mean?” or “Can you give an example?”). Keep your tone curious, not challenging.

As you listen, mentally sort what you hear into main drivers (schedule, budget, quality, disruption, compliance) and constraints (operational limits, regulations, internal approvals). Note these explicitly in your notes.

Once they finish, summarize what you heard in your own words (“Let me make sure I have this right…”) and ask if you have missed anything important. This shows respect and confirms alignment.

If you realize some details are still missing (for example, certain stakeholders or future plans), make a note to ask about them later in the call when it fits the flow.

Ask whether the project is new construction or work within an existing facility. If it is existing, ask about current occupancy, access, and any known issues such as structural limitations or hazardous materials.

Request a basic description of which areas are included (for example, “second floor office area,” “warehouse addition,” “patient rooms on east wing”) and which major systems are affected (mechanical, electrical, plumbing, technology).

Find out whether the facility will remain occupied during construction, and if so, by whom. Ask about operating hours, noise sensitivity, infection control (for healthcare), or other operational constraints.

Ask what drawings or documents currently exist (concept sketches, schematic design, full construction documents) and who is preparing them. Confirm whether you have the latest versions and how they will be shared.

Ask if there are special technical requirements such as clean rooms, data centers, food service, or regulatory approvals (for example, healthcare authorities). Note any permits or inspections that are likely to be critical.

Before moving on, restate the scope and technical needs in simple terms to confirm your understanding. Adjust your notes based on any corrections from the client.

Request their ideal completion date and ask if there are any fixed milestones (for example, lease move-in, seasonal deadlines, or regulatory inspections). Note which dates are firm versus flexible.

Ask how flexible the schedule is and what might cause delays from their side (for example, internal approvals, design changes). Share any early concerns you see about tight timelines without committing to a final schedule.

Respectfully ask whether there is an established budget or range for the project. Make it clear you are not asking them to commit to a final number, but that knowing the range helps tailor your approach.

Ask if funding is already approved, in planning, or contingent on outside factors such as board approval or financing. This helps you understand how likely the project is to move forward and on what timeline.

Explain that detailed pricing will require more information and possibly a separate preconstruction phase. Indicate whether you can offer early budget guidance or whether this call is mainly to understand feasibility and fit.

Write clear notes about dates, budget ranges, and funding status in the CRM so that preconstruction and estimating teams can refer to them later.

Use a neutral question such as “Can you share how you are planning to select a construction partner for this project?” Listen for whether it will be competitive bidding, negotiated work, or some other method.

Ask who will be involved in the decision, both formally and informally. Note names, roles, and what each person cares about (for example, finance focusing on cost, operations focusing on disruption).

Ask what matters most in their decision (price, schedule, experience in similar projects, safety record, relationship, local presence). If they mention several items, ask if any one or two are most important.

Check whether there will be formal steps such as prequalification, presentations, interviews, or board approvals. Note the expected timing of these milestones.

If the relationship allows, gently ask whether they are speaking with other construction firms and what is prompting them to consider your firm. This helps you gauge competitiveness and positioning.

Write a short summary in the CRM describing how the decision will be made, who is involved, and what matters most. This summary will guide how you shape proposals and future meetings.

Based on what you have heard, decide which of your capabilities matter most to this client (for example, occupied renovations, schedule control, preconstruction support, or work in their sector).

In simple terms, explain how you typically engage on projects from early planning through completion. Mention how you coordinate with designers, trade partners, and the client’s operations team.

Briefly describe one or two similar projects you have completed, including client type, scope, schedule, and outcomes. Focus on results that relate to this client’s concerns, such as minimizing downtime or meeting a hard completion date.

Describe how you handle communication during projects (for example, weekly progress updates, site meetings, decision logs). This gives the client confidence that they will not be left guessing during the work.

Ask if they have any questions about how you work or whether there are any concerns based on past experiences with other contractors. Listen carefully and respond honestly without overselling.

If the client pushes for detailed cost or schedule commitments before you have enough information, explain respectfully what information you need before giving reliable numbers. Offer an initial planning step if appropriate.

Before talking about next steps, summarize the main things you heard about their goals, constraints, and preferences. Ask if this recap sounds accurate and adjust if needed.

Suggest clear actions based on what you learned, such as “schedule a site visit,” “review drawings with our preconstruction team,” or “prepare a high-level budget range.” Make sure these steps feel appropriate to the stage of the opportunity.

For each agreed step, state who is responsible (you, someone on your team, or the client) and a target date. For example, “We will review your drawings and send follow-up questions by next Wednesday.”

If you need additional information (such as updated drawings, existing reports, or internal approvals), list these explicitly and confirm how they will be sent to you.

Give the client a chance to ask any final questions or raise concerns that have not been addressed. Note anything that might affect how you follow up or qualify the opportunity.

Close by thanking them for their time, restating the next step you will take, and when they can expect to hear from you. This sets a professional tone and anchors expectations.

Log the discovery call as an activity in the CRM, including the date, time, duration, and who attended from both sides. This creates a visible record of the interaction.

Update relevant fields such as project type, approximate size, sector, location, timing, and opportunity stage. Use standard values where available so reporting remains consistent.

In the notes section, write a concise but detailed summary of what you learned, including goals, constraints, schedule, budget guidance, decision process, and any major risks or opportunities.

If the client shared new drawings, reports, or other documents during or after the call, attach them to the lead or opportunity or link to the correct project folder. Label files clearly.

Create or update tasks for each agreed next step, assigning them to the correct person with realistic due dates. Include brief descriptions so assignees know exactly what to do.

If project management, estimating, or leadership need to be aware of this opportunity, notify them and share a link to the CRM record and your summary. Invite questions so they can clarify anything before deeper work begins.

Look at your company’s qualification criteria (sector, size, location, risk, client fit, and capacity) and assess how the opportunity now scores, using the information gained in the call.

If your company uses stages or probability percentages, adjust them to reflect the new level of understanding and interest on both sides. For example, move from “qualified lead” to “early opportunity” if appropriate.

Review your notes for any red flags such as unrealistic timelines, poor funding visibility, problematic contract structures, or misalignment with your services. Note these clearly in the record.

For larger or more complex opportunities, schedule a quick internal conversation with sales and operations leaders to review the call outcomes and confirm whether to proceed, pause, or decline.

Based on the evaluation and any internal input, decide whether to advance to the formal opportunity setup process, request more information, or step back. Record this decision in the CRM.

Update tasks and reminders so that your follow-up cadence matches the new status. For example, prioritize this opportunity if it is a strong fit, or reduce activity if it is a long-term or uncertain project.