How to Write a Better RFP: Lessons from the Front Lines of Consulting and Professional Services

I recently received yet another Request for Proposal (RFP)—one of many I’ve encountered over the years. Some are clear, concise, and strategically sound. Others are frustratingly vague or overly prescriptive. And some, despite being well-intentioned, fall short of eliciting the kind of responses they truly need.

Having worked on both sides of the RFP process—as a consultant responding to them and as an advisor helping clients craft them—I’ve seen just how much the quality of an RFP shapes the quality of the proposals it attracts. A great RFP sparks clarity, creativity, and alignment. A poorly constructed one leads to confusion, boilerplate responses, and missed opportunities.

This article is for anyone tasked with writing an RFP for consulting or professional services. My aim is twofold: to help organizations design better RFPs that attract the right partners, and to give vendors insight into how a well-structured RFP can lead to better outcomes—for everyone involved.

Start with Readiness, Not Just Requirements

Before you write a single sentence, take a step back and assess whether you're actually ready to issue an RFP. Too often, organizations jump into the procurement process without having fully defined the problem they’re trying to solve or the outcomes they hope to achieve. When that happens, the RFP becomes a proxy for internal uncertainty—and it shows.

Ask yourself: Do we know why we’re issuing this RFP? Have we aligned internally on our goals, success metrics, and decision-making process? Are we prepared to manage a project of this scale? These are critical questions, and skipping them leads to wasted time—for you and for the vendors trying to interpret what you really need.

RFP or SOW? Know the Difference

Another early point of confusion comes from the interchangeable use of “RFP” and “SOW.” While they’re sometimes bundled together, they serve different purposes.

An RFP is a tool to solicit competitive proposals. It outlines a need or opportunity and invites vendors to suggest how they would approach it, along with pricing and credentials.

A Statement of Work (SOW), by contrast, is typically developed after a vendor is selected. It formalizes what will be delivered, how, when, and at what cost.

If you’re exploring solutions and want ideas, issue an RFP. If you’ve already selected a vendor and are simply scoping the work, write a SOW. Mixing the two can create confusion—and dilute the value of both.

What Makes a Strong RFP?

At its core, a strong RFP tells a clear, compelling story. It communicates the context for the project, outlines your goals, describes the desired outcomes, and invites vendors to bring their best thinking to the table.

Start with a brief background: Why are you issuing this RFP? What led you to this point? A few sentences of context can go a long way toward helping vendors understand the bigger picture and tailor their proposals accordingly.

Next, be explicit about your goals. What are you hoping to accomplish? Whether you’re looking for a strategic plan, a new program design, or a diagnostic assessment, spell it out clearly. Avoid listing tasks without describing the endgame—outcomes matter more than inputs.

Describe the scope of work in terms of what needs to be addressed, but resist the urge to over-engineer the “how.” One of the benefits of bringing in a consultant is getting fresh thinking and expertise. Overly prescriptive RFPs can stifle innovation and discourage the very insight you’re seeking.

Also be clear about your expectations for deliverables. Do you want a final report? A toolkit? Implementation support? Clarity here helps vendors price their proposals more accurately—and prevents scope creep down the line.

Timelines matter, too. Include not just the proposal deadline, but any interim milestones for questions, presentations, or follow-ups. Vendors will use this information to plan staffing and workload. Unrealistic or unclear timelines send a signal—intended or not—about how the project might be managed.

Budget: To Disclose or Not to Disclose?

Whether or not to include a budget is one of the most debated aspects of writing an RFP. Some organizations are reluctant to share their budget for fear that vendors will simply price to the ceiling. Others are concerned that disclosing a range will limit creativity or negotiating flexibility.

And yet, in most cases, providing budget guidance improves the quality of responses. It helps vendors right-size their approach, filters out firms that aren’t a fit, and reduces the guesswork that leads to either overbidding or under-delivery.

If you’re not comfortable naming an exact number, consider sharing a range, or at least indicating whether you’re looking for a lightweight assessment or a comprehensive strategy and implementation plan. That clarity can save both sides time—and lead to more relevant, feasible proposals.

Transparency in How You’ll Decide

Vendors want to know how their proposals will be evaluated. Sharing your criteria isn’t just a formality—it’s a sign of fairness and professionalism. Whether you’re prioritizing subject-matter expertise, approach, value, or team chemistry, be explicit about it.

Let vendors know who will be involved in the decision-making process, whether interviews will be part of it, and when they can expect to hear back. Even if timelines shift, transparency builds trust.

The Submission Process Should Be Simple, Not Stressful

Don’t make vendors jump through hoops. Specify exactly what you want to receive and how. Do you prefer a PDF emailed to a single contact? Should proposals be limited to 10 pages? Is there a form or portal to use? The more friction you remove from the process, the better responses you’ll get.

Also designate a single point of contact for questions, and decide in advance whether you’ll share clarifications with all respondents. Clear communication protocols help avoid missteps—and ensure fairness.

Designing for Inclusion and Equity

It’s worth pausing to consider whether your RFP is unintentionally excluding certain vendors—especially smaller firms, diverse-owned businesses, or those newer to your space. Are you giving enough time to respond? Is the language clear and free of jargon? Are you open to creative, phased, or collaborative approaches?

You don’t have to lower your standards to be inclusive—but being intentional about access can widen your pool of potential partners in meaningful ways.

Common Mistakes—and How to Avoid Them

Even well-meaning RFPs can go sideways. Vague objectives, unrealistic timelines, lack of budget clarity, and missing evaluation criteria are among the most common errors. Another frequent misstep is conflating the RFP with the contract. The RFP is an invitation to solve a problem—not a legal document. Keep it focused on outcomes and decisions, not boilerplate.

If you wouldn’t want to respond to your own RFP, it may be time to revise it.

After the RFP: Debrief and Improve

Once you’ve made your selection, don’t close the book just yet. Take time to reflect on what worked and what didn’t. Did the process attract the kind of vendors you hoped for? Were the responses on target? Did your evaluation criteria serve you well?

Consider offering feedback to those who submitted but weren’t selected. A short debrief can go a long way toward building relationships and improving future engagements.

Final Thoughts

A great RFP is more than a procurement tool—it’s a strategic communication document. It reflects your organization’s clarity, professionalism, and willingness to collaborate. It sets the tone for the work to come.

The time you invest in writing a thoughtful, well-structured RFP pays dividends: better responses, smoother selection, and ultimately, better outcomes. And if you’re not sure where to start, you’re not alone. Sometimes the best first step is to ask for help.

John Nawn is a business strategist and consultant with extensive experience designing and responding to RFPs and Statements of Work for professional services and consulting engagements. Having worked with both issuers and vendors, John knows firsthand how the quality of an RFP shapes the quality of the response. John’s practical, outcomes-focused approach helps organizations avoid common missteps—like vague goals, unrealistic timelines, and unclear evaluation criteria—while creating a smoother, more transparent process that builds trust and delivers results.