Questions to ask before commissioning a feasibility study

You're sitting across from a consultant who's just pitched their feasibility study service. They sound confident. They've worked on projects like yours. But you're not sure what to actually ask them to earn your trust and your budget. The questions you ask now—and how closely you listen to the answers—will shape whether you get a realistic assessment or an expensive rubber stamp.

A feasibility study should give you permission to proceed or a clear signal to stop. Either way, you need answers you can rely on. That means moving beyond their pitch and into the specifics of how they work. Here are the questions that matter, why each one does, and what separates a straight answer from an evasive one.

Who will actually do the work?

This is your first reality check. Ask: "Who on your team will lead this study, and who else will be involved?"

A good answer names specific people, describes their experience with projects similar to yours, and explains the split between senior and junior staff. They might say something like: "Sarah will lead the fieldwork and analysis—she spent five years in retail before joining us—and I'll oversee the market research portion." That's specific and verifiable.

An evasive answer stays vague: "We have a team that handles this" or "Our consultants will work on it." It suggests no one's truly accountable, or that you'll get whoever is available when the work starts. Ask for CVs or biographies. Insist on knowing who you're actually paying.

What does your team do when the initial findings look bad?

This cuts to intellectual honesty. Many feasibility studies hit early data that contradicts the client's original plan. You want to know how the consultant responds.

A trustworthy answer sounds like: "If the market signals are weak, we dive deeper—we might test different pricing, different customer segments, or different locations. We follow the data, not the assumption." They're describing a process that adapts and challenges, not confirms.

An evasive answer hints they'll reframe disappointment: "We always find angles the client hasn't considered" or "Our studies usually identify a workable path." That's not reassurance. That's a sign they're in the business of finding reasons to say yes.

How do you validate what you find?

Asking this reveals whether they rely on desk research alone or test claims in the real world. Say: "Walk me through how you verify the assumptions in your report."

Strong answers include methods like:

• Direct interviews with target customers or industry players
• Site visits to compare locations or competitors
• Pricing experiments or demand signals from actual prospects
• Cross-checks against published data or regulatory records

A weak answer focuses only on secondary research, competitor websites, or industry reports. There's a place for desk research, but a feasibility study should include some primary validation—real voices, real behaviour, real constraints. If they're not planning that, the study will be built on assumptions, not evidence.

How will you structure the final report so we can act on it?

You need to know what you're actually getting. Ask: "Will the report give us a clear go/no-go recommendation, or just findings?"

Listen for answers about the report's structure: separate sections for market, operations, finance, and risk; a summary that distils complexity into a few key decision points; and explicit recommendations tied to specific conditions or thresholds. A consultant might say: "We'll flag the three biggest risks and spell out what would have to change for each one to be acceptable."

If they're unclear about format, or if they emphasise "presenting the findings so you can decide," they're dodging responsibility. Findings without interpretation aren't enough. You're paying for judgment, not just data.

What happens if we disagree with the conclusion?

This final question tests how they handle pushback. Ask: "If we think you've missed something, how do we resolve that?"

A professional answer acknowledges the possibility: "We can discuss specific concerns. If there's material new information, we might add a note to the report or revisit that section." They're not defensive. They're open to refinement within reason.

An answer that softens criticism or suggests you're probably wrong—"Most clients find the data changes their mind"—is a red flag. You need a partner, not a gatekeep.

Once you've asked these questions and heard answers you trust, you're ready to move forward. Look for verified consultants on Strove who can walk through these points clearly and without hesitation.