In pursuit of a workable collaboration model

In the countless discussions about business models and channels to market, the term “collaboration” has become somewhat overused. Freelance consultants and contractors have many potential channels for acquiring work, and deploying a healthy mix of them can prove more successful than concentrating on just one.

Some freelancers rely on agencies to find work for them, whilst others find all their projects through their own marketing and networking activities. There is an ongoing discussion within the industry regarding the merits, requirements and processes associated with successful collaboration. Here we aim to present an overview of the current thinking and introduce a few ideas for further consideration.

Models of collaboration

There is no fixed form for a collaborative project, nor any timescale obligation.

• Prime and subcontracts: one organization leads the project and identifies and selects suitable subcontractors.
• A consortium: a number of organizations agree to work together and set up a new consortium company to represent the group, or simply operate as an informal syndicate.
• Partnership of companies: the individual companies enter into a formal (usually written) partnership agreement.

It should also address the financial issues in some detail, such as how the revenue, costs and risks will be shared, who will cover the costs of administration, legal fees and marketing, and cash flow implications. The issue of intellectual property rights is another thorny one that should definitely be covered, and the contract should be quite clear about which parties will undertake specific work tasks.

All three models are valid and deciding which to adopt should take account of:

• The type of work and the type of client.
• The timescale of the collaboration. A team of freelancers agreeing to work together over the long term and present themselves as a group with synergy of skills might find a consortium company more appropriate.
• Individual situations. If a consultant has the potential to win a piece of work but needs to subcontract certain aspects then a prime/subcontract arrangement would be more suitable.

Dealing with the client

Clients invariably prefer to deal with a lead individual responsible for overseeing the project, including deliverables and performance management. Assess which team member is best suited to carry out this
important role; whilst project management and negotiation skills are important, the ability to build up a strong rapport with the client may also be a key consideration when they are looking to commission additional work.

Finding people to collaborate with

Matching the range of skills required for a project is only half the picture; finding a team in which all parties can work effectively together may be harder. Successful collaboration is based on the whole being greater than the sum of the parts, so choose your collaborators carefully.

• Talk to fellow freelancers
• Check the Ottawa Freelance database
• Post on other forums, e.g. Reed (free)
• Use other networks, e.g. e-cademy
• Use professional trade organizations

Do you need a contract?

Most definitely yes. Experienced collaborators will always recommend a contract of some form; ideally this should be agreed and engrossed before any work begins and should cover all the important issues and the understanding between the parties. It should specify what happens in the unfortunate event that:

• The client goes bankrupt
• One of the team wants to pull out
• One of the team does not perform

Assessing their skills

• Ask for detailed CVs
• Check out some of the jobs or projects
• Take references from fellow contractors
• Consider their previous conduct

Evaluating team fit

• Arrange a group meeting
• Establish whether your values and working styles are sufficiently aligned to allow trust and working together

With thanks to Paul Nethercott of
Thornhurst Consultants for his contribution.
See www.thornhurstcl.com
PCG | Freelancing Matters