12 questions to ask before hiring any business, according to industry experts

A polished website can tell you what a business wants you to know. It rarely tells you what happens when the work runs late, the first strategy fails, a member of staff leaves or something breaks after payment.

That gap matters because most buying decisions now begin with online research. The Competition and Markets Authority says 89% of consumers use online reviews when researching a product or service, while as much as £23 billion in UK spending may be influenced by those reviews each year.

Reviews are useful, but they are not a substitute for asking direct questions. They often describe the beginning or end of a customer experience without revealing the contract, the handover process, the response when something went wrong or the true cost once every additional fee was included.

The risks are not theoretical. Citizens Advice recorded almost 37,000 complaints about home maintenance and improvement work during a recent 12-month period, including more than 19,000 complaints involving low-quality services. The Chartered Trading Standards Institute has separately estimated that two-thirds of surveyed consumers experienced some form of consumer detriment, with total losses reaching approximately £71.2 billion.

To find out which questions are most revealing, Best in Britain asked founders, operators and specialists across technology, marketing, healthcare, education, property, logistics and consumer goods what every customer should ask before buying.

Their answers pointed repeatedly to 12 areas: proof, accountability, total cost, ownership, continuity, support, qualifications, scope, failure, long-term fit, transparency and the ability to say no to a sale.

1. “Can I speak to a customer you have already helped?”

Testimonials selected by a business are not the same as a reference you can question.

Will Mitchell, founder of StartupBros, recommends asking:

“Can I talk to someone you’ve worked with in my area?”

The value of this question is not limited to local businesses. It tests whether a company can connect its claims with an identifiable customer, relevant work and an outcome that can be discussed outside its own marketing.

A useful reference should be reasonably similar to you. A national campaign for a major retailer does not necessarily prove that an agency understands a small local account. A large commercial construction project may say little about how the same company handles residential work.

Ask the reference:

• What was promised at the beginning?
• Did the final cost match the quotation?
• Who actually delivered the work?
• How were delays or problems handled?
• Would you hire the company again?

Mitchell argues that local presence, confirmed satisfaction and a reputation that holds up outside a company’s own website are stronger signals than advertising alone.

This is also why manually researched comparison guides can be helpful at the beginning of a search. They should narrow the field, not replace your own checks. For example, businesses comparing marketing support can use our guides to the best digital marketing agencies in Glasgow, Reading and Southampton as a starting point before speaking directly with shortlisted firms.

2. “What exactly are you promising, and how will we measure it?”

Vague goals make poor businesses difficult to hold accountable.

Chris Coussons, founder of Visionary Marketing, advises customers to ask an agency how it will report on the work and to request a real example of a report sent to an existing client.

“A good agency will happily show you a redacted report, walk you through what each number means, and tell you which metrics they hold themselves to.”

The principle applies far beyond marketing. Before hiring a supplier, agree what success will look like in language that both sides understand.

For a marketing agency, that may mean qualified enquiries, revenue, booked appointments or cost per acquisition rather than impressions alone. For a builder, it may mean completion against a written specification. For software, it may mean successful adoption, response times and reliability. For a recruiter, it may mean relevant shortlisted candidates rather than the number of CVs submitted.

Bippon Kalia, an AI consultant at AI Consultants London, argues that customers considering AI projects should ask about returns from previous projects over different time periods.

He warns that AI systems may create labour savings while accumulating usage and token costs that weaken the original business case. His recommended target is therefore not novelty, output volume or automation for its own sake, but return on investment.

Kevin Lourd, founder of Distribute, makes the same argument about sales technology. Buyers should calculate the true cost per qualified meeting rather than comparing only the advertised cost of a software seat.

A measurable agreement should state:

• The outcome being pursued
• The baseline before work begins
• The reporting frequency
• The data source
• Who owns the measurement
• What happens when the target is missed

Be cautious with guarantees that sound precise but depend on variables no supplier can fully control. The strongest providers distinguish between what they can guarantee, such as deliverables and response times, and what they can only forecast, such as rankings, sales or investment returns.

3. “What is the real total cost once this is working at full scale?”

The cheapest quote is not always the least expensive decision.

Kruno Sulić, founder of Cliprise, recommends asking what happens to cost, workflow and ownership once a software product is used at real volume rather than during a trial.

That question exposes the charges that appear only after a customer is committed: additional seats, usage credits, exports, integrations, support levels, data storage and transaction fees.

The same problem appears in other industries.

Joe Spisak, founder of Fulfill.com, says ecommerce businesses often focus on a fulfilment provider’s fee per order while overlooking shipping, which may be the larger expense. He recommends asking which carriers the provider uses and requesting a sample showing how different orders would be routed.

Steve Hansen of Equipment Leases says borrowers should ask what information a lender requires and exactly how long the process will take. Traci Dolphin, chief credit officer at the same company, says customers should also understand every end-of-term option before entering an equipment lease.

For almost any purchase, calculate:

Total cost = initial price + essential extras + implementation + internal time + maintenance + finance + exit cost

A low headline price may still be good value, but only when the rest of the cost structure is visible.

This is increasingly important in the UK because consumer law now requires businesses to present unavoidable fees within the total price rather than adding them later in the checkout process. The rules are intended to tackle drip pricing, where an attractive initial figure increases through mandatory charges.

Before agreeing to anything, ask for a written breakdown that distinguishes:

• Included work
• Optional extras
• Unavoidable third-party charges
• Usage-based costs
• Renewal pricing
• Repair or maintenance charges
• Cancellation and exit fees

A reluctance to provide that breakdown is itself useful information.

4. “What will I own if we stop working together?”

Some suppliers create assets for the customer. Others create dependence on the supplier.

Roman Sydorenko, founder of RedditServices, suggests asking:

“What happens to results if you stop tomorrow? What do we still own in 30 days?”

In marketing, durable assets might include website content, customer research, creative files, analytics data, advertising accounts, documentation and genuine community relationships.

In software development, they may include source code, repositories, technical documentation, designs, credentials and deployment access.

In professional services, ownership may involve reports, surveys, files, records or intellectual property produced during the engagement.

The question should be answered before the contract begins, not when the relationship is ending.

Confirm who owns:

• Accounts and login credentials
• Domains and hosting
• Written and visual content
• Source files and code
• Customer and analytics data
• Advertising history
• Listings and profiles
• Research and working documents
• Licences required to keep using the work

A supplier may reasonably retain ownership of its underlying tools, processes or pre-existing intellectual property. The important point is that the distinction is explicit.

A business that creates good results but controls every account can leave the customer effectively renting its own growth.

5. “Who will actually do the work?”

The person selling the service may not be the person delivering it.

Coussons advises customers to ask whether the person leading the sales meeting will remain involved or whether the account will pass to someone they have never met.

Amit Agrawal, founder and COO of Developers.dev, extends that question to team stability. He recommends asking about staff retention and the documented process used to transfer knowledge when people rotate off a project.

This is particularly important in software, consulting, design and outsourced operations, where much of the value sits in the team’s understanding of the customer’s business.

A credible provider should be able to explain:

• Who is accountable for the work
• Who will communicate with you
• Which tasks are outsourced
• The seniority of the delivery team
• How absences are covered
• How knowledge is documented
• What happens when a team member leaves

High staff turnover does not automatically make a provider unsuitable. Poor handovers do.

Ask to meet the principal delivery contact before signing a substantial contract. Where the service is ongoing, include continuity and handover requirements in the agreement.

6. “What happens when something goes wrong?”

Good businesses do not claim that nothing ever fails. They explain how failure is contained, communicated and corrected.

Ankush Gupta, fractional CMO at FameNinja, recommends asking reputation-management agencies what they did when a previous client’s reputation became worse rather than better.

“The agencies that pause and say, ‘Here’s what we tried, here’s why it didn’t work, here’s what we changed,’ are the ones that have dealt with complex cases.”

The answer reveals whether a business has encountered difficult situations, accepts responsibility and can change its approach without hiding the problem.

Pranjal Kukreja, CEO of Optima Bags, applies the same logic to physical products. He says customers should ask what happens if a product fails after the return window closes.

A return policy explains how a business handles an immediate change of mind. A warranty and complaints process show how it treats a customer when resolving the issue is inconvenient or expensive.

Ask:

• Who should I contact first?
• How quickly will the problem be acknowledged?
• What evidence will you need?
• Who pays for remedial work or return delivery?
• Is there an escalation process?
• What happens if the first fix fails?
• Are response times written into the agreement?

Look for a calm and specific answer. Defensive language, blame shifting or an insistence that problems “never happen” should make you cautious.

7. “How quickly can I reach a real person when I need help?”

Support is often treated as an extra feature when it is really part of the product.

Dane Maxwell, founder of Paperless Pipeline, recommends testing a software company’s ordinary support channel before signing.

“The demo is the vendor at their most polished. Support is the vendor on an ordinary Tuesday, and that is the version you live with.”

Send a genuine question before buying. Note how quickly the company responds, whether the reply answers what you asked and whether reaching a knowledgeable person requires navigating a chatbot or repeated escalation.

The same principle applies to healthcare, financial services, equipment, property and home services.

Customers should understand:

• Normal response times
• Emergency or out-of-hours arrangements
• Whether support is included
• Which channels are available
• Whether help comes from trained staff
• How ongoing issues are escalated
• What happens during staff holidays or absences

David LoPresti, founder of ADA Compliance Professionals, argues that accessibility customers should ask what happens after an audit is delivered. A one-off report can become outdated as a website changes, so the answer should include retesting, staff training and responsibility for new regressions.

The sale is not the end of the service when the product needs maintenance, interpretation or ongoing compliance.

8. “Are you qualified and insured for this exact job?”

A broad company description is not proof of competence for a particular task.

Joshua Harrison, founder of Underground Towing & Salvage, recommends asking whether a towing company has the right equipment for the customer’s specific situation.

Vehicle type, access restrictions, clearance and damage can require very different recovery methods. Hiring the wrong truck may create delays, added costs or further damage.

The same principle applies to regulated and technical services. Customers should verify the qualification required for the actual work, not simply accept that the business operates within the wider industry.

For higher-risk work, ask for:

• The relevant licence or professional registration
• Insurance appropriate to the work
• The named qualified person responsible
• Experience with comparable projects
• Applicable accreditation
• Safety and complaints procedures
• Written confirmation of any exclusions

A land survey, electrical installation, medical service, financial product and structural project all require different forms of competence.

Do not rely on a logo alone. Verify important registrations directly with the issuing body.

9. “What is included, what is excluded and who is responsible for each part?”

Many disputes begin with two parties having different assumptions about the same job.

A clear scope should explain the result, the work required to produce it and what is outside the agreement.

Eric Turney, owner of The Monterey Company, recommends asking who reviews a proof before customised merchandise enters production. A digital mock-up is not enough unless a real person checks colours, dimensions and details against the customer’s request.

That question identifies the final point at which an expensive error can still be prevented.

For a service project, the written scope should include:

• Deliverables
• Milestones
• Dependencies
• Customer responsibilities
• Supplier responsibilities
• Assumptions
• Exclusions
• Revision limits
• Approval points
• Completion criteria

For home or commercial work, include materials, preparation, waste removal, access, permits, clean-up and remedial work.

For products, confirm specifications, compatibility, lead times and what happens if the approved proof differs from the finished item.

The more expensive or customised the purchase, the less should be left to a verbal understanding.

10. “Will this still work for me in five years?”

Immediate suitability is only part of value.

Neil Webster, CEO of Mills Shelving, recommends asking whether a solution will still work as a business changes over the following five years.

In his industry, shelving may need to expand, move or support different products. A cheap fixed system can become expensive when it must be replaced rather than reconfigured.

This question is equally useful when choosing software, machinery, websites, buildings, finance and business infrastructure.

Consider:

• Can it scale?
• Can it integrate with other systems?
• Are replacement parts available?
• Is the supplier likely to continue supporting it?
• Can another provider take over?
• Does the contract allow change?
• What happens when your usage doubles?
• Is the product built around a temporary feature or a stable need?

Long-term thinking does not mean buying the most expensive option. It means understanding whether today’s saving creates tomorrow’s constraint.

11. “Can you show me the evidence behind that claim?”

A rating, badge, result or product label is only as reliable as the process behind it.

Hans Graubard, co-founder of Happy V, recommends asking supplement brands who manufactured the product and whether the facility and batch-specific test results can be verified.

Neill David Watson, founder of APMZEE, similarly advises supplement customers to ask what ingredients are present, in what amounts and why those amounts were selected. Proprietary blends can prevent customers from seeing whether a product contains meaningful quantities of the ingredients highlighted in its marketing.

The same evidence test applies to:

• Awards
• Review scores
• “Best” claims
• Environmental claims
• Case-study results
• Accreditations
• Customer counts
• Performance statistics
• Product testing
• Professional badges

Ask how the claim was calculated, when it was last checked and whether the evidence can be independently reviewed.

This has become especially important online. UK rules now prohibit fake reviews and require businesses that publish consumer reviews to take reasonable and proportionate steps to prevent and remove misleading submissions.

A large number of reviews can be useful. A smaller number of detailed, recent and verifiable reviews may tell you more.

12. “Will you tell me when I do not need to buy the more expensive option?”

Perhaps the clearest sign of expertise is a business that is prepared to lose part of a sale.

Jake Wardle, founder of EV Cable Hub, recommends asking a retailer whether it will say when the customer does not need to spend as much.

A knowledgeable EV supplier should be able to confirm the connector, power rating and cable length required for a specific vehicle and parking arrangement. If a more expensive cable offers no practical benefit, honest advice should say so.

The principle applies to almost every industry.

Ask:

• Is the cheaper option sufficient?
• Which feature would I actually lose?
• Am I paying for capacity I will not use?
• Could this be repaired rather than replaced?
• Is there a simpler way to achieve the same outcome?
• What would you choose with your own money?

The answer tests whether the business is diagnosing a need or simply maximising the transaction.

A provider that occasionally recommends a smaller package, slower rollout or cheaper product is more likely to be thinking about the customer’s outcome.

A practical checklist before hiring a business

The 12 questions can be reduced to one short due-diligence process.

Before making contact

Check the company’s legal identity using our UK Company Checker, and run a check on the official register for disqualified directors to verify trading history, address, active status, and recent filing reviews. Search for the business name alongside words such as “complaint”, “refund”, “court” and “review”, but assess the quality and context of what appears rather than treating every allegation as fact.

During the first conversation

Ask for a relevant reference, a clear scope, the total cost and the name of the person who will deliver the work. Request an example of the reporting, documentation or finished output you will receive.

Before signing

Read the cancellation, renewal, ownership, warranty and complaints terms. Make sure verbal promises appear in the written agreement.

For substantial purchases, take time to compare at least two credible providers. A business that pressures you to sign before you can review the scope is adding risk rather than value.

After work begins

Keep approvals, changes and concerns in writing. Monitor the agreed measures rather than waiting until the end to discover that expectations have diverged.

The strongest question depends on what can go wrong

There is no universal sentence that replaces careful research.

For software, the decisive issue may be ownership, scale or support. For construction, it may be insurance, scope and remedial work. For healthcare, it may be access and continuity. For a physical product, it may be testing, compatibility and the warranty after the return period.

The best question is the one that takes the conversation away from the sales pitch and towards the point of risk.

That is the common thread across the expert contributions: do not ask only what a business can do when everything goes to plan. Ask what it owns, measures, documents and fixes when reality becomes more complicated.

A trustworthy business will not resent sensible scrutiny. It will usually welcome the opportunity to answer clearly.

Expert contributions were submitted in response to a Best in Britain media request. Responses were edited for length and clarity. Inclusion does not constitute an endorsement of a contributor, company, product or service. Consumers should independently verify credentials, claims and suitability before making a purchase.