Blog - Tom Talks

The Right Fit Matters: Why We Turn Down Projects (and Why That’s a Good Thing)

In a world where every lead can feel like gold, turning down business may sound counterintuitive. But at Intertech, we’ve found that saying “no” is often the most strategic, respectful, and client-centric move we can make. Here’s why—and how that benefits everyone involved.

Not Every Project Is the Right Project

We don’t chase every opportunity that lands in our inbox. If the scope is vague, the expectations are misaligned, or the client’s vision lacks clarity, we pause. Why? Because experience has taught us that unclear beginnings lead to chaotic middles and disappointing ends. We’re not in the business of simply billing hours—we’re in the business of creating successful outcomes.

When We Say No (And Why It’s a Positive)

We might walk away when:

The project timeline is unrealistically aggressive.
The budget doesn’t support the business goals.
The organization isn’t ready to make necessary changes.
There’s a culture clash that would undermine collaboration.
The client wants a transactional vendor, not a long-term partner.

Saying no to the wrong fit opens space to say yes to the right ones. And it ensures that the clients who do work with us get our full attention, best thinking, and a clear path to success.

What We Say Yes To

We lean in when a client:

Is committed to a business outcome, not just writing code.
Values transparency, two-way communication, and mutual respect.
Wants to co-create something that has lasting impact.
Is open to leveraging AI, agile principles, and modern architectures like with our UnifiAI offering.

With UnifiAI, we don’t just deliver code—we bring a structured, AI-powered approach that enhances every stage of the development lifecycle. From planning and prototyping to delivery and support, UnifiAI ensures we focus on what matters most: solving the real business problem efficiently and effectively.

It’s Not Just About Us. It’s About You.

When we turn down a project, it’s not personal—it’s principled. It means we’re doing what’s right for your business, your team, and your future. And if we can’t help, we often refer you to someone who can.

At the end of the day, we don’t measure our success by the number of contracts signed—we measure it by the impact we deliver. That starts by working with the right people on the right problems. Everything else flows from there.

The High Cost of Low Trust: Why Tech Projects Fail Before They Start

Before a single line of code is written, long before a status report shows red or yellow, most software projects are already headed toward trouble—for one reason: a lack of trust.

At Intertech, we’ve worked on hundreds of enterprise-level projects. And if there’s one silent killer we see over and over again, it’s not a missed deadline or an unexpected bug—it’s eroding trust between client and consultant. When that happens, communication stalls, assumptions multiply, and progress slows to a crawl.

Here’s how low trust sabotages great intentions—and how to build a foundation that sets your next tech project up for success.

1. Communication Breaks Down

Low-trust environments lead to siloed teams and guarded conversations. Stakeholders hold back concerns. Developers second-guess priorities. People play defense instead of solving problems together.

The Fix:
Start with transparency. Daily huddles, shared project dashboards, and consistent feedback loops make trust visible. At Intertech, we’ve found that even a five-minute huddle can create alignment that lasts all day.

2. Clients Micromanage (Because They Feel They Have To)

When clients don’t trust that the team understands their goals—or that their concerns will be heard—they often step into the weeds. What was supposed to be a high-level leadership role becomes day-to-day project babysitting.

The Fix:
Shift the relationship from “vendor” to “partner.” At Intertech, we do this by clearly defining goals, showing progress regularly, and delivering early wins. We’re not just logging hours—we’re making a business impact.

3. Teams Build for Themselves, Not the User

Without trust, developers play it safe. They over-engineer. They follow the spec to the letter, even if it no longer makes sense. Why? Because they’re not confident they’ll be backed up when they speak up.

The Fix:
Empower teams to challenge assumptions. We embed user empathy and collaboration into our process so developers feel confident suggesting better solutions—even if they deviate from the original plan.

4. The Blame Game Starts Early

When trust is low, mistakes turn into finger-pointing. Teams become defensive. Clients become skeptical. Innovation dies in a flurry of status meetings.

The Fix:
Create psychological safety. Projects thrive when people feel safe admitting uncertainty or raising concerns early. At Intertech, we use retrospectives and open-door conversations to catch issues when they’re small.

5. You Miss the Real Problem

The most damaging consequence of low trust? You focus on symptoms, not causes. You build features instead of solving business problems. Everyone works hard—and nothing changes.

The Fix:
Ask better questions. Our UnifiAI offering was built to uncover what really matters. It combines deep technical expertise with AI-driven discovery and outcome-first planning—so projects stay focused on what moves the needle.

Final Word

Trust isn’t just soft stuff. It’s a business asset. And when it’s missing, the costs show up in missed deadlines, blown budgets, and strained relationships.

Start building trust on day one—and you’ll be halfway to success before the kickoff call ends.

5 Signals That Your Software Project Is About to Go Sideways

Most failing software projects don’t collapse overnight. The warning signs are subtle at first—missed deadlines, vague answers, shifting priorities. But if you know what to look for, you can catch the cracks before they become chasms.

At Intertech, we’ve rescued enough troubled projects to know the patterns. Here are five signs your software project might be drifting off course—and how to steer it back on track.

1. Vague Requirements That “Will Be Finalized Later”

If your team is already coding while business requirements are still fuzzy, you’re gambling with time and money. Ambiguity upfront turns into expensive rework later.

Fix:
Push for clarity early. Use collaborative discovery sessions, detailed user stories, and prototypes to validate direction before writing production code.

2. Stakeholders Are “Too Busy” to Engage

If decision-makers aren’t showing up to key meetings or giving timely feedback, expect delays and mismatched expectations.

Fix:
Build stakeholder check-ins into the schedule. Use short, focused reviews to keep engagement high and decisions moving.

3. You’re Measuring Hours, Not Outcomes

When conversations revolve around “how many hours were billed” instead of “what was delivered,” the focus has already shifted away from value.

Fix:
Shift the conversation. Define milestones in terms of business outcomes or working software—not just time logs. (This is why Intertech’s UnifiAI focuses on real business impact through outcome-based delivery and AI-enhanced development.)

4. No One Can Explain What Done Looks Like

If developers, testers, and business leaders each have a different definition of “done,” brace for friction at release time.

Fix:
Use a shared Definition of Done. Spell out what’s required for a feature to be complete—from code to QA to stakeholder approval.

5. Surprises Keep Popping Up

Whether it’s unexpected dependencies, missed data fields, or newly discovered constraints—constant surprises usually mean poor planning.

Fix:
Invest time in project risk planning. Ask, “What could go wrong?” early and often. Good teams surface issues before they surface themselves.

Final Thought

No project is perfect. But recognizing these early signals—and acting on them—can mean the difference between a smooth launch and a budget-burning scramble.

If your project feels off and you can’t quite pinpoint why, we’re happy to take a second look. It’s what we do.

Hiring for Curiosity, Ownership & Adaptability: How We Assess the 3 Traits That Matter Most

At Intertech, we’ve made a conscious shift in how we hire. While technical skills still matter, they’re no longer enough. The how behind the what—how a consultant thinks, adapts, and leads—is the true differentiator.

So how do we identify candidates who demonstrate curiosity, ownership, and adaptability? Here’s a look under the hood.

1. Curiosity

Look for the why-askers.

Interview Signal:
We ask candidates to walk through a complex past project and pause halfway through. Then we throw them a twist—“What if the client had changed direction at this point?” or “What if a key assumption was wrong?”

What we’re watching for:
Do they instinctively ask clarifying questions before answering? Do they seek to understand the business context or user goals? Curious minds don’t rush—they explore.

2. Ownership

Listen for stories where they took the wheel.

Interview Signal:
We prompt candidates with this:
“Tell me about a time when something went wrong and it wasn’t technically your fault, but you stepped in anyway.”

What we’re watching for:
Do they shift blame or step up? Ownership doesn’t mean perfection—it means being accountable when it counts.

3. Adaptability

Throw them a curveball—on purpose.

Interview Signal:
We often introduce a challenge mid-interview:
“Let’s imagine your tech stack suddenly changed. How would you re-approach the problem?”

What we’re watching for:
Are they flustered or open-minded? Do they pivot with poise or dig in defensively?

Bonus: We Talk Less, Listen More

Our interviews are structured to minimize talking and maximize listening. When candidates tell real, unscripted stories—especially about failures or pivots—that’s where the gold lives.

Why This Approach Works

When clients choose Intertech, they’re trusting us with big goals and big expectations. By hiring consultants who are naturally curious, take ownership, and adapt quickly, we stack the deck in everyone’s favor—ours, theirs, and yours.

The 3 Traits Every Great Consultant Has (and Why We Hire for Them)

At Intertech, we’re in the business of people—specifically, people who make technology work better for our clients. But not just any people. We hire consultants who bring more than technical skills to the table. We look for professionals who reflect the very values we’ve built our business on.

Because when a client partners with Intertech, they’re not hiring a résumé. They’re hiring a mindset.

1. Curiosity with Purpose

The best consultants ask great questions. They’re constantly learning—not just about technology, but about our clients’ businesses, challenges, and goals.

At Intertech, we value curiosity with intent. Our consultants aren’t just interested in the newest framework; they want to know how it can improve outcomes, reduce costs, or speed delivery. That’s why our team members dive into domain knowledge, attend AI training, and engage in regular internal huddles that keep them sharp and aligned with what matters most: creating real impact.

2. Proactive Communication

Software projects don’t stumble because of code—they stumble because of silence. That’s why every Intertech consultant is expected to over-communicate.

Whether it’s raising a risk early, aligning on changing business needs, or offering solutions before they’re asked for, our people keep things moving forward. We reinforce this through daily huddles, client check-ins, and quarterly in-person meetings—practices that build trust and momentum.

3. Extreme Ownership

The moment you join Intertech, you’re not just part of a team—you’re accountable to the outcome. Our consultants are trained to think like owners. That means no handoffs, no passing the buck, and no excuses.

If something breaks, they fix it. If a client needs more clarity, they provide it. And if a deadline’s in jeopardy, they flag it early with a plan—not just a problem.

Why This Matters to Clients

Clients notice. They’ll tell us things like:

“Your consultants feel like an extension of our team—not outsiders.”
“I didn’t have to ask for a fix. They already solved it.”
“I’ve worked with other firms, and the communication isn’t even close.”

These aren’t one-offs. They’re the byproduct of intentional hiring, culture, and development.

If you’re a leader who values not just talent—but talent with character—our consultants are ready.

We don’t just build software. We build trust.