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.

standardSeptember 30Tom SalonekIT

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.

standardSeptember 23Tom SalonekIT

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.

standardSeptember 16Tom SalonekIT

The Real Cost of a Bad Client

When you’re running a consulting business, there’s always pressure to say yes. Yes to the deal. Yes to the timeline. Yes to the client—even when your gut says no.

But here’s what I’ve learned. Bad clients cost you…

1. Your best people
Great consultants don’t stick around to be micromanaged, blamed, or jerked around by unrealistic demands. If you put them in a toxic engagement, they’ll quietly leave—for another team or another company.

2. Your culture
Culture isn’t built by posters or happy hours. It’s built by how you handle stress, setbacks, and relationships. A single client who bullies, ghosts, or disrespects your team can undo months of internal goodwill.

3. Your momentum
Bad clients drain energy. They consume twice the hours, spark daily fires, and burn out your leadership team. While you’re managing drama, better opportunities pass you by.

4. Your margin
There’s always scope creep. Always surprises. And always delays—usually caused by the client, not your team. And yet, you end up eating the cost.

5. Your brand
If your team is stuck in damage control, they’re not delivering their best work. And that’s what the client remembers. Suddenly, you look like the problem.

So how do you avoid this?
At Intertech, we’ve learned to listen to the red flags early:

  • Vague scope but urgent deadlines
  • Disrespectful behavior in the sales process
  • Unclear ownership or no internal champion
  • Unrealistic expectations combined with no flexibility

When we see these, we pause. We ask better questions. And sometimes, we politely pass.

Bottom line?
Not all revenue is good revenue. And, the wrong client doesn’t just cost you profit—it costs you people, progress, and peace of mind. Say no early. Your team will thank you later.

standardJuly 22Tom SalonekIT

What I’ve Learned from Working with Hundreds of CIOs

Over the years, I’ve had the chance to work with hundreds of CIOs—from Fortune 500s to fast-growing mid-market companies. Different industries. Different styles. But if there’s one thing I’ve learned, it’s this:

CIOs don’t want more tech. They want better outcomes.

They’re not looking to chase trends—they’re trying to solve real business problems. Quickly. Clearly. Without drama.

Here are a few lessons I’ve learned working alongside them:

1. Simplicity beats cleverness
CIOs don’t need consultants to show off. They need partners who simplify, prioritize, and deliver. If you can explain the solution in plain English and connect it to a business objective, you’ll go far.

2. Speed matters—but predictability matters more
Yes, CIOs want fast results. But they’ll take a steady, low-risk rollout over a “hero” team that burns out mid-project. On-time and drama-free often wins the renewal.

3. Trust builds over time—and disappears fast
One missed deadline or dropped ball, and you’re back to square one. But if you consistently deliver (even small wins), you become part of their inner circle. That’s where real partnership lives.

4. Every CIO has a top 3 list
It might not be printed on their whiteboard, but they’re always carrying three priorities—revenue, risk, or roadmap related. If your solution doesn’t map to one of those three? It’s noise.

5. They’re under more pressure than you think
CIOs today are expected to be technologists, strategists, diplomats, and firefighters—all at once. The best thing we can do is make their life easier, not harder.

Bottom line?
CIOs don’t care how brilliant your code is or how advanced your architecture looks. They care about outcomes. Alignment. And trust.

You win with CIOs by listening well, thinking clearly, and delivering consistently.

That’s been true for over 30 years. It’s still true now.

standardJuly 8Tom SalonekIT