In my experience, keeping a team aligned during contract negotiations hinges on clarity and connection. I start by establishing a core objective that’s clear, concise, and meaningful for every team member; something they can personally connect with. From there, I encourage open, real conversations, creating a space where each person can share perspectives that might uncover unexpected value or risk. Regular, focused check-ins aren’t just about updates; they’re our chance to recalibrate, refine, and stay sharp. True alignment isn’t static; it’s an ongoing commitment to stay cohesive, adaptable, and ahead of the curve.

The clear objective in any contract negotiation for me has always been to support internal stakeholders by being a solution maker and not a roadblock to bringing the business in the door. What I’ve learned over the years is that everything is negotiable. It’s just coming to a meeting of the minds to figure out at “what price” is the other side willing to accept what you’re offering. Negotiations should not be difficult or confrontational. And if you’ve hit the second full round of redlines, just get on a call to walk through it with the other side. Often times it comes down to hearing the external stakeholders out and advising them what it is that you are selling them at what the real risk is.