If you’ve ever had to deal with external consultants during a customer’s vendor selection process, you know the struggle.
You walk into the meeting, ready to solve the customer’s problem, and then it happens.
The consultant shows up with their massive feature matrix.
“Does your product do this?”
“Can you show us that?”
Suddenly, the focus shifts from solving the customer’s actual challenges to checking boxes on a spreadsheet.
The worst part? These feature checklists are often completely disconnected from what the customer actually needs.
I’m not exaggerating when I say this happens 90% of the time when external consultants are involved.
Instead of identifying the customer’s core issues and finding the simplest solution, they’re obsessed with finding the “perfect” all-in-one solution.
And you can guess what happens next:
- The process becomes unnecessarily complex.
- Everyone’s time is wasted.
- The customer is left more confused than ever.
Why Do Consultants Love Feature Checklists?
In theory, I get it. Consultants want to provide their clients with a “complete picture.” They’re looking for quantifiable outcomes—a decision that looks sophisticated because it’s backed by data.
But here’s the reality:
A feature matrix doesn’t solve problems.
It doesn’t help the customer understand which solution will work best for them. And it certainly doesn’t simplify the decision-making process.
Instead, it turns vendor selection into a competition to see who can check the most boxes.
The result? Customers are pushed toward solutions they don’t need and can’t afford.
How I Handle This Madness
When I’m in a situation like this, my goal is simple: shift the focus back to what matters.
Here’s how I do it:
1. Focus on the Core Problem
I start by understanding the customer’s actual challenge. What’s the one problem they’re trying to solve?
Once I’ve identified that, I ignore everything else.
I know it sounds bold, but here’s why it works: most of the features on that checklist are irrelevant. They won’t solve the customer’s core issue.
Instead, I zero in on the solution that will make the biggest impact.
2. Propose a Clear Roadmap
Once I’ve nailed down the problem-solution fit, I lay out a straightforward plan:
“Look, you can spend three more months interviewing vendors. Or we can solve this for your customer in two months.”
This approach does two things:
- It reframes the conversation around speed and simplicity.
- It positions me as someone who’s focused on outcomes, not just selling software.
3. Challenge the Consultant’s Process
Here’s the tricky part: most consultants don’t like having their process challenged.
When I present a quick, efficient roadmap, I often hear a hesitant “no.” Why? Because I’m disrupting their “vendor selection approach.”
That’s when I pivot.
4. Go Direct to the Decision-Maker
If the consultant isn’t willing to budge, I go straight to the project owner or economic buyer on the customer’s side.
I explain the situation in plain terms:
“This is your problem, and here’s how we can help you solve it in two months. Alternatively, you can spend three months on vendor selection and pay 5x for something you don’t need.”
This direct, no-nonsense approach often resonates with decision-makers.
The Results
By sticking to this strategy, I’ve saved countless projects from getting derailed by endless feature checklists.
Success rate? About 60%.
Time and energy saved? 90%.
Lessons Learned
Here’s what I’ve learned from dealing with consultants and their love for feature matrices:
- Focus on Value, Not Features
Customers don’t care about how many boxes you can check. They care about solving their problem. - Simplify the Process
When consultants complicate things, your job is to bring clarity. Help the customer see the quickest, simplest path to success. - Be Bold
Don’t be afraid to challenge the process. It might feel uncomfortable, but it’s often the only way to get the customer what they actually need. - Speak to the Right People
If the consultant is standing in the way, go to the decision-maker. They’re the ones who will appreciate a clear, actionable solution.
The Bottom Line
Feature checklists might look impressive, but they rarely lead to the best decision.
As a vendor, your job isn’t to win the “checkbox war.” Your job is to solve the customer’s problem.
So, the next time you’re stuck in a meeting with a consultant and their feature matrix, remember this:
Stay focused. Keep it simple. And always, always prioritize the customer’s real needs over the consultant’s process.
Because at the end of the day, it’s not about ticking boxes.
It’s about delivering value.
