Working with
SamadRock.

Organisations contact us through our official channels with an outline of the project or opportunity. The more clearly that outline is set out, the faster we can give you a useful answer.

What helps most at this stage: what the project is, where it is located, what stage it has reached, who the parties are, and what role you have in mind for SamadRock. A short, specific summary is worth more than a long, general one.

Where a project originates with you, preparing and submitting that initial outline is your responsibility. We do not prepare initial proposals on behalf of third parties before an engagement exists.

Every genuine enquiry is reviewed. We look at whether the project fits our areas of work, whether it is at a stage where we could add something useful, and whether we could resource it properly alongside our existing commitments.

An enquiry or a discussion is not acceptance. Talking to us — by email, on a call, or in a meeting — does not mean we have taken your project on, agreed to provide services, or committed anything. Any engagement follows the process set out here, and is confirmed in writing.

If a project is not right for us, we would rather say so early than let it drift. That is not a judgement on the project; often it is about timing, stage or our own capacity.

Before a formal review, we need enough information to form a considered view. What that means varies with the project, but it generally covers:

• Technical information — what is being built or operated, and to what specification
• Commercial information — the structure, the parties, and the proposed terms
• Ownership information — who owns the asset, the land or the rights involved
• Regulatory information — permissions, licences or approvals held, applied for, or still required
• Project status — an honest account of what is agreed and what is still open
• Supporting documentation — studies, plans, funding arrangements and timelines

We may ask for more, or for clarification. Where the information provided is incomplete or not sufficient to assess the opportunity meaningfully, we may defer or decline consideration rather than proceed on an unclear basis.

We commit resources once appropriate commercial arrangements are in place. Before we prepare technical documentation, commercial proposals, studies, business plans or project strategies for an external party, the scope of work, the terms and the funding arrangements are agreed.

This is not a barrier — it is what makes delivery possible. Work done without an agreed scope tends to be work nobody has properly specified, resourced or accepted responsibility for. Agreeing terms first protects both sides: you know what you are getting, and we can commit the right people to it.

Where appropriate, we may ask for evidence of funding arrangements or corporate authority before progressing. This is standard commercial practice and applies regardless of the size of the project.

Formal work begins once the appropriate agreements are complete. At that point the scope is defined, the responsibilities of each party are set out, and the commercial terms are settled.

From there, the engagement is governed by what has been agreed in writing rather than by expectation. If the scope needs to change — and on real projects it sometimes does — that change is agreed in the same way.