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Lesson 9: Client Relations & Contract Management

Your studio may work with publishers, clients, or partners who pay for custom work. Keeping those relationships healthy and protected by clear agreements is what this lesson is about. You will learn how to set expectations, handle scope changes, and use simple contract basics so you deliver on time and get paid.

What You'll Learn

By the end of this lesson you will be able to:

  • Set clear expectations with clients up front (scope, timeline, revisions, and payment)
  • Use a simple contract or statement of work so both sides know what was agreed
  • Handle change requests with a simple change-order process so scope creep does not burn you
  • Communicate proactively so clients stay informed and disputes are rare
  • Know when to escalate to legal or mediation if things go wrong

Why This Matters

Client work can be a steady source of revenue and portfolio pieces. Without clear scope and a written agreement, "small tweaks" turn into unpaid overtime and missed deadlines. Good client relations and basic contract hygiene protect your studio and make repeat work more likely.

Step 1: Set Expectations Before You Start

Scope

  • Define what is in scope: features, platforms, deliverables, and number of revision rounds.
  • Put it in writing (email summary or a short statement of work). "We will deliver X by date Y; included are Z revision rounds."

Timeline

  • Agree on milestones and final delivery. Buffer for feedback and QA; avoid promising dates you cannot hit.

Revisions

  • Specify how many rounds of feedback are included and what happens after that (e.g. additional rounds billed at an hourly or fixed rate).

Payment

  • Agree on schedule: e.g. 50% upfront and 50% on delivery, or milestones. Define "on delivery" (e.g. approval in writing, or delivery of build).

Pro tip: Send a short "project brief" or recap email after the kickoff so both sides have the same understanding. Refer back to it if scope questions come up later.

Common mistake: Starting work with only a verbal agreement. Even a one-page summary of scope, timeline, and payment reduces risk.

Step 2: Use a Simple Contract or Statement of Work

You do not need a 20-page legal document for every project. A statement of work (SOW) or short service agreement can cover:

  • Parties – Who is the client (company/contact), who is the studio.
  • Scope – What you are building or providing (list deliverables).
  • Timeline – Key dates and what "done" means (e.g. approved build, source delivery).
  • Payment – Amount, currency, schedule (e.g. milestone or on delivery), and payment terms (e.g. Net 30).
  • Revisions – How many rounds are included; how extra work is quoted and approved.
  • IP and ownership – Who owns the work (e.g. client owns final deliverable after full payment; you keep right to show in portfolio unless NDA says otherwise).
  • Confidentiality – If the project is under NDA, reference it or state that both sides keep confidential information private.
  • Termination – What happens if either side wants to stop (e.g. notice period, payment for work done to date).

If your studio does a lot of client work, have a lawyer review or draft a template once; then reuse it and only adjust scope, dates, and fees per project.

Step 3: Handle Change Requests with a Change Order

Scope creep is when new features or changes are requested after the project has started. A change order (or change request) is a simple way to handle this:

  1. Request in writing – Client describes the change (email or short form).
  2. Impact estimate – You estimate extra time and/or cost and any effect on the timeline.
  3. Approval – Client approves in writing (email or signed change order) before you do the work.
  4. Update agreement – Add the change to the SOW or issue a short amendment so the new scope and fee are documented.

Do not do out-of-scope work without written approval. If you do, it becomes the new baseline and you may not get paid for it.

Pro tip: Keep a single document or thread where change orders are listed (description, cost, approval). It becomes your record if there is a dispute.

Common mistake: Saying "yes" to "quick" changes without documenting them. Small asks add up and blur the original scope.

Step 4: Communicate Proactively

  • Status updates – Send short, regular updates (e.g. weekly): what is done, what is next, any blockers.
  • Early warnings – If you see a delay or scope risk, tell the client as soon as you know. Offer options (e.g. cut scope, shift date, or add time/cost).
  • Single point of contact – Prefer one main contact on the client side so feedback and decisions are clear.
  • Paper trail – Keep key decisions and approvals in email or writing. Avoid "we agreed on the call" with nothing to back it up.

Good communication builds trust and makes it easier to have hard conversations (e.g. "this is out of scope") when needed.

Step 5: When Things Go Wrong

  • Payment disputes – Refer to the contract/SOW. If payment is tied to "approval," define in the contract what approval means (e.g. written sign-off within X days of delivery). If the client will not pay, follow up in writing and, if needed, consider small-claims or a lawyer.
  • Scope disputes – Refer to the written scope and any change orders. If it was not in the original scope and was not approved as a change, you are not obligated to do it for free.
  • Personality or process clashes – Try to resolve with a clear conversation and, if useful, a short written recap of how you will work going forward. If the relationship is toxic or the client breaches the contract, consider ending the engagement per your termination clause and getting paid for work done.

Pro tip: Stay calm and factual. Refer to the document (SOW, email) rather than "you said" or "I thought."

Summary

  • Set expectations up front – Scope, timeline, revisions, and payment in writing.
  • Use a simple contract or SOW – Parties, scope, timeline, payment, revisions, IP, and termination.
  • Handle changes with change orders – Request, estimate, written approval, then do the work.
  • Communicate proactively – Regular updates and early warnings; keep a paper trail.
  • When in doubt, refer to the agreement – And escalate to legal or mediation if needed.

Next, Lesson 10: Team Leadership & Culture Building will focus on leading your team, giving feedback, and building a studio culture that keeps people motivated and productive.

For more on legal and business basics, see our Legal Structure & Business Operations lesson and the Game Business & Monetization resources.