1. Start from outcomes, not headcount
A team size is not a plan. Define the outcome, the acceptance criteria and the decisions the partner will own. Ask how they would measure success beyond “delivered on time”. If the proposal only lists roles and hours, the scope is probably still undefined.
2. Choose the engagement model deliberately
- Fixed scope works when requirements and acceptance criteria are stable.
- A phased engagement works when the product needs discovery and learning.
- An embedded team works when you already have product and technical direction.
- A short paid pilot is a low-risk way to test communication before a long contract.
3. Check the communication model
Confirm working overlap, written updates, decision records and who answers technical questions. Ask for a sample status report and a sample architecture note. Time-zone differences are manageable when communication is explicit; they are expensive when it is not.
4. Protect ownership and access
- You own or can transfer the source code, repositories and deployment accounts.
- Third-party licences and cloud costs are visible.
- Domain, DNS, analytics and payment accounts are not held only by the partner.
- The contract covers confidentiality, IP assignment and termination assistance.
5. Treat security and data protection as design inputs
Ask where data is stored, who can access it, how long it is retained and which providers process it. For personal data, confirm the legal basis, the transfer mechanism and the deletion process. A partner that treats security as a pen-test at the end is not designing for it.
6. Verify evidence
Ask for references with permission, public code, technical writing or product demos. A portfolio image is not evidence of delivery. Ask what the partner personally built, what went wrong and what they changed. Specific answers are more useful than a long client list.
7. Plan the handover before you need it
Documentation, environment setup, deployment steps and a support period should be agreed at the start. If the partner cannot explain how another team would take over, the exit cost is hidden in the contract.
8. Be explicit about the legal entity
International procurement often requires a registered entity, a tax code and a signatory. Ask early. HKOTEN is a founder-led studio based in Vietnam and states its incorporation status openly; if your process requires a registered company, confirm the current status before signing.
See custom software development services, the Vietnam development partner page, or discuss your project.