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Look first at domain experience, not the number of logos on the website. Ask for two or three case studies that match your domain and your stack, and then ask whether those engineers are still with the company. A serious vendor will put you on a call with the tech lead. Answers that name nobody at this stage usually mean you are talking to a reseller.

The paperwork deserves more scrutiny than the proposal. Three clauses do most of the work: assignment of intellectual property, non-disclosure, and notice periods and handover. Everything produced has to transfer to you once invoices are settled, along with documentation, pipelines and deployment scripts. Be careful with any clause that leaves so-called reusable libraries outside the transfer, since this is frequently the dependency that makes switching painful.

Find out how the estimate was built. An honest estimate is accompanied by a list of assumptions, a breakdown per feature and a range rather than a single number. A fixed-bid deal works only when the scope is genuinely frozen; otherwise the supplier adds a risk premium and software development agency you pay for uncertainty either way. Time and materials shifts that risk to you, so it needs a cap, regular demos and transparent reporting.

How the work is run matters as much as the number of developers. Find out how change requests are handled, who defines done and how testing is organised. A mature team will be able to demonstrate running dedicated vs outsourced software development team rather than status reports. Written acceptance criteria are the only reliable protection against an argument at delivery time.

Last, think about the handover while the relationship is still good. Require that the source repository sits on infrastructure you own from the first commit, and that a readme and architecture notes are kept current as the code changes. A vendor with nothing to hide says yes immediately; a long negotiation over it tells you quite a lot.