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Look first at domain experience, not the number of logos on the website. Ask for two or three engagements that resemble your technology stack, and then ask which engineers actually built it. A serious vendor will put you on a call with the tech lead. Answers that name nobody at this stage almost always mean the delivery dedicated team model vs project-based outsourcing is not the team you were shown.

The contract warrants a slower read than the pitch. Three sections matter more than the rest: assignment of intellectual property, confidentiality, and termination and handover. Everything produced must transfer to you on payment, together with source code, designs and infrastructure as code. Watch for any clause that leaves so-called reusable libraries with the vendor, because that is often the part you cannot replace later.

Find out how the estimate was built. A serious estimate is accompanied by a list of assumptions, a breakdown by feature or module and a best case and a worst case. A fixed price is only reasonable when the specification is complete; in any other case the supplier adds a risk premium and you pay for it anyway. Time and materials moves the risk back to the client, so it demands a sprint cadence, demos and a budget cap.

How the work is run matters as much as team size. Ask what happens when the scope changes, who defines done and how quality assurance works. A team should be able to demonstrate a working build every one nearshore or offshore software development two weeks. Clear, written acceptance criteria are the practical protection against the it-was-never-in-scope conversation.

Last, consider the end of the engagement while the relationship is still good. Ask that the repository stays on infrastructure you own from the beginning, and that the documentation is refreshed in every sprint. A provider confident in its own work accepts it without argument; a long negotiation over it reveals quite a lot.