Start with the deal, not just the document
Explain what you are selling or buying, who the parties are and why the agreement matters to your business. A template does not show which commitments your team can realistically meet or which commercial points have already been negotiated.
For a technology project, describe the expected deliverables and the roles of the customer, supplier and any other delivery partners. Identify whether this is a new relationship or a change to an existing arrangement.
Identify the operational pressure points
Think about what happens if the scope changes, work is delayed or the parties disagree about whether a deliverable is complete. Explain how you expect approval, acceptance and payment to work in practice.
If service continuity, access to systems or ownership and use of deliverables are important, make that clear. These are topics to discuss in the context of the proposed deal, not a universal list of clauses that every agreement must contain.
Set out your priorities and timing
Tell your lawyer the signing deadline, which issues are commercially important and where the other party has shown flexibility. Distinguish a fixed business requirement from a preferred negotiating position.
If there are related statements of work, schedules or earlier agreements, mention them. A review of one document may not answer questions that depend on the wider contractual arrangement.
Agree the expected output
Clarify whether you need a discussion of key risks, proposed amendments, drafting or negotiation assistance. The scope of the review and fee can then be agreed with a shared understanding of the work.
Where your business handles similar agreements regularly, it may be useful to discuss including contract support within an ongoing legal engagement in Bulgaria.