You do not need a finished technical specification before discussing a project. Start with what your team knows today, including the gaps. Keep your notes in a document you control; this checklist does not collect or save your answers.
Describe the aim and the current tools.
Write down the business problem and what a useful improvement would look like. Be specific: “We cannot see which enquiries still need a reply” gives a clearer starting point than “We need more automation.”
List the tools involved, what each does and whether you already use GoHighLevel. Note any existing forms, calendars, inboxes, pipelines or connections. If you are choosing a starting point, the GoHighLevel overview explains the different routes.
Bring one representative process.
Choose an everyday example, such as an enquiry becoming an appointment. Describe how it works now, where someone takes over and where it becomes difficult. Include one exception that happens regularly, such as a duplicate enquiry or a cancellation.
A rough sketch or short explanation is useful. You are gathering context at this stage. For a fuller exercise in defining triggers, steps and exceptions, use the customer workflow planning guide.
Identify the people and access arrangements.
Note who owns the business decision, who uses the system and who can answer day-to-day questions. Identify the person who administers each existing account and anyone who needs to review changes.
For an initial conversation, describe the access available and any restrictions. Leave passwords, API keys and other secrets out of your brief. Any account access needed for agreed work can be discussed separately, including appropriate roles and how access will be removed afterwards.
Prepare a small, safe example.
Use fictional records or remove private information from a few representative examples. Field names, a blank form, a pipeline sketch or a redacted screenshot may explain the issue without a complete customer export.
For an existing problem, record what you expected, what happened instead and whether it happens consistently. Include approximate timing or the step where it occurs. Avoid changing a live process just to produce an example.
Collect current messages and preferences.
Gather examples of the replies, reminders or follow-ups your team already uses. Note the intended sender, channels, timing and who handles responses. Record how customer communication preferences are currently captured and respected.
List any situations where messages should pause or stop, such as a reply, booking or request to stop contact. Mark anything uncertain for discussion rather than assuming every contact should receive the same sequence.
Explain where information belongs.
If several tools are involved, identify which holds the authoritative version of each important detail: contact information, appointment status, payment status or sales stage. Note where people currently copy information between systems.
For a proposed connection, describe what should move, in which direction and what should happen if the tools disagree. Unknowns are useful scoping questions. The integrations service page explains the kind of connection to discuss.
Separate priorities from later ideas.
List the essential first outcome, useful extras and anything outside the project. Include relevant dates, dependencies and a budget range if you have one. BusinessEye agrees a fixed project price before work begins; the pricing page shows service prices, starting rates and ongoing support options.
Describe who will run the system afterwards and what would help them: a walkthrough, documentation, training or ongoing assistance. These are requirements to agree in the scope. They are not automatically included in every engagement.
Keep a short checklist of what is ready.
- The business aim, existing tools and one representative process.
- Decision makers, daily users and account administrators.
- A fictional or redacted example and any reproducible issue.
- Current messages, preferences and information ownership.
- First priorities, boundaries, handover needs and unanswered questions.
Bring what you have. Use the gaps to shape the conversation about a new setup or improving an existing workflow.