Is this vendor's outcome pricing actually qualified, or just attractive?

8 threshold gates and 55 scored criteria across 9 domains, adapted from a commercial assessment instrument built on sixty years of performance-contracting practice. Work through it and get a live recommended structure, no email required.

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Outcome as a Service: What to Check Before You Sign

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A precision brass turnstile gate mechanism mid-rotation, representing a threshold qualification gate

Why a qualification review, and why before the term sheet

Outcome-based pricing is sold on the claim that it moves delivery risk to the vendor. It does, for a defined slice of it. It also leaves a specific, enumerable set of exposure with the buyer under every payment mechanism, and it creates new measurement, attribution and counterparty risks that a fixed-fee or consumption contract never has to answer. The full argument, with the historical evidence, is here — this tool is the operational instrument that follows from it.

The instrument runs in two parts. Part A is eight threshold gates: pass or fail conditions that determine whether a pure outcome model is appropriate for the scope at all. Four are absolute — a single fail on any of them means the arrangement is not suitable for outcome pricing as currently scoped, regardless of everything else. Part B is 55 scored criteria across nine domains, from outcome definition through exit and portability, each scored 0 to 3 against the evidence you actually hold, not the evidence you intend to produce. 35 of them are marked critical: a critical criterion scored below 2 is treated as zero, and enough of them failing caps the recommendation regardless of the total.

Complete it with whoever is closest to the actual contract terms, not the pitch deck. It is designed for joint completion by client and vendor, with disagreements recorded rather than smoothed over — a gap between what the vendor asserts and what the client can verify is itself the most useful finding.

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Work through Part A and Part B below to see the recommended commercial structure.

This is a self-assessment tool adapted from a commercial assessment instrument, for your own planning purposes. It is not legal or financial advice, and the recommended structure is a starting point for negotiation, not a substitute for legal review of the actual contract terms. Your answers stay in your browser and are not sent to Terence Kok or reviewed by anyone.

Step 1 of 10: Threshold gates

Part A

Threshold gates

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Answer yes or no. Gates marked Absolute disqualify the pure outcome model outright if failed; the rest may be satisfied by a documented remediation plan dated before contract execution.

A1Binary outcomeAbsolute

The unit of payment resolves to a defined state that is either achieved or not achieved. It does not require a judgement of degree, quality or satisfaction to determine whether payment is due.

A2Evidential basisAbsolute

Occurrence of the outcome is provable from system-generated records that persist independently of the inference process that produced the outcome.

A3Maturation period

The evidence that the outcome occurred, and that it was not subsequently reversed, matures within the billing cycle or within a defined and agreed holdback period.

A4Causal control

The vendor controls the variable that most strongly determines whether the outcome occurs. Where control is shared, the shared variables are enumerated and stipulated under Part F.

A5Independent verifiabilityAbsolute

The client can reconstruct the outcome count from raw event data it holds or can compel, without relying on a vendor-produced summary.

A6Counter-metric availability

A metric exists that detects the principal gaming behaviour the payment metric invites, and that metric is measurable at the same frequency as the payment metric.

A7Safety separationAbsolute

No payment trigger is attached to a decision that forms part of a safety case, a statutory determination, or a duty of care to an identified individual.

A8Vendor solvency horizon

The vendor can evidence funded runway exceeding the contract term, or has provided security under Part D reference F4 sufficient to cover the client transition cost.

Opens the complete instrument: your Part A/B results plus the risk allocation matrix, non-transferable obligations register, stipulation register, RACI, and vendor evidence pack. Print or save it as a PDF from there.

What each part of the instrument is actually testing.

Part A: Threshold Gates

Purpose

Eight pass-or-fail conditions that determine whether the scope is even a candidate for outcome pricing, before any scoring happens. Gates A1, A2, A5 and A7 are absolute; a single fail there disqualifies the pure outcome model for the scope as currently defined.

Why It Matters
  • A7, safety separation, is the gate most often skipped in a rush to sign — and the one with the highest downside if missed
  • A4 and A6 (causal control and counter-metric availability) are where most Goodhart-style gaming problems originate later in the contract
  • A failed non-absolute gate is not fatal on its own. It can be satisfied by a documented remediation plan with a completion date before execution
How to Use
  1. Answer every gate honestly against the scope as currently defined, not a narrower version you intend to negotiate toward
  2. If an absolute gate fails, narrow the scope and re-run Part A before spending effort on Part B
  3. Record the reasoning for each answer somewhere durable — the full report gives you a printable place to do that

Part B: The Nine Domains

Purpose

55 criteria across outcome definition, measurement and verification, baseline and attribution, cohort characteristics, data readiness, commercial structure, counterparty assessment, legal and regulatory, and exit and portability. Each is scored against documented, tested evidence, not intent.

Why It Matters
  • B2 (measurement and verification) is where the most disputes originate: the absence of a measurement and verification plan at qualification stage is the single most common cause of subsequent dispute
  • A score of 1 (Asserted, no artefact) counts as zero for any criterion marked critical — a vendor's word alone does not clear a critical gate
  • B4.6, reporting whole-population cost rather than cost per vendor-resolved outcome, is the single check most likely to expose selective effort hidden inside a headline resolution rate
How to Use
  1. Score what you can evidence today, not what the vendor's roadmap promises
  2. Treat any domain scoring below 60% of its maximum as a live blocker, not a rounding error the total score absorbs
  3. Use the evidence-required column as your actual document request list to the vendor

Reading the Recommendation

Purpose

The score converts into one of four recommended commercial structures: Qualified (proceed to an outcome-linked term sheet), Qualified with conditions (a hybrid structure), Not qualified for outcome pricing (fixed fee with shadow measurement), or Not qualified (conventional contracting).

Why It Matters
  • A negative result is not an adverse finding against either party — it indicates a different structure will produce a better risk-adjusted outcome for the same scope
  • Two or more critical criteria scoring below 2 caps the result at "not qualified for outcome pricing" regardless of the total score
  • A high total score with one domain below 60% of its maximum still caps at "qualified with conditions" — a strong average can hide one genuinely unaddressed domain
How to Use
  1. Where the result is "qualified with conditions," treat each named gap as a condition precedent to execution, not a post-signature action
  2. Re-run the instrument after any material change to scope, vendor, or commercial terms
  3. Take the full report to whoever drafts the actual term sheet — it is built to be handed to legal and finance directly

Want help applying this to a specific vendor negotiation?

This instrument tells you where the gaps are. Closing them in the actual term sheet, against a specific vendor and scope, is a structured engagement I run directly.

Learn about working with me
Terence Kok
Before You Go

I built this from a real qualification instrument, not a marketing checklist, because the vendor conversations I keep having make the same mistake: treating the payment mechanism as the whole risk decision. It isn't. The gates and the domains here are the actual questions a contract has to answer before anyone signs, and most term sheets I see skip straight past B2, the measurement and verification plan, to get to the number. That's the one that comes back to bite everyone later.

Terence Kok