THE GOOD BRIEF | Bonus Episode – Turning a Vague Brief into a Successful Collaboration

Not all creative briefs are perfect. Far from it. In my day-to-day work, I regularly receive requests that are vague, incomplete, or completely off the mark. Rather than systematically turning them down, I’ve developed a method for turning some of these poorly defined projects into successful collaborations.

Here’s how I go about it.

Getting to the heart of the matter: my barrage of questions when faced with vagueness

When I receive an incomplete brief, I pull out my arsenal of questions. This approach naturally weeds out the options: either the client is ready to answer them and we build the project together, or they remain vague and sometimes stop responding altogether.👻

My first round of questions might look something like this:

• What is the exact context of this project?
• Who is your company trying to reach?
• What message do you want to convey?
• On which platforms will these visuals appear?
• Do you have any visual references you like?

These questions quickly reveal whether the client has given the project some thought beforehand or if they’re hoping I’ll do the conceptual work for them for free.

When I Feel It’s Not the Right Fit for Me

Sometimes, despite my questions, I realize that the project poses a problem. Depending on the situation, I either refer the client to a colleague or decline outright.

Cases where I refer the project elsewhere:

• The client is looking for something that doesn’t align at all with my creative style
• The technical requirements exceed my skills (complex animation, 3D, etc.)

Cases where I flat-out refuse:

• The trap contract: 10 pages of legal jargon to hide three months of work paid as a percentage of sales. If the project flops, I’ve essentially worked for free.
• An ultra-tight deadline combined with vague information: a perfect recipe for stress and disappointment
• Visual references created exclusively with AI: a sign that the client hasn’t figured out what they’re really looking for
• The impossible equation: a Herculean task on a shoestring budget. When the client wants to have their cake and eat it too, I refuse.

These situations aren’t about a lack of skill, but about unacceptable working conditions. There’s no point in putting a colleague through this by passing the buck to them!

My philosophy: making the most of the client’s resources

When a project makes sense but the budget is tight, I adjust my deliverables. My goal: to ensure the client is satisfied with what they can afford.

What does that look like in practice?

Limited budget = fewer characters in the illustration, but no less attention to detail

Tight deadlines = a simplified style, not a rushed finish

Long-term project = phased planning and payment, with deliverables in stages

I always do my best to ensure the client is happy, while staying within what’s financially feasible for both of us.

Why Every Estimate Takes Time

Even after automating my calculations, each quote remains a task that requires time and attention.

Why? Because every project is different. The client’s size, the intended use, the project scope, technical constraints, the economic situation… Each factor influences the final cost estimate.

What I need to analyze for each request:

• The actual complexity of the work requested
• Deadline constraints and their impact on my workflow
• The intended scope (local, national, international)
• The expected level of detail
• The likely number of back-and-forth exchanges based on the client’s profile

The pitfall of quick estimates: When I start working on estimates after asking about the budget and am told, “We don’t have a specific budget,” only to be told later, “It’s too expensive,” my motivation deflates like a soufflé. I’ve wasted precious time. This situation completely derails the discussion and really annoys me.

My solution: The more I clarify the project upfront through my questions, the more accurate my estimate will be. That’s why I prefer to spend time fully understanding the project before providing a quote, rather than throwing out a rough estimate.

What I’ve learned after all these years

My approach to vague briefs boils down to a few simple principles:

Ask questions. My questions naturally help me distinguish good clients from the rest. Those who are willing to think things through with me build great projects. The others… move on.

Know how to say no. Certain working conditions are unacceptable, period. It’s better to turn down a shaky project than to embark on a guaranteed nightmare.

Adapt intelligently. A tight budget doesn’t mean sloppy work. It means different creative choices, but always meticulous execution.

Take the time to estimate accurately. Every project is unique and deserves a thorough analysis. Rushed estimates always come back to bite you in the end.

Ultimately, turning a vague brief into a successful collaboration is above all a matter of honest communication and mutual respect. When these ingredients come together, even the projects that start off on the wrong foot can yield great results.