So, these are some of the considerations I bear in mind when choosing a supplier.  The next challenge is how best to manage a supplier -- this is where the real art happens.  From the fiery lessons of trial and error, here are my top three tips for startups that need to manage suppliers. 1. Agree a quote upfront.  This should include a table of dates and deliverables .  Be clear that any diversions from the agreed quote must be agreed in writing before anyone incurs additional expenses.  I's also important to make sure you've got a way out or to pause the agreement if your circumstances change (as they often do in startups) or if you're not happy with the supplier's work. This sounds simple, but it's amazing how often the best managers fail to do this and end up in all kinds of messes.  Once you've decided on a supplier it's easy to be excited, start work, and never firm up and sign off on an agreement. In my first six months of Posse, I engaged a lawyer who seemed really passionate about our project.   He was always at the office taking meetings, introducing me to people and offering to help in many ways above and beyond what a lawyer would normally do.  I thought this was wonderful until I got bills that added up to more than $110K along with a proposal to exchange a chunk of the debt for a massive amount of equity in my