In one case, a CEO showed my firm two different contracts. One was vague, the other was precise. I say the latter, and I think most CEOs would agree. Consider adding a second consultant to share responsibility with the consultant managing the project. At the very least, a second opinion clarifies for the CEO exactly how a stated goal will be reached.
Professional pride works to have each firm keep the other honest, so to speak.
Get needed help One of the best implementations of a large information-technology contract that I know of illustrates this very well. A second consulting company was brought in to share the responsibility with the primary vendor, solely to help the client manage the larger firm. The project is now two years old, on schedule and within budget, a win-win for all concerned. You, the CEO, know where you want your company to be in a year or two. Listen to a range of ideas that tell you how to get there.