How to Handle Client Requests That Are Outside Your Expertise

A client asks you to do something you've never done before. You could figure it out.

Or you could subcontract it. Or you could refer them to someone else.

It seems simple - just say yes or no. But the decision is more complex because it affects your business, your client relationships, and your growth.

There's no single right answer. It depends on your situation, the request, and your goals.

Evaluate the Request

When a client asks for something outside your expertise, first evaluate:

Is it in your wheelhouse? Does it align with what you do? A designer being asked to do copywriting is closer to their wheelhouse than a designer being asked to do web development.

Could you learn it quickly? Some skills take time to develop. Others you could pick up in a week.

Does the client want expertise or just help? If they want someone who knows SEO deeply, learning on the job isn't great. If they want someone to help think through something, you might be fine.

Is it valuable for your business? Does this skill make you more valuable long-term? Or is it a one-off request?

Do you have time? Can you realistically take this on without affecting other work?

What's the financial opportunity? How much are they paying? Is it worth the complexity?

Option 1 - Learn and Do It Yourself

This is the growth path. You expand your skills and offer more services.

This makes sense if:

• The skill aligns with your future direction
• You have time to learn properly (not just hack your way through)
• The client values the learning and is willing to accept a learning curve
• It's a valuable skill for your business long-term

This doesn't make sense if:

• You don't have time
• It's outside your actual interests
• The client needs expertise you can't develop quickly
• You'd be doing low-quality work

If you choose to learn and do it, be honest with the client.

"I haven't done exactly this before, but it's in my wheelhouse and I'm confident I can deliver. My process will take about [timeline], and the quality will be comparable to my other work."

Don't hide that you're learning. But don't apologize either.

Many clients appreciate the honesty. And many skills you need to grow your business require this kind of learning-while-doing.

Option 2 - Subcontract

You take the work, but you hire someone else to do part of it.

This makes sense if:

• You want to keep the client relationship
• You can find a good subcontractor quickly
• You have margin to pay the subcontractor and still profit
• The client doesn't care who does the work, just that it gets done

You're acting as the project manager and quality control. The subcontractor does the actual work.

The benefit is you keep the client and expand what you can offer.

The downside is coordination. You're now managing someone else's work. And you're financially responsible for quality even if a subcontractor did the work.

Be clear with the client about subcontracting.

"I'll coordinate this work with a specialist on my team who has deep expertise in [area]. You'll work with me as the main contact, and I'll be responsible for quality."

Most clients are fine with this. They care about results, not who does the work.

Option 3 - Refer

Sometimes the right answer is referring them to someone else.

This makes sense if:

• The work is completely outside your wheelhouse
• You don't have capacity
• You don't want to learn this skill
• They need deep expertise you can't provide

Referring builds goodwill. Many clients appreciate when you're honest that something isn't your strength.

And it often builds referral relationships. "I referred them to [specialist]. The specialist does good work and might refer clients back to me someday."

When you refer:

Be specific. "I know someone who specializes in exactly this. They're great and I trust their work."

Don't refer to a competitor if you can help it. Refer to someone who complements your skills, not replaces them.

Make the intro if you can. Easier for everyone.

Mention what you do offer. "I handle X and Y.

They'll handle Z. You should bring us both in."

The Hybrid Approach

Often you do some and subcontract some.

"I'll handle the strategy and planning. I'll bring in [specialist] to handle the execution."

This keeps you in the relationship, leverages specialists for expertise, and provides value.

Many successful agencies work this way. They're the quarterback but they bring in specialists as needed.

When to Say No

Sometimes the right answer is just no.

You don't have capacity. It's not your thing. You'd deliver mediocre work.

Saying no is professional. "Thanks for the opportunity.

That's not something I do, and I don't know the best person to refer. You'd probably be best served searching for [type of specialist]."

It's better than taking on work you'll struggle with.

Pricing for New Skills

If you're learning on the job, should you charge less?

Usually not. You're still delivering value and taking on risk.

You might say: "I can do this. It'll take a bit longer since it's new for me [so higher price to account for learning curve], but the quality will be the same."

Or you charge your normal rate and invest the learning as professional development.

What you don't do is charge significantly less and deliver significantly worse work. That's not fair to anyone.

FAQ

What if the client insists I do it even though I'm not qualified? You can gently push back. "I want to be honest - this isn't my strongest area. I can [other option]. What matters most to you?"

Should I ever expand my services if there's demand? Yes. If clients keep asking for something, that's a signal you should consider offering it.

Is it okay to subcontract without telling the client? You should tell them. "I'll bring in a specialist for [part] to ensure quality." Transparency builds trust.

What if I learn the skill and decide I hate it? That's okay. You don't have to keep offering it. "I've decided to focus on [other thing] instead."

How do I find good subcontractors? Ask peers, check portfolios, do a small test project. Start with small work before bringing them in for big projects.

Should I mark up subcontractor work? Yes, usually 10-20%. You're managing them, ensuring quality, taking on risk. A markup is fair.

What if the client wants me to do something I think is a bad idea? You can recommend against it. "I can do this, but I think [alternative] would work better because [reason]." If they insist, document that you recommended against it.

How do I know if learning a skill is worth it? Ask: Will this make me more valuable long-term? Do clients want it? Do I want to offer it? If yes to all three, learn it.