Client problems

What to do when a client sends incomplete materials: 32 ways to unblock the project

When a client sends incomplete materials, identify exactly what is missing, explain which task depends on it, and ask for a specific next action. Separate essential inputs from details that can wait. Continue only the work that can safely proceed, and confirm any effect on delivery before promising the original date.

“Incomplete” can mean missing files, unusable formats, unclear versions, absent decisions, or materials that exist but cannot be accessed. A useful response names the problem precisely. The client should finish reading the message knowing what to send, where to send it, and what happens next.

These are practical workflow suggestions and illustrative messages. Adapt them to the agreed service, actual schedule, and sensitivity of the materials. Never invent missing facts or publish placeholders as though they were approved content.

What to do first when project materials are missing

1. Check the supplied files against the agreed deliverables and input list.
2. Create one missing-materials list with the exact item, reason needed, responsible contact, and requested date.
3. Mark each item as essential now, needed later, or optional. Explain the effect of each essential gap.
4. Confirm the source version and the approved transfer method before requesting another upload.
5. Offer a workable next step: partial progress, help collecting the input, an agreed substitute, or a revised schedule.

What to do when a client does not know which materials are missing

A vague reminder usually produces another vague delivery. Turn the request into a short, usable checklist connected to the project, with examples where they help the client identify the correct item.

1. What to do when a client says everything has already been sent

Acknowledge the files that arrived and list only the gaps. Refer to recognizable names or sections rather than an unexplained internal checklist. Ask whether the missing item may have been shared elsewhere, since the problem could be a lost link rather than an unfulfilled request.

Avoid debating whether the client “sent everything.” The practical outcome is locating the authoritative material. Once it is found, update the list so the same request is not repeated. If it does not exist yet, move the conversation to who will create it.

• “I have the product photos and introduction; the pricing table is still missing.”
• “Was that table shared through another link or email?”
• “Please point me to the current source if it already exists.”
• “If it is not ready, who will be supplying it?”

2. What to do when a client asks for a materials checklist

Build the checklist around the actual deliverables. State the item, suitable format, intended use, and priority. A request for “brand assets” is less helpful than naming the logo file, color references, and any approved usage guidance the project needs.

Do not request every asset a business might own. Excessive collection creates unnecessary work and may include information the project does not need. Give a simple example for unfamiliar items and let the client flag anything unavailable. Use that response to agree on substitutes or adjust the scope.

• “For the first stage, I need the approved introduction and the current logo file.”
• “The checklist shows the format and intended use for each item.”
• “Please mark anything unavailable instead of leaving the entry blank.”
• “We can then agree on a suitable alternative for those gaps.”

3. What to do when a client sends a large folder with no explanation

Check the visible file structure before asking for another upload. Identify likely source files, duplicates, and ambiguous items, then ask the client to confirm the relevant subset. A large folder may contain everything needed, but it is not an instruction to choose between conflicting materials.

Provide a short candidate list rather than asking the client to reorganize the entire archive unnecessarily. Confirm which files are current and approved for use. Do not infer that an old campaign, draft price sheet, or unused photograph belongs in the new deliverable simply because it is present.

• “I found three brochures and two price lists in the folder.”
• “Which brochure and price list should guide this project?”
• “Please confirm whether the remaining files are reference material only.”
• “I will record the selected source set before production starts.”

4. What to do when a client does not understand the requested file type

Explain what the file needs to do in the project. Instead of repeating a technical extension, describe the difference between an editable source, a view-only export, and a screenshot. Offer an example or ask which application produced the material if that helps identify a suitable export.

Avoid assuming the client has specialist software. A different format may be workable after checking it. Confirm any conversion work before undertaking it, and do not promise that a low-quality image can be restored perfectly. The next step should be a feasible request, not a technical vocabulary test.

• “I need text that can be edited, rather than an image of the paragraph.”
• “Which application was used to create the original file?”
• “A readable export may work if the editable source is unavailable.”
• “I will check the sample before asking for the rest.”

What to do when a client sends files that cannot be used

Explain the specific limitation and the smallest change needed to resolve it. A file can arrive successfully while still being unsuitable for editing, printing, publication, or the agreed workflow.

5. What to do when a client sends low-resolution images

Connect the quality issue to the intended placement. A small image may work as a thumbnail but look poor across a large page or printed panel. Ask for the original or a suitable alternative, explaining the size or use requirement without inventing a universal resolution rule.

Check whether a smaller placement would satisfy the design before rejecting the image entirely. Do not promise that enlargement will recover missing detail. If a draft uses a temporary image, label it clearly and keep the replacement on the outstanding-materials list until it is actually received and checked.

• “This image may work small, but it is not suitable for the planned large placement.”
• “Is the original photo available from the photographer or source device?”
• “We could also discuss a smaller placement or a different image.”
• “The draft will mark this image as awaiting replacement.”

6. What to do when a client sends screenshots instead of source files

Ask what the screenshot is intended to provide: visual reference, exact text, or an editable design. A screenshot may be enough for reference but inadequate for reconstructing precise content or producing a clean final asset. Explain the missing capability rather than dismissing the file format.

Request the original document, a suitable export, or the exact text as appropriate. If reconstruction is possible, assess it as a separate task before committing. Do not silently retype important figures from a blurry image or present recreated material as identical to the source. Obtain confirmation where transcription is necessary.

• “Is this screenshot a visual reference or the content to reproduce?”
• “Please send the original document if it is available.”
• “The figures need a readable source before they can be included accurately.”
• “If reconstruction is needed, I will confirm the work involved first.”

7. What to do when a client sends a file that will not open

Identify the affected file and the visible error or limitation. Check whether the download completed and whether the supplied format fits the agreed workflow. Ask for a fresh copy or an alternative export without assuming the client caused corruption or that an unfamiliar file is safe to run.

Do not disable security protections or execute embedded content merely to open project material. If the file needs specialist handling, explain the requirement and use an appropriate authorized route. After a replacement arrives, check it promptly so the client does not discover days later that the same blocker remains.

• “The file named Product Overview will not open in the agreed workflow.”
• “Could you send a fresh copy or a readable export?”
• “Please keep the original available until the replacement is confirmed.”
• “I will check the new file and update the materials list.”

8. What to do when a client sends flattened artwork that needs editing

Explain which requested changes require editable components. A flattened image can show the finished appearance while preventing clean changes to text, layers, or layout. Ask whether the original designer or supplier can provide a suitable source through the client’s authorized process.

If no source exists, offer realistic options: use the artwork unchanged, obtain a different asset, or assess recreation. Do not assume access to another supplier’s working files is included or promise identical reconstruction. Confirm what the client can provide before building a schedule around an editable file that may never arrive.

• “The text is part of the image, so it cannot be edited cleanly in this file.”
• “Is an editable source available from the original supplier?”
• “If not, we can compare using it unchanged with recreating the required element.”
• “I will confirm feasibility before scheduling that work.”

What to do when a client sends incomplete copy or business information

Missing factual content cannot be solved by confident guessing. Identify the owner of each fact and distinguish writing assistance from the client’s responsibility to confirm the information used in the deliverable.

9. What to do when a client sends headings without the promised copy

Confirm whether the headings are an outline or the intended final content. Ask who is responsible for drafting the sections under the agreed scope. The client may believe writing is included, while the provider may be waiting for finished copy.

Offer the relevant next step: a focused writing brief, a client draft, or a separate discussion of writing support. Do not silently fill the gaps with invented business claims. If layout can proceed from the outline, mark the text areas as provisional and explain that final copy length may affect the design.

• “Are these headings an outline or the complete intended text?”
• “The project currently assumes that the section copy will be supplied.”
• “If writing support is needed, let us agree on that task before proceeding.”
• “The layout can begin provisionally, with final text length still to be checked.”

10. What to do when a client leaves prices or specifications blank

List the exact missing values and ask the responsible person to confirm them. Explain where each value will appear so the client can review it in context. Do not infer a price from an older brochure or copy a specification from a similar product without approval.

If the information is genuinely undecided, discuss whether the affected section should wait or be omitted from the planned release. A visible draft label may support internal review, but it must not become final content accidentally. Keep factual confirmation distinct from stylistic approval of the page.

• “The price for package B and the capacity for model C are still unconfirmed.”
• “Who can approve those values for publication?”
• “Until confirmed, these fields will remain clearly marked in the draft.”
• “We can discuss omitting the section if the information will not be ready.”

11. What to do when a client sends text that ends halfway through a section

Point to the exact stopping point and ask whether part of the file was omitted. Check for another attachment or linked page before treating the text as unfinished writing. A simple export or copy-and-paste mistake may explain the gap.

If the remaining content has not been written, ask about its intended length and purpose so planning can continue cautiously. Avoid completing the argument on the client’s behalf when it contains business facts or commitments. Give the incomplete section a clear status and identify which downstream task needs its final version.

• “The document stops after the second paragraph of the delivery section.”
• “Is the remaining text in another file?”
• “If it is still being written, when can the complete section be reviewed?”
• “That section needs confirmation before the final page layout is checked.”

12. What to do when a client sends inconsistent names, dates, or figures

Create a concise discrepancy list showing the conflicting values and their sources. Ask for one approved answer for each item. Do not resolve a factual conflict by choosing the newest-looking file or the value that fits the layout most conveniently.

Once the client confirms the facts, update the working source and check repeated appearances across the deliverable. Keep the confirmation record so the same question does not return during review. If a correction affects the project’s objective rather than just a value, discuss the broader change using the guide on a client changing the brief.

• “The brochure gives one launch date, while the supplied copy gives another.”
• “Which date is approved for this project?”
• “Please confirm the two product names listed in the discrepancy table.”
• “I will apply the confirmed values consistently throughout the deliverable.”

What to do when a client shares materials without usable access or approval

Availability, permission, and approval are separate questions. Request the minimum access needed, keep sensitive information on an appropriate route, and do not interpret the existence of a file as permission to publish it.

13. What to do when a client sends a restricted folder link

Tell the client which folder cannot be accessed and which project task it blocks. Ask them to share the relevant material with the intended account or use the agreed transfer method. Avoid requesting a password or broad access to an entire company drive.

If only a few files are needed, a dedicated project folder may be sufficient. Let the client choose a suitable authorized sharing route. After access is granted, confirm that the necessary files are actually present; an accessible folder can still be incomplete. Close the access issue and the content issue separately.

• “The project folder currently requires access approval.”
• “Please share the relevant files with the agreed project account.”
• “A dedicated folder containing only these materials is sufficient.”
• “Once accessible, I will check the contents against the outstanding list.”

14. What to do when a client sends an expired download link

Identify the affected delivery and ask for a fresh link through the agreed channel. Do not imply that the files were received if the download never completed. Explain which items are still needed so the client does not resend an entire archive unnecessarily.

Where practical, agree on a transfer route that remains available through the review period. Do not promise permanent storage unless that is part of the service. After downloading authorized materials, confirm receipt and basic usability promptly. This gives the client an opportunity to correct the delivery before another link expires.

• “The download link has expired before the materials could be retrieved.”
• “The missing items are the source artwork and final copy.”
• “Could you resend those through the agreed transfer route?”
• “I will confirm receipt and check that the files are usable.”

15. What to do when a client sends confidential material that is not needed

Stop using the unnecessary material and tell the client, in general terms, that the delivery appears to contain information outside the project requirements. Do not reproduce sensitive details in a broad email thread or forward the file to additional people for convenience.

Ask for a minimized replacement containing only the necessary project content. Follow the applicable handling process for the unintended file rather than making improvised promises about deletion or security. Keep the production request focused: identify the relevant columns, pages, or assets without collecting more private information to explain the mistake.

• “This file appears to include information beyond what the project needs.”
• “Please provide a version containing only the approved project material.”
• “The required content is limited to the listed product descriptions.”
• “I will follow the agreed handling process for the unintended material.”

16. What to do when a client sends images without confirming they can be used

Ask whether the supplied assets are approved for the intended use and whether any credits or restrictions need to be followed. Do not assume an image is cleared because it appears on another website or was included in a shared folder.

If the client cannot confirm, keep the asset out of final publication and discuss an approved replacement. Record any usage information supplied through the appropriate project process. Questions about licensing rights may require qualified advice; the practical task here is avoiding an unsupported assumption and making the unresolved asset visible before delivery.

• “Are these images approved for the planned website use?”
• “Please include any required credit or usage conditions.”
• “The unconfirmed image will remain excluded from the final release.”
• “We can use an approved replacement if confirmation is unavailable.”

What to do when a client sends conflicting or unapproved versions

Receiving more files does not necessarily remove uncertainty. Establish the approved source and the review responsibility before combining materials. Preserve useful history while keeping the active production version easy to identify.

17. What to do when several files are labeled final

List the candidate versions using their actual names and ask which one supersedes the others. A timestamp can help explain the question, but it does not prove approval. Avoid blending sections from different files unless the client explicitly confirms that combination.

Once the source is chosen, label it clearly in the working materials list. Keep older versions recognizable as reference where the project process requires them. Explain that later replacement files should identify what changed, allowing the team to assess the impact rather than silently overwriting completed work.

• “There are three files labeled final in the delivery.”
• “Which one is the approved production source?”
• “Please identify any sections that should come from another version.”
• “I will record the chosen file and treat later replacements as updates to review.”

18. What to do when a client sends draft material as final content

Ask whether the visible comments, blanks, and tracked questions are intentional or unresolved. Point to representative gaps instead of declaring the whole document unusable. The client may have uploaded the wrong export or may expect those notes to guide additional work.

Confirm which parts can be used now and which need approval. Do not remove uncertainty markers and publish the remaining text as though it were complete. If production proceeds provisionally, make the dependencies visible and explain where subsequent changes could require layout or checking work again.

• “The document contains unanswered comments in the benefits section.”
• “Is this the approved copy or a working draft?”
• “Which sections are ready for production now?”
• “I will keep the unresolved sections marked until the final content is confirmed.”

19. What to do when two client contacts supply different source materials

Ask the agreed project contact to confirm the authoritative source. Describe the specific difference and its consequence without taking sides. One colleague may have newer factual information while another controls brand approval, so a single blanket choice may not resolve every item.

Request a consolidated instruction covering the affected sections. Continue independent work where possible, but do not treat the latest email as automatically overriding earlier approval. For disagreement about the intended outcome, use the guide on contradictory client feedback. Here, the immediate goal is establishing which material production can rely on.

• “The two supplied documents contain different product descriptions.”
• “Who can confirm the approved source for this section?”
• “Please send one consolidated instruction for the conflicting items.”
• “I can continue the unaffected pages while that source decision is resolved.”

20. What to do when materials exist but approval is still pending

Separate availability from authorization to use the content. Ask what approval remains, who is responsible, and when a decision is expected. Do not treat possession of a draft as permission to publish it, particularly when the client has explicitly marked it pending review.

Identify reversible preparatory work that can proceed without assuming approval. A rough layout may be suitable; final release may not be. If the missing decision blocks the project, give the approver a focused question rather than requesting a general review of everything. See a client refusing to choose an option when indecision is the main obstacle.

• “The content is available, but approval is still outstanding.”
• “Who needs to confirm it before production or publication?”
• “I can prepare a provisional layout while that decision is pending.”
• “The release will wait for explicit confirmation of the approved material.”

What to do when a client cannot gather the missing materials

Find the real obstacle before sending another reminder. The client may need help locating files, briefing colleagues, replacing unavailable assets, or dividing a large collection task into manageable steps.

21. What to do when a client is waiting for a colleague

Ask which item the colleague owns and whether the project contact can provide a clear delivery estimate. Supply a short request the client can forward if useful. Keep responsibility visible without contacting another person directly outside the agreed communication process.

Check whether the missing item blocks every task or only one section. If partial work is possible, explain it and retain the gap on the list. Avoid repeatedly asking the main contact for a complete package when they can only influence one part. Agree on the next update point instead of sending daily generic reminders.

• “Which missing item is being prepared by the colleague?”
• “This short specification explains the format and content needed.”
• “The other sections can proceed while that item is outstanding.”
• “Please update me at the agreed checkpoint if the delivery estimate changes.”

22. What to do when a client is waiting for an outside supplier

Clarify the expected item and whether its format or approval requirements have been communicated to the supplier. The project may be waiting for photographs, copy, translation, or artwork. Give the client a precise specification to reduce the chance of receiving another unusable delivery.

Do not promise the supplier’s timing or contact them without an agreed role. Ask what fallback is available if the material misses the project checkpoint. A substitute, phased release, or revised schedule may be possible, but each needs assessment. Keep the supplier dependency distinct from tasks under the current team’s control.

• “The remaining dependency is the approved image set from the supplier.”
• “Please pass along these intended-use and format requirements.”
• “What delivery estimate has the supplier confirmed?”
• “If that date changes, we can assess a substitute or a revised release plan.”

23. What to do when a client has lost the original materials

Ask what still exists: exports, approved copies, published versions, or contact details for the original supplier. Use only authorized sources and explain their limitations. A published image may be useful as reference without being suitable for reuse or high-quality production.

Present feasible recovery or replacement options before doing extensive reconstruction. The client should understand whether the result will be equivalent, approximate, or newly created. Do not claim that lost editable files can always be recovered from a flattened export. Confirm the selected route and its effect on the scope.

• “Which usable copies or exports are still available?”
• “Could the original supplier provide an authorized replacement?”
• “The remaining image may serve as reference, but it is not an editable source.”
• “I can assess recreation if no suitable original can be obtained.”

24. What to do when a client feels overwhelmed by the materials request

Reduce the next action to the few inputs needed for the immediate stage. Explain what can wait and provide a simple example for the most confusing item. A phased request can help a client who is juggling several responsibilities without hiding later requirements.

Keep the full list available so the phased approach does not create surprise obligations. Offer a short collection session if it fits the service, and clarify whether additional organizing or writing support is included. The goal is to make progress easier, not to quietly absorb every unfinished task.

• “For this week, only the approved outline and current logo are essential.”
• “The remaining items are listed under the later production stage.”
• “We can review the checklist together if the file requirements are unclear.”
• “Please flag tasks that need additional support so we can agree on that work.”

What to do when incomplete materials affect the delivery date

Connect the schedule to visible dependencies. Avoid vague warnings that the project “might be delayed.” Explain the next production step, the input it requires, and the options available if that input is not ready.

25. What to do when a client misses the agreed materials date

Confirm the missing items and ask for a realistic updated delivery estimate. Explain which planned task cannot start or finish without them. Refer to the agreed schedule without framing the message as punishment or assuming that a missed input date automatically produces a fixed penalty.

Assess the revised sequence against actual availability before promising a new completion date. Some work may move forward, while other tasks may need rescheduling. If the client stops responding entirely, use what to do when a client stops replying for follow-up structure. Keep this message focused on the material dependency and next decision.

• “The approved copy was expected yesterday and remains outstanding.”
• “Page production depends on receiving that version.”
• “What delivery estimate is realistic now?”
• “Once confirmed, I will assess the remaining schedule and available production time.”

26. What to do when a client expects the original deadline despite missing inputs

Show the work that remains after the material arrives, including review and checking. Ask which outcome matters most if everything cannot fit: the original date, the full scope, or a particular priority item. Avoid committing to compress the work before assessing feasibility.

Offer only options the team can actually support. A phased delivery may work if the incomplete section is independent, while some projects require a complete source set. Explain the limitation plainly. For a wider discussion of accelerated delivery, see a client requesting an earlier deadline.

• “The final content still needs production and review after it arrives.”
• “I need to assess those steps before confirming the original date.”
• “Would a smaller first release meet the immediate need?”
• “Let us choose the priority before revising the delivery plan.”

27. What to do when only one missing item blocks the whole project

Explain why that item is a dependency rather than burying it among optional requests. A final product count may determine a catalogue structure; approved wording may determine an entire sign layout. Ask a focused question that helps the client resolve the blocker quickly.

Check whether a reversible assumption could support preparation, but do not treat it as approved. If proceeding would create substantial rework, say why waiting is preferable. Offer a clear decision point: provide the item, approve an assessed alternative, or revise the sequence. Avoid presenting speculative work as certain progress.

• “The final product list determines the structure of the catalogue.”
• “That is the only input currently preventing the next production stage.”
• “Can the responsible contact confirm the list at the next checkpoint?”
• “If not, we can assess an alternative structure before continuing.”

28. What to do when partial materials allow some work to continue

Identify the independent tasks and explain what their completion will and will not achieve. Producing approved sections can be useful, but it should not imply that the whole project is on schedule. Keep blocked tasks visible in the same status update.

Check that partial production will not create avoidable inconsistency. If later content determines the overall structure, wait for that decision or work only on reversible preparation. Confirm any change to delivery stages with the client. The next update should show completed work, remaining inputs, and the dependency that still controls final completion.

• “The approved service pages can proceed while the team biography is outstanding.”
• “The biography remains necessary before the complete site can be reviewed.”
• “I will keep the provisional section clearly marked in the draft.”
• “The next update will separate completed pages from the remaining dependency.”

What to do when a client asks for shortcuts or sends the last materials late

Shortcuts can be useful when they are explicit and suitable. They become a problem when assumptions, placeholders, or late replacements enter the final deliverable without review. Keep the transition to approved production clear.

29. What to do when a client asks to use placeholder content

Agree where placeholders may appear and who is responsible for replacing them. Use unmistakable draft labels rather than realistic invented claims, prices, or testimonials. Explain whether the placeholder is only for internal layout review or whether a different temporary public presentation is being considered.

Do not let a general “go ahead” conceal the unresolved content. Add the replacement to the pre-release checklist and check it before final delivery. If the client wants a public section without complete information, discuss an accurate omission or limited statement rather than presenting fabricated content as a temporary solution.

• “I can use clearly labeled placeholders in the internal draft.”
• “Who will provide the approved replacement text?”
• “The placeholder section will be checked before final release.”
• “For publication, we should use accurate approved content or omit the incomplete section.”

30. What to do when a client asks the provider to invent missing facts

Separate creative writing from factual invention. It may be appropriate to draft explanatory copy from approved information, but not to invent experience, testimonials, product performance, qualifications, or prices. Ask for the facts required to support the requested section.

If the client cannot provide them, offer an accurate alternative that does not make the unsupported claim. A description of the process may replace an unverified success statistic, for example. Make clear which draft statements still require factual confirmation. Do not hide uncertainty in polished language that looks ready to publish.

• “I can draft the wording, but the business facts need confirmation.”
• “Please provide the evidence or approved source for that statement.”
• “Without it, we can describe the process without using the unverified claim.”
• “Any unresolved factual points will remain marked for review.”

31. What to do when a client replaces materials after production has started

Compare the new source with the version already in use and identify what changed. Ask whether the replacement supersedes the entire file or only particular sections. Do not silently merge versions and risk retaining obsolete details.

Explain the impact before promising that the update can fit the same delivery plan. A small correction may be straightforward; extensive new copy may require layout and review again. If the change becomes a revision-scope discussion, use what to do when a client asks for unlimited revisions. Confirm the new authoritative source before resuming affected work.

• “Does this file replace the complete source or only the highlighted section?”
• “I will compare it with the version already in production.”
• “The impact depends on which completed elements need changing.”
• “Please confirm the replacement source before I update the affected work.”

32. What to do when all missing materials finally arrive

Confirm receipt, then check completeness and usability before declaring the project unblocked. Verify that the expected files open, the required sections are present, and the approval questions have answers. Receipt alone does not prove that every dependency is resolved.

Send a concise status update identifying any remaining exceptions and the next production step. Reassess the schedule using current availability rather than automatically reviving an earlier date. Close the materials list when the inputs are genuinely ready, and keep the approved source set identifiable for the rest of the project.

• “The final delivery has arrived, and I am checking it against the outstanding list.”
• “The files are usable; one factual approval still needs confirmation.”
• “Once that point is resolved, the next stage is final production.”
• “I will confirm the current delivery plan based on the completed input set.”

What to avoid when project materials are incomplete

Do not send reminders that say only “please send everything.” Do not guess factual details, use unapproved images, request passwords, or collect an entire business archive when a small source set is enough. Avoid hiding placeholders inside otherwise finished work.

Do not promise the original deadline without checking the remaining tasks. Equally, do not treat every missing minor detail as a reason to stop unrelated work. Explain the actual dependency, offer a feasible next step, and keep the materials list current so the client is not repeatedly asked for items already received.

Frequently asked questions about incomplete client materials

What to do when a client asks whether work can start before all materials arrive?

Check which tasks are independent of the missing inputs. An approved outline may support preliminary structure, while final factual copy may be necessary before production. Explain what can proceed, what remains provisional, and where later changes could require rework. Do not describe partial progress as a guaranteed final delivery date.

What to do when a client wants one email listing every missing item?

Provide a concise table with the item, intended use, responsible contact if known, and requested date. Put essential blockers first and later-stage inputs afterward. Link to the agreed upload location and ask the client to mark unavailable items. Keep the same list updated instead of starting a new checklist in every message.

What to do when a client cannot provide an editable logo?

Ask whether the original supplier or an authorized archive has a suitable source. Assess whether the existing asset works for the intended placement. If recreation is needed, discuss feasibility and scope before proceeding. Do not promise that tracing a small image will reproduce every detail or establish permission to use it.

What to do when a client asks who is responsible for writing missing content?

Review the actual proposal and previous decisions. If writing was included, clarify the factual inputs still needed from the client. If finished copy was to be supplied, discuss whether writing support should be added. Acknowledge ambiguous wording instead of treating an internal assumption as an agreed responsibility.

What to do when a client sends the same incomplete package again?

Acknowledge the new delivery and identify the exact gaps that remain. Include an example or screenshot of the missing section only when it is appropriate and does not expose unnecessary information. Ask whether the client needs help locating, creating, or approving the material. Another identical reminder rarely resolves an unchanged obstacle.