The most underleveraged asset in your business. Individually, these are documents in a filing cabinet.
Together, they are the most complete picture of your commercial position.
Upload your agreements. Within hours, you’ll have an adversarial analysis of your highest-value contracts: specific findings and dollar exposure, counter-language for every exploitable clause, and the commercial intelligence that only emerges when someone reads them all at once.
Section 7.3 caps liability at 1× annual fees. Section 9.4 excludes indemnification from the cap, leaving your indemnification obligations with no ceiling. Section 12.1 defines “deliverable use” as an indemnifiable event, meaning routine use of what you’re paying for triggers the uncapped obligation.
The liability cap on page 12 protects you from everything except the most likely claim.
Resolution
17 of your 23 customer agreements allow the customer to terminate for convenience. Only 4 allow your organization the same right.
74% of your revenue can leave in 30 to 90 days. 0% of your underperforming engagements can be exited without breach.
Your aggregate indemnification exposure across those 23 agreements totals $14.2M. Your E&O policy covers $5M per occurrence with a $10M annual aggregate.
A single indemnification event on your largest agreement would consume half your annual coverage. Two concurrent claims would exceed it. Your contractual commitments have outgrown your insurance program.
The deliverable is a written intelligence report and a live walkthrough with our team.
A portfolio scan shows you where you stand today. The question is what happens tomorrow when new agreements are signed, terms change, and counterparties test boundaries.
Nexus monitors your portfolio continuously, surfacing risks before they become crises. Renewal windows, obligation deadlines, escalation triggers, shifts in your commercial position.
And when you need to go deeper, ask anything in plain language.
| Counterparty | Current Terms | Benchmark | Annual Impact |
|---|---|---|---|
| Meridian Logistics | Due on receipt | Net 30 | $3,288 cost of capital |
| Apex Consulting | Net 30 | Net 30 | At market |
| Crossfield Industrial | Net 45 | Net 30 | +$1,233 favorable |
Source: contract_query_summaries → payment_terms_days | Benchmark: portfolio median Net 30 | Impact: spend × 8% cost of capital × (days_gap / 365)
Convenience termination limited to your organization only with 90-day notice and pro-rated penalty. Counterparty can terminate on 30 days. Full indemnification burden on your organization for third-party IP claims with no reciprocal obligation.
→ 3 vectors flagged: Power Asymmetry, Contradiction, Behavioral
Mutual termination and balanced indemnification. Situational advantages: force majeure includes “economic hardship,” SLA remedy capped at 10% of monthly fees as sole and exclusive remedy, counterparty retains discretion on data return timeline at termination.
→ 2 vectors flagged: Power Asymmetry, Behavioral
Mutual termination, mutual indemnification, liability capped at 2× fees both directions. Minor counterparty advantage on change order approval threshold. Overall well-structured.
→ No vectors flagged
This agreement appears structurally sound: capped liability, defined SLA, termination rights for both parties. Three findings change the picture. The liability cap is set at 1× annual fees for the counterparty but 2× for your organization, and Section 9.4 carves indemnification out of the cap entirely (contradiction). The counterparty’s delivery commitments use “commercially reasonable efforts” while your payment obligations use “shall” (behavioral). The early termination penalty in Section 11.4 applies to “the Initial Term” specifically, but upon auto-renewal the agreement enters a “Consecutive Term” per Section 3.2. The penalty clause does not reference Consecutive Terms (cross-section).
Priority actions
Your average negotiation position has improved 8% since Q1, but this masks a divergence. Mid-tier counterparties are conceding more on standard terms. Your top 3 counterparties by value have moved in the opposite direction: concentration has increased from 52% to 61% of portfolio value, and your average leverage score against them has decreased.
You are negotiating better with counterparties who matter less, and accepting worse terms from counterparties you’re becoming more dependent on.
At current trajectory, a single disruption in the top 3 represents $2.1M in switching cost exposure, up from $1.4M twelve months ago.
Not a wall of search results. An answer.
Every contract you add makes the system more intelligent. Every negotiation outcome you record sharpens the next one. The intelligence compounds quietly, and a portfolio that was once an inert collection of PDFs becomes your richest source of commercial intelligence.
Before you respond, know the terrain. Nexus dissects the RFP: what they’re really asking, where the requirements are deliberately vague, where they’ve left room to expand post-award. The concessions they’ll make and where they’ll hold firm.
Then it builds the playbook.
Three comparable customers accepted 1.5× fees. Offer 1× as your opening concession to protect margin while signaling flexibility. They’ll counter. That’s the point.
Their procurement pushed hardest on termination notice in two prior engagements. Expect that here. Your 90-day position has held in 80% of negotiations. Don’t concede below 60 without getting something back on escalation.
Their RFP doesn’t mention escalation, which means their procurement expects flat pricing. Introduce CPI + 2% in your response as a standard term. If they push back, you’ve created room to land at 5% fixed, which is where you want to be.
Recommended sequence
Lead with liability. Conceding from uncapped to 1× feels like a major move and builds goodwill early. Use that momentum on escalation, which they haven’t budgeted for psychologically. Save termination for last; it’s where they’ll fight hardest and where you have the most portfolio precedent to hold firm.
You shook hands on a deal. Then the paper arrived. Are you inking the same deal? Nexus reads every draft, every redline, every round. What moved, what it means, what to do next.
Your liability cap language. Their exposure now limited to 2× annual fees.
Termination notice at 30 days. Held at 90.
Your 3% escalation cap with 5%. No benchmark provision included.
Added “commercially reasonable efforts” qualifier to SLA commitments that previously read “shall.”
Net movement
Favorable on balance, but the SLA language change is a significant downgrade buried in a round that otherwise moved your direction. Their quick concession on liability suggests they expected it; it was likely never their real position. The escalation counter leaves room. Push past 5% only if you’re willing to trade on termination notice.
Every negotiation has a range of outcomes. Most teams can see the middle. Nexus maps the edges: the maximum concession the other side will accept, the terms they’ll resist publicly but concede privately, the leverage points that move the conversation without breaking the relationship.
Where you land within that range is your call. Nexus maps every edge before you enter the room.
A single contract reveals risk. A portfolio reveals patterns. When agreements from both sides of the table enter the same system, the intelligence shifts from operational to commercial.
Your buy-side escalation clauses average 5% annually across 31 vendor agreements. Your sell-side escalation caps average 3% across 18 customer contracts. Your input costs are growing faster than your contracted revenue on overlapping engagements.
At current trajectory, margins on these engagements compress to zero within 18 months. Neither side of the table flagged it because neither side sees the other.
Your recent vendor renegotiation reduced input costs by 12%. Two customer contracts contain most-favored-nation clauses. Under those provisions, those customers may be entitled to a corresponding price adjustment on your sell-side terms.
The savings you negotiated on the buy side created an obligation on the sell side that nobody flagged, because buy and sell have never been in the same system.
Payment obligations average Net 30 across 47 vendor agreements. Receivables average Net 45 across 23 customer contracts. Your organization is financing a 15-day cash flow gap on every dollar that flows through both sides of the table.
This is procurement intelligence becoming commercial intelligence.
Send us your toughest agreement. We’ll show you what’s hidden.