Write the scope before you hire the fifth firm.
A company rarely suffers from too little advice. It suffers from five pieces of advice and nobody who owns the decision.
The usual pattern is familiar. Technology has a vendor. Tax has an accountant. The property question has a broker. The brand has an agency. The licence sits in a folder someone meant to renew. Each of those people is competent inside a box. None of them was asked to say what the company is actually deciding.
A scope is that sentence, written down. It names the decision, the practice that leads, the work that is in, and the work that is out. It says what done looks like, in a form an owner can recognise six weeks later.
Exxeez starts here because the rest of the firm is expensive to mis-aim. The wrong system, a brand campaign ahead of the operation, a development brief with no view of the licence: those are scope failures, not delivery failures.
If you can describe the decision in a paragraph, send it. If you cannot, that is the first meeting.