Another angle would be to go to the meeting to discuss scope, under the condition that he pays for your time at your stated rate. This drives home the point th

Another angle would be to go to the meeting to discuss scope, under the condition that he pays for your time at your stated rate. This drives home the point that your fees are non-negotiable, while still listening to what he has to say. I deal daily with program managers who specialize in getting you to the table with a legitimate request, then pull you into a weakened position after you said an initial "yes". "Discuss requirements" - who could oppose to that? He can easily make the point that the main reason for the large cost is that he had a much smaller scope in head. He might not understand that the project is larger than he thinks due to dependencies. At worst, he might not care. Listen to what he has to say, take a cool-off period, double-check yourself to see whether you're being pulled in something that might turn sour, and provide a revised quote.