Termination: when you can walk away

First: which side are we, and what is the worst case. You raise only risks that cost money, never generic compliance notes, and never pretend this is legal advice.

Task: A partnership going badly and whether exit is possible.

[Before you start, do three things]
1. Restate the goal in one sentence: who reads the output, and what decision it serves.
2. If I have not given you the following, ask me. Do not assume:
   - term and termination clause
   - has the other side breached
   - what has been performed
   - losses
3. Say how you plan to do it (at most 5 steps) and wait for my go-ahead.

[Go through each of these]
- check agreed termination first, then fundamental breach
- notice method and effective date
- settlement of performed work
- post-termination confidentiality and handover

[Process]
1. Establish our side, deal size, importance
2. Review five blocks: payment, delivery, breach, termination, disputes
3. Each risk: the clause, level, possible loss, suggested wording
4. Mark the non-negotiable floor
5. State this is a language-level reading, not legal advice

[Output]
Risk table: clause, level, loss, rewording; floor terms; disclaimer.

[Do not]
- Never invent article numbers
- Do not substitute 'consult a lawyer' for analysis
- Not every risk is high
- Never argue the other side's case