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Decision Lab · Free · Private

Every decision has more than one path.

Compare different ways to solve a business problem. See the evidence, adapt the plan, and check whether it fits your team.

Choose a decision Plan several at once
decisions
6
paths to compare
25
company practices on file
9
sign-ups needed
0

Live example · Should we build this capability ourselves, buy a tool, or outsource it?

Today Keep doing it by hand $78,750
Cost including valued staff time over 24 months Scenario Template defaults.

Practices documented from the companies' own publications

01 Choose

Start from the decision in front of you

Each guide puts your current approach next to real alternatives and a smaller pilot — with the same inputs, the same horizon, and every number open to inspection.

Hiring and organisation awaiting editorial review

How should we run interviews for our next hire?

4 paths, including a smaller pilot Compare the paths Growth and distribution awaiting editorial review

Which acquisition approach should we invest in for the next two quarters?

4 paths, including a smaller pilot Compare the paths Pricing awaiting editorial review

Should we charge a flat fee, charge by usage, or combine the two?

4 paths, including a smaller pilot Compare the paths Operations: build, buy, outsource awaiting editorial review

Should we build this capability ourselves, buy a tool, or outsource it?

5 paths, including a smaller pilot Compare the paths Customer service awaiting editorial review

Should we keep human-first support, add AI triage with escalation to people, or invest in self-service?

4 paths, including a smaller pilot Compare the paths Product awaiting editorial review

Should the next quarter go into a narrow improvement or a broader new capability?

4 paths, including a smaller pilot Compare the paths

02 How it works

From a question to a pilot you can run on Monday

  1. Choose a real decision

    Answer a few yes / no questions about your situation. Paths that break a hard constraint are marked; “not sure” stays unresolved instead of guessed.

  2. See what changes

    Every path is compared with what you do today: steps added or removed, who does the work, hours, cash, timing, prerequisites and what you give up.

  3. Adjust the assumptions

    Change any number beside the result it drives. Low and high scenarios show which assumptions can flip the order — and where the costs cross.

  4. Pilot, save and revisit

    Export a ready-to-use implementation pack, run a small pilot with clear stop rules, and save a Decision Passport you can reopen later.

03 Evidence

Specific practices, not company myths

Each record is scoped to a period and part of the business and linked to the company's own publications. A documented practice is not proof that copying it produces the same result — the records say what transfers and what does not.

Hiring and organisation

Bar Raiser: a trained interviewer from outside the hiring team who joins hiring loops and assesses candidates against the Leadership Principles

From 1999; described as current when accessed Read the record and its sources → Product

Growth Model: a Markov model of user activity states, used to find and staff a team on the single 'movable' metric with the most DAU leverage (Current User Retention Rate)

2018–2023 Read the record and its sources → Hiring and organisation

Handbook-published interview stages, plus an asynchronous merge-request review as the technical work sample

Period not stated by the source Read the record and its sources → Growth and distribution

Inbound methodology (Attract, Engage, Delight) as HubSpot defines it, now framed by HubSpot as the foundation for its 'Loop Marketing' playbook

Period not stated by the source Read the record and its sources → Customer service

AI agent answers first, then triages or hands off to the human support team, with configurable handover paths by audience and channel

Period not stated by the source Read the record and its sources → Leadership

Informed captain: one named owner makes the judgment call on each significant decision after 'farming for dissent'; no decision-making by committee

Period not stated by the source Read the record and its sources → Pricing

Fair Billing Policy: per-member pricing that bills only active members, with prorated credits when members become inactive

Period not stated by the source Read the record and its sources → Pricing

Published pay-as-you-go transaction pricing with custom packages for large volume, and a choice between a pay-as-you-go percentage of billing volume and an annual volume-tier subscription for Billing

Period not stated by the source Read the record and its sources → Operations

Toyota Production System: jidoka (stop on abnormality, including the operator stop cord and andon) and Just-in-Time; machines built only after work is done thoroughly by hand and improved

Period not stated by the source Read the record and its sources →

04 Company plan

The cheap path that overloads your only engineer

Put several decisions in one plan. The Decision Lab finds the weeks where the same people are asked for more hours than they have, work that starts before its prerequisites, launch dates that cannot be met and months above your cash envelope — and shows the options, without changing your plan for you.

Build a company plan
Illustrative example, not a company measurement: one founder, one week, three decisions.

05 Principles

Built to be trusted, not to impress

Every number is inspectable

Named, versioned formulas — no black box, no success percentages. Unknown values stay unresolved, never zero.

Private by design

Your scenarios, plans and pilots stay in your browser. Nothing you type is sent to us or to any AI.

Evidence with provenance

Company claims link to the exact source and location, with a named reviewer before anything is indexed.

Read the methodology →