CEO Decision Game
You run a fictional 40-person Canadian services company. You have 12 months, 12 hard decisions and no perfect answers.
Each choice moves your cash, growth, team and customer trust. If cash hits zero, the game ends. It's a game with made-up rules, not business advice, and it takes a few minutes.
What you'll face
- The big customer wants a discount: Customer concentration turns every negotiation into a risk decision.
- A star leaves for a rival: One person holding the relationships is a business risk long before they resign.
- AI pitch at the board table: AI value comes from a specific workflow with clean data and an owner, not from an announcement.
- Slow-paying customers: Profit and cash are different things, and receivables are often the cheapest cash you can find.
- A shiny new market: Expansion is a focus decision first and a revenue decision second.
- The quality problem: Trust is usually lost in how you respond, not in the original mistake.
- Your team is exhausted: Capacity problems look like motivation problems until you measure them.
- A competitor cuts prices: A price war is only worth entering if you know your unit economics better than your rival does.
- The founder bottleneck: A company that needs its CEO for everything is harder to grow and harder to sell.
- An unexpected offer: The best time to prepare for a sale is well before anyone asks.
- Marketing wants more budget: More leads aren't the goal. Knowing what each customer costs you is.
- Year-end priorities: Strategy is mostly choosing what you won't do next year.