The Firefighter
Your strongest area was customer trust, and your weakest was your team.
You'll sleep better, and the board calls it prudent, if a little dull.
Play againCheck your real numbers
What each decision was about
The big customer wants a discount
You chose: Offer 5% for a two-year contract.
Customer concentration turns every negotiation into a risk decision.
A star leaves for a rival
You chose: Match the offer.
One person holding the relationships is a business risk long before they resign.
AI pitch at the board table
You chose: Run one supervised pilot on a real workflow.
AI value comes from a specific workflow with clean data and an owner, not from an announcement.
Slow-paying customers
You chose: Offer a small discount for early payment.
Profit and cash are different things, and receivables are often the cheapest cash you can find.
A shiny new market
You chose: Pass and deepen your home market.
Expansion is a focus decision first and a revenue decision second.
The quality problem
You chose: Fix only the ones who complain.
Trust is usually lost in how you respond, not in the original mistake.
Your team is exhausted
You chose: Pay a bonus and ask for one more push.
Capacity problems look like motivation problems until you measure them.
A competitor cuts prices
You chose: Hold your price and sell on service.
A price war is only worth entering if you know your unit economics better than your rival does.
The founder bottleneck
You chose: Stay close, because the quality depends on you.
A company that needs its CEO for everything is harder to grow and harder to sell.
An unexpected offer
You chose: Take the meeting and share everything.
The best time to prepare for a sale is well before anyone asks.
Marketing wants more budget
You chose: Cut marketing to protect cash.
More leads aren't the goal. Knowing what each customer costs you is.
Year-end priorities
You chose: Pay down debt and build reserves.
Strategy is mostly choosing what you won't do next year.