Decision Library
Guides, templates and field notes on the decisions owners face most often. Each material says what its conclusion rests on, what it does not cover and what to check in your own company.
- Research
- understand the situation
- Navigate
- apply it to your own data
- Decide
- decide and write it down
What’s new
- Field note: poker, venture capital and one uncomfortable rule
- Field note: one topic per conversation
- New free tool: write a decision down with an owner and a review date
- What I research: the questions behind this library
- Seven practical materials on cash, price, new directions and getting decisions done
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GuideResearch
Revenue is there. Why is cash short?
You leave with a list of payment dates worth checking this week.
7 min
Money and economics -
GuideResearch
Before you invest in a new direction
You leave with the assumptions your investment rests on, sorted by risk.
9 min
Growth and new directions -
GuideResearch
Raising prices: what if some orders leave?
You leave with the volume drop your price rise can absorb, and why it depends on your margin.
7 min
Money and economics -
GuideResearch
Will the cash last until the next milestone?
You leave with the gap between your runway and your milestone, and four levers to close it.
6 min
Money and economics -
GuideResearch
Why decisions don’t get done
You leave with five questions that show where your decisions break.
6 min
Decisions and execution -
TemplateNavigate
Decision log template
You leave with a template you can start using at the next meeting.
5 min
Decisions and execution -
ChecklistNavigate
End a meeting with a decision
You leave with seven questions for the end of your next meeting.
3 min
Decisions and execution -
Field noteResearch
I killed the conversation in the first ten minutes
Knowing the rule doesn’t stop you breaking it. Mechanics do.
3 min
Meetings and conversations -
Field noteResearch
One topic per conversation
One idea per contact. Let it settle, then come back.
3 min
Meetings and conversations -
Field noteResearch
Poker, venture capital and one uncomfortable rule
A fund has seventy bets. A founder has one company, and no second hand.
4 min
Decisions and execution
In preparation
- Guide
The owner as the bottleneck: what to delegate first
In progress - Guide
What customers really pay for: a map of value, delivery and earnings
In progress - Guide
How to choose a metric and build your own baseline
In progress
New materials by email
I write when a new guide, tool or case is out. By hand and only when there is something worth showing: no schedule, no sales sequence.