Hiring, pricing, fundraising, pivots, layoffs — every category of decision has its own Synth lineup. Pick the call you're weighing and convene the room.
Convene a panel of recruiters, CFOs, operators, and skeptics to pressure-test every hire — from the role design to the offer letter — before you commit a year of payroll.
Pricing is the highest-leverage decision in any business. Convene a panel that debates packaging, anchoring, willingness-to-pay, and the second-order effects most founders miss.
Market entry is half a research problem and half a courage problem. Run the decision through 24 expert Synths so you can see the strategic case and the contrarian case side by side.
Every roadmap is a series of bets. Run each one through a Product Manager, an Engineer, a Designer, a Growth Hacker, and a Skeptic — and see which features actually deserve the quarter.
Fundraising is irreversible. Run each decision — whether to raise, when, from whom, at what dilution — through a CFO, an Investor, a CEO, a Skeptic, and a Strategist before you pitch.
Layoffs are the highest-stakes call a CEO makes. Run the decision through a panel that argues finance, humanity, execution, and reputation — so the call you make is the one you can defend in five years.
Most acquisitions destroy value. Convene a Strategist, an Investor, a CFO, a CEO, and a Skeptic to debate every M&A decision — buy, sell, or walk — with the same rigor used by the firms that get it right.
Vendor choices compound — switching costs are real and ugly. Run vendor decisions through a panel of operators, security chiefs, lawyers, and finance leads before you sign anything multi-year.
Adding a hire often masks a performance problem. Run the trade-off through a CEO, an Operator, an Empath, a CFO, and a Skeptic — and decide whether the answer is more people or different people.
The raise-or-bootstrap call shapes everything after it — pace, team, exit, even the kind of company you build. Run the decision through five expert Synths who argue both paths.
Most "pivots" should be persistence, and most "persistence" should be a pivot. Run the call through a CEO, a Customer Synth, a Strategist, an Investor, and a Skeptic — and decide on evidence, not exhaustion.
The equity-split conversation breaks more co-founder relationships than any other. Run the decision through five expert Synths — and have a structured conversation instead of a fragile one.
A bad board is worse than no board. Run composition decisions through a CEO, an Investor, a Strategist, a Lawyer, and a Skeptic — and design a board you actually want in the room.
Going public is irreversible and expensive. Run the decision through a CFO, an Investor, a CEO, a Regulator, and a Skeptic — and stress-test timing, alternatives, and the cost of public-company discipline.
Expansion either compounds the core or splits it. Run each move through a Strategist, a CEO, a CFO, an Operator, and a Skeptic — and decide whether the next quarter doubles the business or distracts it.
Repositioning is the cheapest pivot — when it works. Run the call through a Strategist, a Marketer, a Customer Synth, a CEO, and a Skeptic to decide whether to re-pitch, rebrand, or actually pivot.
A great launch makes a good product big and a mediocre launch makes a great product invisible. Run launch decisions through a Marketer, a PM, a Growth Hacker, a Customer Synth, and a Skeptic.
Engineering hires compound — get them right and the team accelerates; get them wrong and the team drags for years. Run each hire through an Engineer, a CTO-grade Operator, a CFO, and a Skeptic.
The first sales hire is the most often-mistimed decision in B2B. Run the call through a Sales Leader, a CEO, a CFO, an Operator, and a Skeptic — and decide on revenue pull, not feel.
A bad VP costs you a year and a great VP defines the next chapter. Run executive hires through a CEO, an Operator, a CFO, an Investor, and a Skeptic — and avoid the senior hire who looked impressive but ran the wrong play.
Succession planning gets done well in calm seasons and badly in crises. Convene a panel of a CEO, an Operator, an Empath, an Investor, and a Skeptic — and design the handover while you still have time.
Most partnerships are theater. Run each one through a Strategist, a Sales Leader, a CFO, a CEO, and a Skeptic — and decide whether this deal compounds the business or just adds another logo to the deck.
Agency or in-house is the classic capacity-versus-control trade-off. Run the call through an Operator, a CFO, a Marketer, an Engineer, and a Skeptic — and pick the engine that fits the stage you're actually in.
Most build-vs-buy decisions are made by engineers who want to build. Run each one through an Engineer, a Strategist, a CFO, a PM, and a Skeptic — and decide based on strategic value, not the team's preference.
A free tier is either rocket fuel or a slow leak. Run the decision through a Growth Hacker, a CFO, a Marketer, a Customer Synth, and a Skeptic — and design a tier that converts, not one that just costs.
B2B and B2C are different businesses — different orgs, different capital, different exits. Run the call through a Strategist, a Marketer, a Sales Leader, a CFO, and a Skeptic before you commit either way.
Monetization model is more permanent than pricing. Run the call through a CFO, a Strategist, a Marketer, a Customer Synth, and a Skeptic — and pick the model that fits the product, not the one that's trendy.
Every dollar acquired and churned is two dollars wasted. Run churn reduction through a Customer Synth, a Growth Hacker, a PM, a Marketer, and a Skeptic — and fix the specific leak instead of generic retention plays.
Pouring acquisition into a leaky bucket is the most common growth mistake. Run the allocation through a Growth Hacker, a CFO, a Marketer, a Customer Synth, and a Skeptic.
Geographic expansion is the most expensive type of expansion. Run the call through a Strategist, a Sales Leader, a CFO, a Regulator, and a Skeptic — and decide whether the timing, market, and team actually fit.
Outsourcing trades cost for control and learning. Run the call through an Operator, a CFO, a Strategist, an Engineer, and a Skeptic — and decide whether to own the capability or rent it.
Equity grants are forever. Run each one through a CFO, an Investor, a Lawyer, an Operator, and a Skeptic — and grant what's competitive without giving the cap table away.
Most performance systems are ceremonies that produce nothing. Run yours through an Operator, an Empath, a CEO, a CFO, and a Skeptic — and design something that actually changes behavior.
Most firing decisions are made 3-6 months too late. Run the call through a CEO, an Operator, an Empath, a Lawyer, and a Skeptic — and decide with structure, then act with care.
Compensation systems are easy to design and hard to maintain. Run your bands through a CFO, an Operator, an Empath, an Investor, and a Skeptic — and build something that compounds, not something you regret in 18 months.
Your work model affects what you build, who you hire, and how fast you ship. Run the call through a CEO, an Operator, an Empath, a CFO, and a Skeptic — and pick the model that fits your actual work, not the trendy answer.
Most candidates leave money on the table because they negotiate alone. Run your offer through a Sales Leader, a CFO, an Investor, an Empath, and a Skeptic — and counter from data, not anxiety.
Most vendor contracts get negotiated on price and signed on terms that quietly cost more later. Run yours through a Lawyer, a CFO, an Operator, a Strategist, and a Skeptic.
Office leases are long, expensive, and surprisingly hard to exit. Run yours through a CFO, an Operator, a Strategist, a Lawyer, and a Skeptic — and avoid the 5-year mistake.
Capital allocation is the CEO's most repeatable lever. Run each quarter's allocation through a CFO, an Investor, a Strategist, an Operator, and a Skeptic — and deploy where the next dollar actually compounds.
For profitable companies, the next-dollar question is "distribute or compound." Run yours through a CFO, an Investor, a Strategist, a CEO, and a Skeptic to find the mix that serves both shareholders and the business.
Debt looks cheap until it isn't. Run the call through a CFO, an Investor, a Lawyer, a Strategist, and a Skeptic — and pick the capital structure that survives the bad quarters, not just the good ones.
Exits get planned poorly because founders avoid the topic until forced. Run yours through a CEO, an Investor, a Strategist, a CFO, and a Skeptic — and design the exit path while you still have optionality.
Secondaries let you de-risk personally without selling the company. Run the call through a CFO, an Investor, a CEO, a Lawyer, and a Skeptic — and find the structure that serves founders and signal management at the same time.
Most ESOPs are oversized and underused. Run yours through a CFO, an Investor, an Operator, an Empath, and a Skeptic — and design a pool that actually compounds team value without destroying the cap table.
A brand is the part of your strategy that can't be copied. Run yours through a Strategist, a Marketer, a Designer, a CEO, and a Skeptic — and build positioning that compounds.
Most rebrands solve a problem the old brand didn't have. Run yours through a Strategist, a Marketer, a Designer, a CEO, and a Skeptic — and decide whether to rebrand, refresh, or just refocus.
Names are forever and surprisingly hard to evaluate. Run yours through a Marketer, a Strategist, a Lawyer, a Designer, and a Skeptic — and pick a name that scales, not one that just sounds clever today.
Trying to serve all customers serves none well. Run your ICP focus through a Strategist, a Sales Leader, a Marketer, a Customer Synth, and a Skeptic — and pick the segment that compounds your business fastest.
Most marketing teams spread thin across too many channels. Run your channel allocation through a Growth Hacker, a Marketer, a CFO, a Customer Synth, and a Skeptic — and concentrate where you actually win.
Pick any decision, pick a session mode, and 24 expert Synths take it from there.