The decision room · Free simulation games

You’re in charge.
What happens next?

A late payment. A campaign that flops. A promise your team might not keep. Pick a role, make five decisions and live with the tradeoffs.

8 playable rolesBranching consequencesNo account required

01 / CEO

Growth comes knocking

You run Northstar, a small fictional product company. A national retailer wants a launch in two weeks. Your team is already busy.

Practise: Compare growth commitments with the resources needed to deliver them.

Take the CEO seat →02 / CFO

Payroll is Friday

You manage cash at Northstar. A customer owes $15,000, payroll of $12,000 is due Friday, and a supplier wants an early order.

Practise: Distinguish money owed from cash available to meet a deadline.

Take the CFO seat →03 / CMO

Clicks are not customers

Your fictional campaign gets attention, but few visitors buy. Sales wants volume and operations is worried about returns.

Practise: Separate attracting attention from understanding why a customer buys.

Take the CMO seat →04 / COO

The shipment that never arrived

You run operations at Northstar. Orders are booked, a supplier is late and the team has limited room to absorb surprises.

Practise: Balance delivery promises, capacity and the workload on a team.

Take the COO seat →05 / Consultant

The client has a theory

Northstar’s owner says marketing is the problem. You have one week to investigate and propose a useful next step.

Practise: Test a client’s explanation and turn evidence into a small next action.

Take the Consultant seat →06 / Founder

Interest is not an order

You are launching a fictional repair kit at Northstar. People like the idea, but nobody has bought it yet. Your first production slot is available this week.

Practise: Test willingness to buy before turning cash into inventory.

Take the Founder seat →07 / Product manager

Ship it, or fix it?

Northstar is launching a fictional order portal. A demo looks good, but customers have not yet completed the full order flow. Sales has promised a launch date.

Practise: Choose a release scope around a task customers can actually finish.

Take the Product manager seat →08 / People manager

The team is stretched

Northstar has more work than its current team can comfortably deliver. You have a fictional hiring and support budget, an urgent vacancy and a new starter arriving soon.

Practise: Plan workload and onboarding while recognizing the cost of support.

Take the People manager seat →