The decisions that define your business.
Structured processes for the decisions that matter most to founders. Each playbook is a thinking process that adapts to your context, your business, your constraints.
The Companion helps you think. The Playroom gives you the process for acting. Available now, no sign-up required.
Every decision worth making has a process worth following.
A playbook is not a form.
Start with the Companion
If you have not yet worked through the decision in the Companion, do that first. The Companion helps you surface the thinking that is already there, clarify what matters to you, and identify the specific questions you need to answer. The playbook then gives you the structured process for answering those questions. Thinking before process is always better than process before thinking. The founders who start with the Companion and move to the Playroom find that the playbook is a natural extension of the thinking they have already done, not an external framework they have to adapt to.
Use the Workshop alongside
The Loop provides the general thinking process. The Decision Engine provides the rigour for difficult decisions. The Thinking Canvas provides the surface for unstructured thinking between playbook stages. The playbooks and the Workshop tools are designed to work together. When a playbook stage asks you to explore options, use the Thinking Canvas to sketch them. When the playbook asks you to evaluate trade-offs, use the Decision Engine to work through them systematically. The founders who combine the Playroom with the Workshop tools find that the thinking is deeper and the decisions are more robust.
Adapt to your context
A playbook for hiring a first engineer is different from a playbook for hiring a head of sales. A playbook for pricing a B2B SaaS product is different from a playbook for pricing a service business. The playbooks provide the structure, not the specific content. Fill in each stage with your own context, your own constraints, your own judgment. The founders who follow the playbook literally - who apply every step exactly as written without adapting to their situation - usually end up with a process that does not fit their decision. The founders who use the playbook as a thinking guide, adapting the structure to their context, get the full benefit.
Return to it
The playbooks are not one-time tools. The pricing playbook you use for your first product is not the pricing playbook you use when you expand to enterprise. The hiring playbook for your first five employees is not the hiring playbook for your fiftieth. Each time you face the same decision type at a different scale or in a different context, return to the playbook and work through it again. The thinking will be different because you are different, and the process will surface new questions and new dimensions that were not relevant the first time. The founders who treat playbooks as living documents - who revisit and refine them as their business evolves - build institutional knowledge that compounds over time.