60 minutes to make
your key product and growth decision.
For founders and executives facing a costly strategic choice. We examine assumptions, select 1–3 decisions or testable hypotheses, and record what to stop, what to start and the focus for the next 30–90 days.
In Russian · Online with companies from any country · Enquiries answered within 24 hours.
The main problem is not always a lack of action
Several markets, segments and strategies at once. Every direction looks sensible, but the team spreads resources thinly and postpones the choice. I call this “strategy cannibalisation”: initiatives competing for the same budget and the leader's attention.
Decision Room brings a focused external perspective to one key decision. I examine your view of the business, ask difficult questions respectfully and turn discussion into specific commitments.
Decisions clients bring
- Scaling: you have a product and revenue; which market or segment comes next?
- Focus: which initiatives should stop to avoid spreading the budget and team too thinly?
- Positioning: should you change the offer, audience or route to market?
- Monetisation: which pricing, packaging or business model hypothesis should be tested first?
- The founder's role: which responsibilities should be delegated so the founder no longer limits growth?
- Independent review: there is nobody left inside the company to challenge the leader's plan.
This format fits if you are ready to bring data, make a choice and own the next step. If the cause of stagnation is still unclear, start with Rentgen.
The work starts before the meeting
After your enquiry, we agree on the task and format. You receive a brief, and I review the background before the session. For the preliminary analysis, prepare:
- The decision you are postponing and the cost of delay.
- Options, resource constraints and the suspected cause of stagnation.
- Hypotheses already tested: what you did, observed and concluded.
- Relevant data: revenue, MRR, conversions, economics, sales examples or user behaviour.
Anonymised materials are enough for the first enquiry. If analytics access is needed, we agree on its scope and permissions separately. Preparation makes the hour available for examination and decisions, rather than retelling the company's history.
Three lenses for analysis
- What: what task does the product solve, and does the feature deliver the promised value?
- For whom: who chooses, in what context, and what do they use today?
- Why: how is economic value created, and does the model fit the leader's objectives?
Elements of TRIZ make contradictions explicit: for example, a product needs to scale, yet every new customer requires the founder's direct involvement. We look for a change that removes the constraint and a way to test it.
How the 60 minutes unfold
| Time | Work |
|---|---|
| 0–5 minutes | Define the key decision and working rules. |
| 5–20 minutes | Examine the background, separate facts from assumptions and symptoms from possible causes. |
| 20–35 minutes | Clarify the desired situation in 12 months and constraints: what is definitely unacceptable? |
| 35–55 minutes | Compare the key gaps, alternatives and the cost of the choice. |
| 55–60 minutes | Record 1–3 decisions or hypotheses, the first step and ownership. |
The timing is a working structure. The task and quality of the input determine the depth of analysis. If evidence is insufficient for a decision, we record a plan to obtain it.
What you take away from Decision Room
- The main constraint and confidence in the conclusion.
- 5–7 key observations based on the available materials.
- 1–3 decisions or testable hypotheses.
- What to stop, what to start and the focus for 30–90 days.
- The owner, next step and criteria for revisiting the decision.
The document can be used with your team and partners. Implementation, additional research and ongoing support are agreed separately.
Example of a recorded decision
Illustrative example: instead of “enter B2B”: “pause the second B2C launch for the next cycle; test one B2B offer in a selected segment; assign an owner for negotiations; define in advance the evidence that will lead us to expand or revise the hypothesis”. Specific timing and thresholds depend on business data.
Your partner in the decision
I am Siarhei Krasakovich, a strategist and mentor working in marketing since 2004. My experience includes product ecosystems, international market entry, marketing leadership and service business models.
HH Ecosystem — product portfolio development; Black Owl — market-entry methodology; ALMA Agency — service portfolio and international positioning. Read more: my role in projects.
Before booking
What does €399 include?
A preliminary review of agreed materials, a 60-minute one-to-one session and a short report within 24–48 hours. We confirm the material scope and question before starting.
Can I first check whether the format suits me?
Yes. The 30-minute introductory conversation is free. We briefly review the context and determine whether there is a task to work on together. This is a separate introductory format.
Does the session guarantee growth?
The outcome is recorded decisions and a way to test them. Revenue and market impact depend on execution and buyer response.
Why is the format similar to a small board meeting?
Because of the questions: examining assumptions, selecting priorities and ownership. The decision and management authority remain with you.
How does the meeting take place?
Online on Zoom, in Russian. An in-person meeting is possible by arrangement. We confirm the time, scope and payment terms before meeting.
What decision
are you postponing?
Describe your product, options and main constraint. I will reply within 24 hours and explain whether Decision Room fits your current situation.
Request a Decision Room session ↗€399 · 60 minutes · Preparation and written report included.