Vol. I · Issue 03 Try The Numbers Course ← Back to Boardroom
B Boardroom Five demos · Try before you enrol
Try the simulation

Drag a lever.
Watch the books answer.

Five interactive demos drawn from the real simulation. Each one shows a single decision your board would actually face — and what happens to your income statement, balance sheet, and cash position when you make it.

§ 01 · Single-lever moments · 60 seconds each

Four decisions. Four trade-offs.

01 60 sec · 1 slider
Pricing
The most expensive lever you'll touch
Move it $50 and you gain market share, lose margin — or both. Range from $89 to $1,499. Where do you draw the line?
"Aggressive pricing. The volume gain has to be real, and rivals have to not match — both, not either."
— Sarah Lindqvist, Investor
Try pricing →
02 60 sec · 1 slider
Marketing
The diminishing-returns lever
$0 buys invisibility. $10M buys impressions you don't need. The inflection point is where the simulation lives.
"Your product is invisible. Great factory, beautiful unit economics, and no one knows you exist."
— Tomás Reyes, Operations VP
Try marketing →
03 60 sec · 1 slider
R&D investment
The short-term vs long-term lever
Underspend and protect this quarter's EBITDA. Overspend and dent it for the sake of Year 5. Watch the same dollar do two different things.
"Now we're funding a position, not just defending one. Y3 hurts, Y5 rewards."
— David Okafor, CEO
Try R&D →
04 30 sec · 3 buttons
Capacity
The irreversible decision
Close a factory for the cash. Hold and hope demand doesn't outgrow you. Add one and bet your Year-4 self isn't sorry.
"$15M cash today. Lower ceiling forever. You've made yourself smaller — fine if you don't plan on growing."
— Margaret Chen, CFO
Try capacity →
§ 02 · The mini-simulation · 5 minutes

Four levers at once. One year of consequences.

05 5 min · 4 sliders + presets
Run a year. In sixty seconds.
Pricing, Marketing, R&D, Capacity — together
Run the mini-simulation →
The four decisions interact. Go premium without R&D and the Investor calls you out. Chase volume without raising price above unit cost and the CFO asks where the cash is coming from. Three preset strategies let you skip ahead — or build your own.
"Reasonable on every lever. Reasonable rarely wins. Pick a strategy and commit to it."
— Margaret Chen, CFO
§ 03 · Reserve a seat

You've moved four levers. The real simulation has twelve.

Six weeks · Online · 20 seats per cohort · $594 USD
Reserve your seat →
Prefer to read first? Download the brochure (PDF)
Boardroom · Est. 2026 · The Numbers Course