1. What are we actually trying to solve?
Describe the problem without naming your preferred solution. What is happening, who is affected, and what would improve if you addressed it?
2. What do we know—and what are we assuming?
Separate observations from expectations. Compare the expected margin, cash needed before revenue arrives, team capacity, and downside if demand is lower than expected. Identify which numbers are estimates and what evidence or specialist input could change the decision.
3. What are the alternatives?
Consider a smaller step, a different approach, or waiting. An attractive option becomes easier to assess when you have something meaningful to compare it with.
4. What would implementation ask of us?
Look at the time, attention, people, and resources the decision would require. Decide who would own the work and what other priorities it would affect.
5. How will we know whether it is helping?
Agree on the outcome you want to see and when to review it. Where practical, start with a limited step that helps you learn before committing further.
Outside counsel can help challenge assumptions and make the tradeoffs clearer. Sometimes the most useful outcome is a better plan; sometimes it is deciding not to proceed.
Work through a business decision