The Judgment Course
Most product/ business decisions aren’t resolved by data - they’re resolved by judgment, exercised under ambiguity, time pressure, and conflicting incentives. This is a course on the part of the job no framework covers: deciding well when the evidence runs out.
You’ve shipped enough to know the truth: the decisions that matter most are the ones data refuses to settle. Two metrics disagree. The stakeholders are split. The clock is running. This course is for senior PMs, group PMs, and product leaders who want a sharper, repeatable way to decide under exactly those conditions — and to teach it to the teams they run.
How to recognise a judgment call masquerading as an analytics question — and what to do once you’ve named it.
A model for when a fast, reversible decision beats a slow, correct one, and when the inverse will quietly cost you the company.
Tracing the downstream consequences of a decision through a system before the system teaches them to you the hard way.
Holding an unpopular but correct line — like the Zepto ad-to-GMV ceiling — against the pressure of a metric going up.
I’ve made these calls with real money and real teams on the line: holding an ad-to-GMV ceiling while revenue compounded 5x at Zepto, deciding what the Walmart Action Feed would and wouldn’t surface to half a million sellers, and earning the trust to digitise a centuries-old tea trade. The course is built from those decisions — the ones that worked and the ones I’d make differently — not from a textbook.
Small cohort, limited seats. Waitlist members get first access and the early-cohort rate before it opens publicly.