SIMULATION
LEAGUE
The ultimate proving and learning ground for Builders, Founders, and Operators. Score points. Climb the ranks. Can you stay at the top across 50 intense Matchdays?
Clubhouse Fomo Scaling 2020
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Play NowByjus Overexpansion 2021
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League Rules & Mechanics
The Matchday
A high-stakes drill drops every Wednesday and Sunday. You have until the next drop to lock in your score.
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Completed Matchdays
Blackberry Touchscreen Delay 2008
It's early 2008. You are a senior PM at Research In Motion (RIM / BlackBerry), the undisputed king of the smartphone market. The iPhone launched last year. Initially, your co-CEOs dismissed it as a toy—it has terrible battery life, no secure enterprise email, and most glaringly, no physical keyboard. But the iPhone is starting to gain serious traction with consumers, and worse, executives are starting to bring their personal iPhones into the office and demanding IT support them. Verizon, your biggest carrier partner and distribution channel, is panicking. They want an "iPhone killer." They are demanding a full touchscreen device from RIM to compete with AT&T's exclusive lock on the iPhone. But your core enterprise users—and your executive board—firmly believe the physical keyboard is your untouchable moat. Typing on a flat screen is seen as an inferior, frustrating experience. You need to design the BlackBerry Storm to satisfy Verizon without alienating your core base. This is a Tier 1 League Match. The decisions are binary and the consequences are terminal for the company.
Apple Maps Launch 2012
It's mid-2012. You are Scott Forstall, Apple's powerful SVP of iOS Software. For years, Google Maps has been the default, pre-installed mapping application on the iPhone, functioning as a massive driver of consumer value. However, tensions with Google (who is dominating the broader smartphone market with Android) are at an all-time high. Google is weaponizing their maps data by withholding turn-by-turn navigation from the iOS version of Google Maps to keep it an Android exclusive. Steve Jobs had vowed to go to "thermonuclear war" against Android, and this is the front line. In response, Apple has decided to build its own mapping service from scratch, combining data from TomTom, OpenStreetMap, and several acquired startups. iOS 6 is weeks away from launch. Apple Maps looks beautiful with its vector-based graphics and new 3D Flyover feature. But internal testing shows major issues: mislabeled cities, distorted satellite imagery (bridges looking like melted Dali paintings), and dangerous routing errors that lead drivers into lakes. This is a Tier 1 League Match. The decisions are binary and the consequences are terminal for your career.
Apple Iphone Cannibalization 2005
It is late 2005. You are a Senior VP of Product at Apple, reporting directly to Steve Jobs. The iPod is a monster. It accounts for 45% of Apple's total revenue and 50% of its profit. You are essentially a hardware company that sells music players. But Steve is terrified. He sees a trend: cell phone makers (Nokia, Motorola, Sony Ericsson) are starting to put MP3 players inside their phones. Steve's logic is brutal: "The device that is always with you is the device that wins. If a phone can play music, no one will carry an iPod. We have to build a phone, or we are dead." But Apple has never built a phone. You don't have the radio technology, you don't have the relationship with carriers (Cingular, Verizon), and most importantly—building a phone will almost certainly kill the iPod business. You are being asked to destroy your most successful product to save the future of the company. This is a Tier 1 League Match. The decisions are binary and the consequences are terminal.
Amazon Prime Shipping Gamble 2005
It is late 2004. You are Jeff Bezos, CEO of Amazon. Amazon is growing steadily, but it's still fundamentally an online bookstore that also sells CDs, DVDs, and some electronics. Your biggest barrier to massive e-commerce adoption is shipping friction. Customers fill their carts, get to checkout, see a $6.99 shipping fee, and abandon the cart. The psychological pain of paying for shipping is capping your growth. One of your engineers, Charlie Ward, proposes a wild idea inspired by software subscriptions: an "all-you-can-eat" subscription program for fast, two-day shipping. Customers would pay $79 upfront for a year, and then every order, no matter how small, ships for free in two days. Your CFO, Tom Szkutak, runs the numbers and has a panic attack. Two-day shipping is incredibly expensive, requiring expedited air freight. The modeling shows that if you launch this, your heaviest buyers will exploit it immediately. Amazon will lose hundreds of millions of dollars on shipping costs in the first year alone. Wall Street already thinks Amazon is unprofitably aggressive and lacks discipline. This could crash the stock and lead to a shareholder revolt. This is a Tier 1 League Match. The decisions are binary and the consequences are terminal. You are betting the company on consumer psychology over spreadsheet math.
Amazon Fire Phone Flop 2014
Step into 2012-2013 as the VP of Product for Amazon's highly secretive phone project. Jeff Bezos is pushing hard for a "Dynamic Perspective" feature (a 3D UI using four custom cameras) to differentiate from Apple and Samsung. Engineering is screaming about battery drain, bill-of-materials (BOM) cost, and schedule delays. Your mission: Navigate hardware hubris, feature bloat, and pricing strategy. Can you build a device that serves Amazon's core ecosystem without burning a billion dollars in inventory write-downs? The choices you make will determine if you become a footnote in tech history or an ecosystem pioneer.
Ai Search Referral Collapse 2026
You're the founder of a 4-year-old B2B SaaS content site. ~$2M ARR. 90% of your pipeline traditionally came from Google organic search — long-form articles, comparison pages, glossary content. You have ~400 pages indexed, most of them ranking page-1 for high-intent queries. Over the last 6 months, Google AI Overviews + Perplexity + ChatGPT search have steadily eaten your top-of-funnel. Specific keyword rankings haven't moved much, but click-through rates have collapsed — AI engines answer directly without sending clicks. Organic pipeline is down 45% YoY. Paid conversion has held but CAC is rising. Your CFO wants a plan by Friday.
Ai Hiring Assessment 2026
You are the VP of Engineering at a growth-stage company. Hiring pace has accelerated — 30+ open engineering roles, ~500 applicants per role. Your recruiting team is overwhelmed, and senior engineers are spending 10+ hours/week in interview loops. A vendor has pitched you their AI hiring assessment platform: every applicant takes a 60-minute structured exercise (coding, system design, behavioral), the AI scores and ranks them, and your team only interviews the top 10%. Promised: 80% reduction in interview hours, "objective" candidate ranking. Your head of recruiting is enthusiastic. Your two most senior engineers are skeptical. You have to decide before the next hiring quarter starts.
Ai Agent Autonomy 2026
You are the lead PM on an AI agent product. Your agent reads the user's email, calendar, and CRM, and is designed to help busy founders manage their day. It already drafts reply emails (user reviews them before send) and books calendar holds (auto-confirmed if the slot is free). Engineering just shipped an internal demo of "Autonomous Mode" — the agent can now send the emails it drafts and confirm meetings without user review, with a 96% accuracy rate (4% of actions are later corrected by users). The CEO loves it. The founding designer is skeptical, arguing that the 4% edge case will ruin the user's reputation. You have a launch decision to make in 7 days for the v3.0 release. The broader market is shifting toward full autonomy, and investors are asking if you have an "Agentic AI" strategy. But your core user base relies on your product specifically because it never makes an unforced error.