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03
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Here's what a decision brief looks like. Tap a category to preview.
Decision Brief82 confidence
"I got promoted into a management role, but I love the hands-on work. Managing people drains me. Turning it down could stall my career. Taking it might make me miserable."
Accept the role with a 6-month checkpoint. Management skills compound even if you return to IC work — the experience makes you more valuable either way.
Decision Brief78 confidence
"We've saved $200K for a house. The market keeps climbing. Do we buy now at a stretch, keep renting and wait for a correction, or invest the money and revisit in a year?"
Buy — but only if the monthly payment stays under 30% of take-home. Timing the housing market is statistically worse than time in the market.
Decision Brief75 confidence
"My partner got a great job offer in another city. I'd have to leave my role, my network, and the city I love. They'd do the same for me. But I'm not sure I'd ask them to."
Go — but negotiate a 12-month trial with explicit check-in points for both of you. Careers recover from relocations faster than relationships recover from resentment.
Decision Brief83 confidence
"I'm a solo founder with early traction. Someone I respect wants to join as co-founder — they bring skills I need, but they want 40% equity. I'm burning out doing everything alone."
Take the co-founder — but at 20-25% with a 4-year vest and 1-year cliff. The burnout will kill the company faster than dilution will.
Know your decision style
2-minute assessment. Surfaces your blindspots and tailors every brief to how you think. Not required — the tool works without it.
Your past decisions
Why Relative Advantage
Most people make big decisions the same way they make small ones. That's the problem.
Strategy firms charge six figures for structured thinking. Not because the frameworks are secret — but because most people don't use them. Relative Advantage makes them automatic.
72%
of executives are guessing on strategic decisions
McKinsey, 2,200+ surveyed
6x
better outcomes with a structured process
McKinsey decision research
61%
of decision time is wasted on ineffective deliberation
McKinsey, 1,200 managers
01
It reframes your question before answering it.
Most people optimize for the wrong thing. The tool identifies what you're actually deciding — which is often different from what you think you're deciding.
02
It tells you what you need to hear, not what you want to.
The analysis surfaces blindspots, challenges your assumptions, and names the risks you're downplaying — specific to your scenario, not generic advice.
03
You leave with a plan, not a platitude.
Concrete next steps. Specific timelines. Who to talk to and what to say. The output is a decision brief you can act on today.
"Some decisions are consequential and irreversible... These decisions must be made methodically, carefully, with great deliberation."
Jeff Bezos — Letter to Shareholders
Free. No signup. Takes under a minute.
Our Methods
Five frameworks. Each one sees your decision differently.
These aren't formulas — they're thinking tools used by the world's best strategists. The tool auto-selects the right one, but you can override it. Tap any framework to see how it works.
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PrOACT — Deep Strategic Analysis
Problem · Objectives · Alternatives · Consequences · Trade-offs
Complex & high-stakes
PrOACT is built for decisions that have real consequences and multiple competing objectives. It forces you to define what you're actually trying to achieve before evaluating any options — which is where most people go wrong.
P
Problem — Define the real decision, not just the surface question. What are you actually choosing?
O
Objectives — What does a good outcome look like? Name your criteria before you evaluate options.
A
Alternatives — Generate all realistic options, including the ones you're not seriously considering yet.
C
Consequences — Map what each option leads to across your objectives. Where does each path take you?
T
Trade-offs — Accept that no option is perfect. Decide which imperfections you can live with.
Career changeMajor investmentBusiness strategyRelocationLife pivots
Example scenario
"I've been offered a role at a startup — equity upside but a 20% pay cut. I have a mortgage and a family. Do I take it?"
▦
Decision Matrix — Weighted Scoring
Criteria · Options · Weights · Score
Comparing options
When you have multiple options and multiple criteria that matter differently, gut feel breaks down. The Decision Matrix makes your priorities explicit and removes bias from the comparison by scoring each option against what actually matters.
1
List your criteria — What factors matter in this decision? Cost, speed, risk, alignment, flexibility.
2
Weight them — Not everything matters equally. Assign a relative weight to each criterion.
3
Score each option — Rate how well each option satisfies each criterion on a consistent scale.
4
Read the result — The highest weighted score wins. If you disagree with the result, that tells you something important about your weights.
Choosing a vendorDebt vs. investingJob offersSoftware selectionBudget allocation
Example scenario
"We have $2,000/month to either aggressively pay down student loans or start investing. Both feel right. Which one actually wins on the numbers?"
◈
LOWD — Structured Reasoning
Locate · Options · Weigh · Decide
People & values decisions
LOWD is built for decisions where the right answer depends on values, fairness, or people — not just outcomes. It makes the reasoning explicit so the decision can be explained and defended, not just made.
L
Locate — Clearly identify the decision and who it affects. Name the stakeholders and their interests.
O
Options — Generate all realistic paths, including doing nothing or deferring.
W
Weigh — Evaluate each option against your values and the interests of those affected.
D
Decide — Commit to a path and articulate why. The reasoning should hold up to scrutiny.
Team decisionsFamily situationsEthical dilemmasPolicy choicesCaretaking
Example scenario
"My mother needs more care than we can provide remotely. My spouse and I aren't fully aligned on whether she moves in with us or we fund a care facility."
⟳
OODA Loop — Rapid Cycle Analysis
Observe · Orient · Decide · Act
Fast-moving situations
Originally developed for fighter pilots, OODA is built for decisions under pressure where speed matters and conditions are changing. It's a loop — you act, observe the result, and adjust. Perfect for competitive situations and time-sensitive calls.
O
Observe — Gather the most relevant real-time information. What do you actually know right now?
O
Orient — Process it through your experience and context. What does this situation actually mean?
D
Decide — Pick the best available option given current information. Don't wait for certainty.
A
Act — Execute and re-enter the loop. Observe the result and adjust on the next cycle.
Business crisisCompetitive responseUrgent deadlinesNegotiationMarket timing
Example scenario
"A competitor just dropped their price by 20%. I have 48 hours to decide whether to match it, hold, or respond differently before our biggest clients notice."
⊖
Ethical Lenses — Values-Based Analysis
Rights · Fairness · Outcomes · Integrity
Moral & values tensions
Some decisions aren't about what's optimal — they're about what's right. Ethical Lenses examines a decision through multiple moral frameworks simultaneously, surfacing the values tension so you can decide consciously rather than by default.
1
Rights lens — Does any option violate the rights or dignity of anyone involved?
2
Fairness lens — Would a reasonable, impartial person consider this fair to all parties?
3
Outcomes lens — Which option produces the best result for the most people affected?
4
Integrity lens — Which option reflects who you are and what you stand for?