Write the exact question you are answering, the alternatives you considered, and the minimum information required before acting. Naming the decision forces clarity, reduces scope creep, and makes it easier to evaluate whether the action matched the original intent.
Imagine the investment failed in twelve months. List three plausible reasons, covering valuation, competition, management incentives, and financing. Then add one surprising reason you would feel embarrassed to admit. If you cannot imagine failure pathways, you might be underestimating risk.
Group your company with a sensible peer set across size, geography, and business model. Pull median outcomes for revenue growth, operating leverage, and drawdowns. This simple move converts seductive narratives into testable comparisons and reminds you success rates are usually humbler than headlines.
Instead of a single forecast, create low, mid, and high cases tied to explicit drivers. Assign rough probabilities and compute expected value. This practice keeps enthusiasm honest, prepares you for downside surprises, and prevents stretching assumptions to force a convenient conclusion.
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