In my humble opinion, the hardest part about scaling a business from $10 million to $100 million is orchestrating hundreds of humans to work together, in concert, on the right set of goals
Why we built Decided
Before Decided, we built a technology company from the ground up into a billion-dollar business with more than 400 people.
Meetings, managers, dashboards, and operating processes all helped. But they did not solve false alignment: leadership said A, managers heard B, and teams worked from C.
Everyone worked hard and believed the company was aligned. The work told a different story—priorities drifted, decisions disappeared, and teams moved forward from different versions of the plan.
Decided was the product we needed but could not buy. After fighting this problem for years, we started a new company to solve it. That’s how Decided was born.