workshop for product managers and engineering leaders
practice the conversations that decide your week.
type the moment you're dreading. we'll match you to a live practice scenario with an AI counterpart that pushes back, then mark your turns and ship the action plan you'll use on Monday.
scenarios (14)
Telling your CEO the v2 she announced is wrongPractice raising hard truth to a high-conviction founder — with evidence, with a real alternative, without flattery, without panic.Your strongest IC just told you they're interviewingPractice the conversation that holds the relationship, hears the real reason, and earns the right to keep them — without sliding into a counter-offer reflex.Legal has been silent for three months and just blocked launchPractice surfacing what changed with a stakeholder who has been quiet — and getting to a path forward in 30 minutes without putting them on the defensive.Your project just became off-strategy. The skip-level wants a 1:1.Practice positioning your team's work after a company pivot — without pretending it still fits the new strategy and without abandoning the value.Pitching next year's platform bet to a quarterly leadership teamPractice making the long-bet case to leaders optimizing for the next quarter — without softening the timeline or selling certainty you don't have.The feature you shipped didn't move the metricPractice owning a clean miss with your VP — without deflection, without performative humility, and without abandoning the underlying bet.The designer who won't let go of the redesignPractice making a hard design judgment with a craft partner you respect — when the data says her six weeks of work didn't beat the prior version.The angry customer who's actually rightPractice listening past frustration to find the real broken assumption — and committing to one specific fix without over-promising or hiding behind apology.Your dashboard says success; your researcher says failurePractice synthesizing conflicting evidence — a metric that says ship and qualitative research that says don't — and making a recommendation you can defend in either direction.Defining 'done' with the peer who keeps shipping bugsPractice setting a shared quality bar with a senior peer whose definition of "done" has been creating customer-visible bugs for two quarters.The QA report came in red 36 hours before launchPractice making the ship/slip call when QA finds a P1 edge case the night before launch and your war-room expects an answer in the next ten minutes.Specing the AI feature your CEO just announced on earningsPractice scoping an exec-driven feature into a shippable v1 spec without dropping ambition or making promises engineering can't keep.Defending a delayed launchPractice holding the line on a launch slip without losing trust with a senior partner.Giving feedback to an underperforming peerPractice delivering specific, actionable feedback to a peer whose work is slipping — without damaging the working relationship.