Personal / Relationships
To end a relationship of seven years — one that had gone quiet long before I admitted it
“You're not afraid of conflict. You're afraid of confirmation.”READ →
See the side you're missing
Every decision has a side you can't see from where you're standing. Bring one — and see it before you commit.
DAUDIT CORE
Life and business decisions
The hire. The pivot. The relationship. The thing you cannot undo.
DAUDIT MARKETS
Positions before you commit
Prediction markets. Event contracts. The price you will actually pay.
The why
Examining a decision before you commit is the mark of judgment, not indecision.
The most expensive mistakes don't start with bad execution. They start with a decision that felt right — examined alone, under pressure, with no instrument that will tell you what you're missing.
€50–150K
The direct cost of one wrong executive hire — before the team it costs you and the year it takes.
One assumption
A single unexamined belief is usually the whole reason a confident decision quietly fails.
Alone
The bigger the decision, the fewer people you can talk it through with openly — exactly when you need that most.
Experiences
This is the kind of thing people see.
Real decision experiences — the realization, not the private specifics. Chosen to be spoken, never pushed.
Family / Life
I was deciding where to move a parent with worsening dementia — a choice that felt like it would define whether I was a good child
“Are you deciding what's best for her, or managing what you'd feel about yourself?”READ →
Personal / Relationships
To do about a twenty-year friendship that had curdled — whether to quietly let it fade
“You said 'quietly let it fade' — which means you've already made a choice, and you're asking me to ratify it.”READ →
The puzzle, shown — not told
One sentence in. One question asked. One gap named.
DAUDIT reads your sentence, asks one question only you can answer, then names the distance between what you wrote and what you chose. Here is that loop, as it actually renders.
What you said
“I'm promoting Dara to VP. She's been here since the start, and if I bring someone in over her she'll leave.”
One question
If she would stay either way, is she still the person you would pick?
What stands between the two
You wrote a promotion. You chose a search. Between them sits a standard you have not said out loud.
The distance between them is yours to keep — and the next loop is chosen by what the last one revealed.
The how
Five dimensions. One core tension. The same discipline, every time.
DAUDIT examines every decision across the five places high-stakes choices reliably go wrong — then names the real question underneath the one you brought.
⬡
World Model Gaps
▽
Adversarial Risk
◎
Theory of Mind
◫
Decision State
◇
Confidence vs Evidence
Seen, not just read
The findings, rendered as structure.
Sample audit · close
STRATEGIC“Promoting an early employee into a VP role with no prior management experience”
Core tension
You asked who's ready for the title. The real decision is whether you're promoting loyalty, not capability — and who else is watching.
⬡WORLD MODEL GAPS
- —Management capability is inferred from tenure as an IC — two different skills.
▽ADVERSARIAL RISK
- —Passing them over after they've hinted at leaving optimizes retention this quarter over fit for the next two years.
◫DECISION STATE
- —Loyalty and convenience are doing work a capability assessment should do.
◉ DECISION STATE
WHERE THIS DECISION SITS
Loyalty and convenience are narrowing what's actually being weighed
Horizontal axis: cognitive entropy — how many mental networks are active at once (left = narrow focus, right = many signals competing). The marker is placed from this audit's Decision State read, not a separate model.
Illustrative output — the live product renders your actual conversation this way at close.
See a finished record →The part that compounds
This score measures one thing: how well your confidence matched what actually happened. Lower is better. It says nothing about whether a decision was wise — only whether you knew what you knew.
Every audit you save feeds a record only you have. Over time, How you decide and You've Been Here Before draw from it — forming until there is enough to be specific.
Illustrative — not real user data
Decision 1
0.31
Forecast score
From 1 resolved forecasts. Few forecasts, wide uncertainty.
First audit. One blind spot you'd have walked past.
Decision 8
0.24
Forecast score
From 8 resolved forecasts. Few forecasts, wide uncertainty.
Where confidence runs ahead of evidence — How you decide is still forming.
Decision 20
0.19
Forecast score
From 20 resolved forecasts. Few forecasts, wide uncertainty.
You've Been Here Before may notice a rhyme with a call that didn't work — forming, not proven.
Who it's for
Built for decisions that don't have an undo button.
Founders, investors, operators — and anyone at a crossroads they cannot undo. The few choices each year where a blind spot is expensive.
◫
Founders
The hire, the pivot, the raise, the co-founder split — the calls that define the next two years.
⬡
Investors
The check you can't un-write. Conviction, pressure-tested — and over time, a calibration record of your own.
◉
Operators
The irreversible move where one unexamined assumption costs a quarter and a reputation.
◎
Life crossroads
Care, relocation, a relationship you cannot un-choose — examined with the same rigor as a term sheet.
—Decisions audited
—Median Brier, 10+ audits
—Return for a 2nd audit
Real numbers will appear here once they're real — not before.
◉