worldseq

Convene

Coordinate recurring work across departments with visible ownership and approvals.

The company is moving upmarket from single teams to cross-department work. Larger buyers request governance and expect implementation help before they expand.

  • Legal
  • Hiring
  • Onboarding
  • Collections
  • Data recovery
  • Growth
  • Reliability
  • Finance
Explore challengesHow to play

What customers work with

  • Licensed seats
  • Workspaces
  • Approval requests
  • Recurring workflows
  • Project boards
  • Team scheduling
  • Approval inbox

Challenges

40 published briefs. Each describes the decision to make, the time available, and the constraints on a successful outcome.

ChallengeHorizon
Sequence larger team commercial readiness180 days
Fund service after annual prepayments90 days
Keep recovery evidence current180 days
Keep liquidity for the recovery bill90 days
Separate recurring value from spendable cash90 days
Reconcile the retention denominator30 days
Finish documentary work before a dated installment offer expires40 days
Reconcile competing recovery revisions30 days
Honor an approved renewal exception90 days
Turn paid contracts into usable service90 days
Remove overhead without losing delivery staff90 days
Recover operator access before rollback30 days
Reserve cash for concentrated exposure30 days
Prioritize affected customer work30 days
Sequence staffing behind product readiness90 days
Pause a planned release during recovery30 days
Reach customers with a verified recovery handoff30 days
Sequence a payroll reduction90 days
Restore customers in feasible batches30 days
Replan around an external platform restriction90 days
Check the price denominator90 days
Invest in reusable restoration90 days
Balance restoration speed and retained work30 days
Keep an independent recovery route30 days
Repair now and prevent recurrence90 days
Staff the binding recovery queue30 days
Test the restoration route before relying on it30 days
Separate gross retention from expansion90 days
Verify the backup and its alert route30 days
Keep a reversal window during retirement30 days
Restore support access before allocating more work30 days
Separate acquisition changes from policy effects90 days
Choose a trial policy after the evidence matures90 days
Serve customers across staggered invoices and a payment interruption40 days
Reallocate after mature evidence143 days
Adapt to cross-department buyers90 days
Staff the departmental transition180 days
Choose the next collaboration investment90 days
Reprice without losing smaller teams365 days
Rebuild the annual collaboration strategy365 days

Starting financials

The company before the challenge begins. These are authored starting conditions in USD; results from a particular attempt belong to that run.

Starting finances
USD amounts before a challenge begins.
Opening cash
$1,847,820.00
Starting accounts
280
Monthly overhead
$18,478.20
Monthly payroll
$104,709.80
Variable cost per account / month
$18.00
Pricing and billing
The reference price uses the default starting quantity. Each account’s bill depends on its subscribed units and offer.
Billing model
Per unit
Reference monthly price
$523.00
Trial period
14 days
Billing unit
Seat
Monthly base fee
$19.00
Monthly price per additional unit
$12.00
Default starting units per account
45
Included units
3
Opening obligations
Payments the company already owes when the challenge starts.
DescriptionAmountDue
Committed service-provider renewal$135,506.80Day 45
Opening tax payable; the simulator does not calculate tax law$18,478.20Day 80
Opening receivables
Outstanding amounts owed to the company.
DescriptionAmountDue
Service already earned before the episode, awaiting collection$80,072.20Day 12

Customers

Who uses the product, what getting started involves, and what makes it useful.

The starting customer mix. Shares describe the modeled audience, not an exact customer count. Getting-started steps describe each customer archetype. Available actions and task objectives define which activities are simulated.

Small operations team
55% of the starting mix · 5–30 employees · 3–12 seats

Getting started

  1. Create a workspace
  2. Invite colleagues
  3. Complete a shared workflow

When customers see value

Shared workflow completed

Business department
35% of the starting mix · 50–500 employees · 15–80 seats

Getting started

  1. Define approval owners
  2. Import work
  3. Complete a cross-team process

When customers see value

Approval cycle completed

Cross-department deployment
10% of the starting mix · 300–3,000 employees · 100–400 seats

Getting started

  1. Approve procurement
  2. Align department owners
  3. Roll out recurring workflows

When customers see value

Multi department cycle completed

Operations

Team capacity, recurring costs, and products that depend on one another.

Starting capacity
Team hours per week
480
Service work units per day
421
Team
Each department shares its available time across company work.
DepartmentHours / weekMonthly payroll
GrowthGrowth work consumes this department's capacity and incurs its recurring cost.
67.2$14,659.37
SalesSales work consumes this department's capacity and incurs its recurring cost.
48$10,470.98
EngineeringEngineering work consumes this department's capacity and incurs its recurring cost.
115.2$25,130.35
SupportSupport work consumes this department's capacity and incurs its recurring cost.
67.2$14,659.37
FinanceFinance work consumes this department's capacity and incurs its recurring cost.
48$10,470.98
PeoplePeople work consumes this department's capacity and incurs its recurring cost.
38.4$8,376.78
LegalLegal work consumes this department's capacity and incurs its recurring cost.
38.4$8,376.78
LeadershipLeadership work consumes this department's capacity and incurs its recurring cost.
57.6$12,565.19
Project boards
Monthly price per customer
$156.90
Monthly cost per customer
$57.53
Service work units per day
217
Team scheduling
Depends on Workflow.
Monthly price per customer
$261.50
Monthly cost per customer
$31.38
Service work units per day
169
Approval inbox
Depends on Insights.
Monthly price per customer
$104.60
Monthly cost per customer
$18.31
Service work units per day
259

Sources and modeling limits

Public operating material grounds the mechanics. It does not make this fictional company a measured reproduction of a real business.

Public sources behind this fictional company. Modeled rules affect the simulation; context explains the business it draws from.

Payment ledger
An invoice, attempted payment and collected cash are distinct records; refunds cannot exceed the collected charge.
Modeled
Stripe refundsSaaS Subscriptions and Customer Churn v1.0.0
Provider delivery
Provider webhooks can be delayed, duplicated or reordered. This catalog's reporting lag is an approximation of visibility, not a complete Stripe webhook emulator.
Context
Stripe webhook deliveryStripe subscription webhook behavior
Seat contract
The authored contract includes three seats plus a base fee; additional seats are billable and new purchases have a seven-day procurement gate.
Modeled
ChartMogul SaaS GTM reportGitLab sales order processing
Adoption vs license
Licensed seats and participating teammates are different observations; completion of an onboarding checklist does not prove realized workflow value.
Context
GitLab customer onboarding
Modeling notes
Assumptions and simplifications in this world.
  • This is an authored generic seat-collaboration archetype. No specific company's complete operating history is claimed.
  • GitLab provides analogous procurement/adoption evidence, not direct empirical calibration for collaboration software.
  • Company populations, segment shares, staffing, compensation and behavioral coefficients are authored sensitivity inputs, not observed records from the reference businesses.
  • Paid core-capacity quotes reuse the authored normalized-unit terms in growth-model.json: setup, delivery delay, upfront payment and recurring hosting are enforced. AWS guidance grounds provisioning mechanics, not these fictional prices or throughput coefficients.
  • Company populations, payroll, adoption, churn, obligations and incident probabilities are explicit authored sensitivity inputs; public sources ground mechanisms, not transferable effect estimates.
  • All eight departments have enforced capacity and recurring costs. Paid addon products have independent billing, capacity and dependency graphs against the same economic customer identities.
  • Activation checklists and named value events describe customer archetypes, not individually tracked product actions. Generic onboarding work changes conversion behavior; explicit delivery hours and readiness requirements apply only where a company or task configures onboarding mechanics.
  • Opening receivables were earned before day zero. Cash, earned service, deferred revenue and dated liabilities reconcile separately. Initial cash covers the stated authored runway before customer receipts and obligations.