**Decision:** Focus product, sales, and marketing capacity on enterprise customers for the next quarter, deprioritizing self-serve. **Date:** 2026-05-20. **Made by:** Sarah (CEO), Mike (Head of Product). Quarterly priority decisions made by the two of them per company governance. **Trigger:** Two recent enterprise leads (companies in the 500-1500 employee range) showed high revenue potential and explicit interest. The team doesn't have the capacity to actively pursue both motions, and the choice was forced by Q3 planning. **Alternatives considered:** - **Stay focused on self-serve.** Self-serve has predictable revenue and a known playbook. Not picked because the enterprise opportunities are time-bounded and could be lost if not pursued now. - **Do both at reduced intensity.** Not picked because the team has tried this before and the result was both motions underperforming. Capacity isn't there. **Reasoning:** The two enterprise leads represent a potential year of self-serve revenue if either closes. The self-serve motion has compound growth that can pause for a quarter without significant loss; the enterprise opportunity may not return if missed. Sarah and Mike agreed within the meeting; no significant disagreement. **Expected outcome:** By the end of Q3, at least one of the two named enterprise leads has signed or is in late-stage negotiation. Self-serve revenue should be flat to slightly down (since acquisition spend is being redirected) but not collapse. Cancellation rate on existing self-serve customers should not change materially. **What would change our minds:** - Both enterprise leads stall or close-lost by end of Q2. - Self-serve revenue or retention degrades faster than expected — specifically, more than 15% revenue decline within the quarter, or churn climbing meaningfully. - A larger self-serve opportunity surfaces (an enterprise channel partnership that scales the existing motion). **Reversibility:** Moderate. The self-serve motion isn't being shut down; acquisition spend and product attention are being redirected. Restoring the motion takes a few weeks of reallocation, not a rebuild. Hires made for enterprise might not unwind cleanly if the direction reverses. **Followups:** - Pause new self-serve marketing campaigns by end of next week (owner: Mike). - Allocate one engineer to enterprise-specific features for the two named leads (owner: Mike, this week). - Sarah to lead the close on both enterprise opportunities; weekly status to Mike (ongoing). - Reconvene to review the decision at end of Q2 (owner: Sarah, calendar invite).