Can you describe a time you had to make a difficult decision with limited information? How did you approach the situation, and what advice would you give to others facing a similar challenge?

Question

In the fast-paced world of business, COOs often face the challenge of making critical decisions with limited information. This article presents expert-backed strategies for navigating uncertainty and making effective choices in complex situations. From trusting instincts to embracing ambiguity, these insights will equip COOs with practical tools to lead their organizations through challenging times.

Niclas Schlopsna · Answer

One of the toughest decisions I had to make was during my time at BMW Startup Garage, where we were evaluating potential tech startups to partner with. We had limited information about one particularly promising company, but their technology seemed revolutionary for the mobility sector. I had to decide whether to recommend moving forward with due diligence despite the uncertainty.
I approached this by gathering as much data as possible from public sources and our network, then weighing the potential risks against the potential upside. It wasn't easy - there were late nights spent poring over financial models and discussing with our team. In the end, we decided to proceed cautiously, and it paid off as the startup became a key partner. My advice would be to trust your instincts while still being data-driven where possible, and don't be afraid to take calculated risks. At Spectup, we've applied this same principle when advising startups on fundraising strategies, helping them navigate uncertain markets while making informed decisions.

Max Shak · Answer

One of the most challenging decisions I had to make as the CEO of Zapiy.com came during a period of rapid growth, when we were deciding whether to expand our product offerings into a new market segment. We had limited data about the potential demand and little insight into how competitors were positioning themselves in that space. The stakes were high because a misstep could divert resources and distract us from our core business.
Given the uncertainty, I focused on a few key principles. First, I leaned into the experience and expertise of my team. I gathered insights from various departments—product development, marketing, and customer support—to assess how this expansion could impact our existing operations. While we didn't have a full picture, we did have valuable perspectives that helped guide our thinking.
Second, I adopted a "test and learn" approach. Instead of committing significant resources upfront, we decided to pilot the new product offering in a small, controlled environment. This allowed us to gather data, assess market reception, and pivot if necessary without putting the entire company at risk. The pilot was a success, and the feedback we received helped us refine our strategy before a broader launch.
Looking back, the key takeaway was the importance of embracing ambiguity while taking a calculated approach. When you don't have all the information, it's crucial to make the best decision with what you have, take measured risks, and stay agile enough to adjust as you learn more. My advice to others facing similar challenges would be to trust your instincts, rely on your team, and be willing to adapt as new information becomes available. In the end, it's about moving forward with confidence, even when the full picture isn't clear.

John Mac · Answer

Early in my journey scaling a D2C e-commerce brand, I had to decide whether to move all operations to a robotic fulfillment center with very limited operational data and only a few weeks to make the call. The current warehouse setup was cracking under volume, and peak season was approaching fast. I didn't have a perfect model—just instinct, lean financials, and a sense of where the bottlenecks were.
I approached it like a product test: small pilot, tightly scoped metrics, clear fallback plan. We ran a two-SKU soft launch into the new DC, monitored fulfillment speed, error rates, and CS tickets over a 14-day sprint, then scaled up when the data supported it. That decision cut delivery times by 40%, slashed error rates, and lifted repeat purchase rates in the quarter that followed.
My advice? In low-data, high-stakes moments, anchor on velocity over perfection. Get the minimum viable insight you need, validate fast, and keep your contingencies sharp. You can't steer a parked car. Make the call, measure what matters, and keep moving.

David Case · Answer

A situation that occurred last year immediately came to mind. We had been hired by a manufacturing client undergoing a large-scale expansion. Our role was twofold: act as the owner's representative and supply skilled tradespeople through our staffing division.
Midway through the project, we received conflicting reports. The general contractor claimed work was on schedule, but our tradespeople on site described material shortages and idle time that hinted at hidden delays. The difficult decision was whether to escalate these concerns to the client—risking friction with the contractor—or wait for more concrete proof and risk letting the problem worsen.
Because information gaps were the core issue, my first move was to close them. I scheduled a video call with the on-site foreman and supervisors, reviewed their daily logs, and asked for photos and videos that showed actual progress. We also compared the material delivery schedule against on-site inventory.
Within 48 hours, we confirmed that several critical deliveries were weeks behind and certain crews were indeed idle. Armed with evidence, I met with the contractor's project manager, outlined the discrepancies, and secured a recovery plan that included adding an extra shift and resequencing work. I then briefed the client on both the issue and the corrective actions. As a result, the project finished on the original timeline, avoiding what we estimated could have been a two-week delay and significant cost overruns.
My advice for others facing a similar challenge: when you lack key information, start by identifying who has it and gather direct evidence like logs, photos, schedules, and inventory counts. Even if you can't fill every gap, closing most of them gives you the clarity to act decisively. Once you have facts in hand, communicate early with all stakeholders. Problems usually shrink once they're brought into the open.

Craig Focht · Answer

There was a time I had to approve a last-minute gate installation at a retirement complex based only on one photo and a voicemail. The lead technician was on-site, but his phone kept cutting out. I had a 30-minute window to say yes or no because the crane rental was already on the clock at $195 per hour. I made the decision based on the technician's track record and the angle of the photo showing enough clearance. It turns out the slope behind the gate was steeper than we thought, and we had to add a $460 ground stop on the fly. It was not perfect, but the gate worked, the customer paid, and we stayed within $600 of the original quote.
I tell my team that when the pressure hits, they need to think in ranges, not guarantees. Give yourself a ceiling for cost, a floor for outcome, and move inside that space. Do not chase the exact number when the fog is thick. Trust history, check your own blind spots, and leave a little room in your plan for what you do not know yet. That one mindset has saved me thousands and helped me sleep better when the picture is half drawn. You cannot wait forever to be sure—you just need to be steady when you are not.

Joe Spisak · Answer

Early in building Fulfill.com, I faced a critical decision about which direction to take our marketplace technology. We were at a crossroads with limited market data, competing priorities, and investors waiting for results.
Having founded a 7-figure ecommerce brand previously, I'd experienced firsthand the pain of choosing the wrong 3PL partner – it cost me thousands in mispicked orders and damaged customer relationships. That experience taught me that the 3PL matching process was fundamentally broken, but I didn't have perfect information on how to fix it.
My approach was methodical but decisive. First, I went straight to the source – I personally interviewed over 50 ecommerce brands about their fulfillment challenges. Then, rather than building the perfect solution in isolation, we developed a minimum viable product, launched it quickly, and systematically gathered feedback.
The key was staying focused on our core mission – helping ecommerce brands find their ideal fulfillment partners – while being flexible on exactly how we delivered it. We had to make calculated bets with imperfect data, but we prioritized decisions that were reversible if needed.
My wrestling background at UVA taught me that sometimes you need to make a move even without knowing exactly how your opponent will respond. In business, waiting for perfect information often means missing opportunities entirely.
For founders facing similar challenges, I'd offer this advice:
1. Identify what you know versus what you're assuming. Be honest about gaps in your knowledge.
2. Leverage your network – industry experts, mentors, and customers can provide critical insights when data is scarce.
3. Break big decisions into smaller, testable hypotheses. We didn't rebuild our entire matching algorithm at once – we improved it incrementally.
4. Establish clear decision criteria upfront. For us, it always comes back to: "Will this help ecommerce brands find better 3PL matches?"
5. Set deadlines for decisions. Analysis paralysis is real, especially with limited information.
In the 3PL industry, conditions change rapidly – freight costs fluctuate, warehouse space tightens, technology evolves. Perfect information doesn't exist. The most successful ecommerce operators aren't those who avoid tough calls; they're the ones who develop a framework for making sound decisions despite uncertainty.

Ace Zhuo · Answer

During my role as Business Development Director, before stepping into the position of CEO at TradingFXVPS, I faced a challenge where I needed to determine whether to move forward with a strategic alliance despite having limited insights into the partner's historical results. The scarcity of detailed data was concerning, but I concentrated on minimizing potential risks. I conducted in-depth background checks by tapping into my professional network and evaluating alternative sources of information. At the same time, I designed the agreement to incorporate measurable performance goals and explicit termination clauses to safeguard our interests. This strategy enabled the collaboration to proceed while reducing potential drawbacks.
My recommendation to others in similar scenarios is to trust your professional instincts, gather as much context as possible, and build safeguards into any decision you make. Over the years, I've discovered that being decisive while strategically managing risks is a key element of effective leadership. Making decisions with incomplete information is a reality in business, but careful preparation and a forward-thinking approach can lead to successful outcomes.

Arsen Misakyan · Answer

One of the most difficult decisions I had to make at LAXcar was whether we should expand the fleet size during the uncertain period of the pandemic. Demand was increasing for high-end travel, we were told, but the future of travel was anybody's guess. The surge in demand for luxury vehicles was not the only thing that kept me up at night. The question was whether we should invest in new cars, including the electric Tesla Model X and the Mercedes EQS, to fulfill the demands of customers, particularly when the travel industry continued to wobble under the weight of COVID.
To help me work out the decision, I started focusing on the things I could control. I looked at our cash flow, likely long-term growth in luxury travel, and the growing demand for sustainable transportation. I talked with key members of the team, including drivers and operations staff, to learn about customer feedback and operational feasibility. Eventually, I decided to go for an incremental expansion: acquiring a select number of vehicles, consistent with our direction towards sustainability and electric vehicles.
It proved to be successful in the end. Our new electric cars achieved more than we had anticipated. Not only had we addressed the growing consumer requirement for environmentally friendly luxury travel, but we were also saving money on fuel and maintenance. This provided us with a competitive advantage in a sustainability-minded market.

Kritika Kanodia · Answer

I recall a pivotal moment with Kalam Kagaz when a major client approached us for a bulk resume writing project. The timeline was tight, and the client's requirements were only vaguely outlined. I had to decide quickly if we could take it on without risking quality or team burnout.
I gathered the team for a quick brainstorming session. We mapped out potential challenges, identified key skill sets, and calculated realistic time estimates. We also defined a structured process to minimize confusion. I chose to move forward, confident in our team's adaptability and commitment to high standards. The project was a success, and it strengthened our reputation for reliability.
My advice is to trust your team's capabilities, break down uncertainties into manageable parts, and act decisively. Sometimes, it's about taking calculated risks paired with solid teamwork.

Kristin Marquet · Answer

One of the most difficult decisions I had to make with limited information was pausing high-touch client services while transitioning into early motherhood and completing a major home renovation. I didn't have a full roadmap for how stepping back would impact revenue, team morale, or long-term brand visibility—but I knew I needed to realign my business to support my energy, time, and evolving values. With limited data and a lot of emotional weight, I made the choice to pivot toward building scalable, lower-lift digital products and frameworks across Tiers 0 and 1 while laying the foundation for a reimagined Tier 3 agency powered by AI and I/O psych.
My approach was simple: get clear on non-negotiables (time with my son, mental bandwidth, financial sustainability), test small before scaling, and trust my long-term vision even when the short-term felt uncertain. My advice for anyone facing a similar challenge is this: don't wait for perfect clarity—decide based on alignment, then validate through action. Sometimes the data shows up after the decision is made. Be willing to experiment, protect your capacity, and let your future self be your guide.

How to Make Decisions With Limited Information: 10 Tips for Coos

How to Make Decisions With Limited Information: 10 Tips for Coos

Trust Instincts While Being Data-Driven

Embrace Ambiguity with Calculated Approach

Anchor on Velocity Over Perfection

Gather Direct Evidence to Act Decisively

Think in Ranges Not Guarantees

Stay Focused While Remaining Flexible

Minimize Risks Through Strategic Preparation

Make Incremental Expansions During Uncertainty

Trust Team Capabilities and Act Decisively

Align Decisions with Long-Term Vision