Case study library

Practice the decisions the work actually requires.

These are fictional teaching cases—not manufactured student success stories. Each one gives learners a believable organization, incomplete evidence, competing priorities, and a specific piece of work to produce.

EMPLOYER NETWORKPractical work designed for conversations with hiring teams.

US EMPLOYERSAGENCIESSMALL BUSINESSESNONPROFITSPartnership approach →

01DM-101 · DIGITAL MARKETING

Juniper Table needs its first reliable acquisition plan.

THE SITUATIONJuniper Table is a fictional meal-prep service operating in one US metro area. Referrals are healthy, social posting is inconsistent, and the owner has $3,000 for a first measured campaign.

THE TENSIONThe owner wants to advertise immediately. The available evidence does not yet distinguish a qualified household from a casual recipe follower, and booking data is incomplete.

THE DECISION

Learners must decide what to fix before spending, which channel deserves the first test, and what result would justify continuing or stopping.

02UX-101 · UI/UX DESIGN

Northline Clinic is losing mobile bookings.

THE SITUATIONNorthline Clinic is a fictional community practice. Mobile visitors start the appointment flow but many leave after selecting a service. Staff believe the answer is a new app.

THE TENSIONInterview notes suggest the real problem may be uncertainty about insurance, preparation, and appointment type—not the absence of another product.

THE DECISION

Learners must determine which evidence is strong enough to act on, what not to build, and how to make the final case study explain the reasoning behind the screens.

03BM-101 · BUSINESS MANAGEMENT

Ledger & Pine has demand—and a capacity problem.

THE SITUATIONLedger & Pine is a fictional bookkeeping service with eight employees. Sales are rising, but onboarding delays, unplanned rework, and uneven client handoffs are putting cash and retention at risk.

THE TENSIONThe founder wants ten more clients next quarter. The delivery team believes the company should pause sales until its operating process is stable.

THE DECISION

Learners must recommend whether to accept more demand, narrow the offer, add capacity, or repair the workflow first—and explain the financial and customer consequences.

How cases are assessed

A polished answer is not enough.

Use the evidence provided

Recommendations must trace back to the facts, constraints, and uncertainties in the case.

Name the tradeoff

Strong work explains what the chosen direction improves and what it deliberately leaves unresolved.

Define the next decision

Every submission ends with a measure, review point, or experiment that determines what happens next.