Can You Beat a CEO? Business Finance Quiz
Eighteen medium-difficulty multiple-choice questions testing high-leverage finance behaviors, frameworks, and mindsets CEOs use to make strategic decisions.
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Quiz Questions & Answers
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Question 1: What is the primary purpose of a company's cash runway?
To measure how long the company can operate before needing new funding
To set annual executive bonuses
To show cumulative profits since inception
Question 2: Which framework helps CEOs decide between investing in growth or optimizing margins?
Porter’s Five Forces exclusively
SWOT without numbers
Opportunity cost and unit economics tradeoff analysis
Question 3: Why do CEOs track contribution margin per customer segment?
To report fixed asset depreciation
To determine legal compliance requirements
To identify which segments drive scalable profit and resource allocation
Question 4: What mindset helps leaders avoid committing to underperforming projects?
Embracing fast, data-driven experiments and clear kill criteria
Doubling down on intuition alone
Waiting until perfect data is available
Question 5: When evaluating a potential acquisition, which metric most directly assesses value creation?
Office footprint size
Number of press mentions
Expected incremental free cash flow and integration synergies
Question 6: How should a CEO use gross margin trends when deciding product pricing?
Use margins only for tax planning
Base prices solely on competitor prices
Monitor per-product margins to adjust price or cost structure for sustainable profitability
Question 7: Which approach best reduces customer acquisition cost (CAC) sustainably?
Cut all marketing spending evenly across channels
Improve product-market fit and increase referral and retention rates
Raise prices to pay for more ads
Question 8: Why do CEOs model downside scenarios for cash and revenue?
To eliminate the need for a budget
To make optimistic investor presentations
To prepare contingency plans and ensure survival under stress
Question 9: What is the value of calculating customer lifetime value (LTV) alongside CAC?
It determines payback period and informs sustainable customer acquisition investment
It predicts next quarter’s earnings per share
It replaces the need for cashflow statements
Question 10: Which habit most improves board communications on finance?
Presenting concise scenarios with clear asks and measurable KPIs
Providing raw data spreadsheets without conclusions
Focusing only on inspiring anecdotes
Question 11: How do CEOs use unit economics to decide on scaling a feature?
Scale first, measure later to win market share
Only A/B test designs without cost measures
Validate that per-user contribution covers acquisition and support costs before wider rollout
Question 12: What is the strategic use of a cover or bridge financing round?
To permanently replace equity financing
To distribute employee bonuses
To extend runway while preparing a larger financing or waiting for improved metrics
Question 13: Which decision rule helps avoid overreacting to short-term revenue dips?
Immediately cut R&D on any revenue decline
Ignore all revenue changes until year-end
Assess trend-adjusted metrics and root-cause analysis before structural changes
Question 14: How should pricing experiments be structured to inform long-term strategy?
Survey customers only and act on opinions
Use randomized tests with control groups and measure retention and LTV impact
Increase prices across the board and assume effects
Question 15: What high-leverage behaviour helps shift a company from firefighting to strategy?
Protecting leadership time to focus on OKRs and removing blockers for teams
Centralizing all decisions with one manager
Encouraging daily all-hands to discuss every issue
Question 16: When is it acceptable to prioritize growth over near-term profitability?
Only when marketing budgets are unused
Whenever competitors are investing regardless of unit economics
When unit economics show eventual profitability and runway supports the play
Question 17: What common myth about cash flow do many founders believe incorrectly?
Cash reserves never improve valuation
Profit on paper equals liquid cash available for operations
Cash flow statements are optional for decision-making
Question 18: How should a CEO prioritize limited capital between product and sales investments?
Split evenly to avoid internal conflict
Allocate where marginal return on invested capital is highest and consider cadence of payback
Fund only product development always