Stack Wars
Will the Rebels win, or will the Empire strike back? Six quarters. Three perspectives. You decide what happens next.
Set the battlefield
Enter the financial starting positions. Published market-growth scenarios inform the addressable market, not guaranteed company performance.
🛡️ Incumbent
⚡ Challenger
Economic Intelligence Brief
Load the latest published data for a daily-refreshed campaign snapshot, use an observation-date historical cutoff, or set a hypothetical economy. Economic observations have different release schedules; daily refresh does not make monthly or quarterly data daily.
Connecting to macro data service…
How macro data changes the game
Five observations affect modeled demand, services inflation costs, financing, net burn and CPO technology cost. The sensitivity coefficients are illustrative SCBP parameters, not empirical causal estimates. The loaded values and observation dates are frozen at the start of a run and reused for its alternative-strategy comparison. If the data feed is unavailable, no live figures are invented.
Choose your role
Incumbent annual revenue · $M
Startup cash · $M
Startup runway · months
Startup revenue · $M annualized
Enterprise value created · index
Opening position, before Quarter 1. Each completed quarter remains on the chart.
Choose your move. The customer and other vendor respond using their own model of the market.
Incumbent ARR trajectory
Startup cash trajectory
What drove the outcome?
Strategy comparison
All paths use identical forecast and external event schedules. Competing actors make fresh decisions based on the alternative state. Results are illustrative, not forecasts.
Quarter-by-quarter ledger
| Quarter | Market | Action | ARR | Startup cash |
|---|
Board reactions (independent of economic performance)
| Quarter | Mandate | Reaction |
|---|
How the economics work
Incumbent ARR and services are annualized run rates. Market expansion uses the quarterly equivalent of the selected broad procurement-software CAGR; attrition, openness, customer reactions, and decisions affect what the vendor captures. Services are modeled separately. The incumbent has an illustrative operating margin and cash requirement.
Startup annualized revenue begins at the entered value and changes with organic growth, product decisions, integration access, and buyer trust. Net burn changes with product investment and the contribution from incremental revenue. Cash pays three months of net burn and implementation outlays each quarter. Financing is separate from operating revenue. Cash exhaustion ends the campaign; an acquisition ends standalone operations and records seller proceeds separately from corporate cash.
Enterprise buyer value, lock-in, governance risk, and trust are illustrative indices, not savings claims. Board beliefs are deliberately fallible and never define economic success.
Forecast reading: Grand View Research, Global Market Insights, The Business Research Company. Growth rates reflect different market definitions; applying them to vendor opportunities is an SCBP modeling choice. All dollar impacts beyond user-entered starting values are fictional.
Editorial: what the simulation is testing
When the instructions are older than the market
Source-to-pay suites may continue to own transaction records while AI-native tools compete for intake, workflow, and decisions. Vendors are not the only players: enterprise buyers choose what to deploy and suppliers respond to rules and incentives.
A board may be rational about yesterday’s market and wrong about the current one. The best human—or AI—decision-maker does not simply comply or rebel. It recognizes when the evidence no longer supports the instruction, makes the tradeoff visible, and stays inside legitimate authority.
The simulation illustrates those questions. It does not predict any named vendor or estimate market shares.