This case follows the formation and growth of Guild, a company founded on the mission to unlock opportunity for America's workforce through education and upskilling for working employees. By connecting employees to educational programs through its three-sided marketplace, Guild increased access to learning opportunities for employees, improved retention and employee satisfaction for companies, and drove higher numbers of learners for universities. The case explores several leadership dilemmas in the context of Guild's rapid growth and success.

This case follows the formation and early growth of ExecOnline, a provider of leadership development solutions through partnerships with top business schools. Founder Stephen Bailey navigates initial sales and partnerships, key personnel decisions, and fundraising dilemmas as he seeks to improve diversity among corporate leaders using the ExecOnline platform.

This case details the challenges Kiana Nelson faced at Central Valley Towing, a fictional towing company Nelson acquired. In the case, Nelson must decide whether to overrule a direct report's decision regarding firing an employee, determine what to do about a talented but abrasive employee, and respond to a top performer who wants a promotion and another top performer who has decided to leave the company.

This case details the various challenges that Whitney Wolfe Herd faced in starting and scaling Bumble. The case explores critical decisions that Wolfe Herd had to make, including which investors to raise money from, how to pitch her 'women message first' dating app to the group of male engineers who could build it, and how to make leadership and reporting line changes as the company scaled.

This case explores the various challenges that Senreve faced in hiring and retaining talent as a rapidly growing organization. The case first describes how the two co-founders developed a vision for their company, created a score card to use in their hiring process, and codified the values they wished to embody as an organization to assess cultural fit. The case illustrates how the co-founders applied their hiring philosophy through three vignettes. The first vignette addresses an early opportunity the pair had to hire a co-founder, who brought a unique set of skills and experience, but lacked other important qualities. The second vignette illustrates a situation in which the co-founders had to decide what to do with an employee who had made important contributions to the firm, but whose role no longer fit with the needs of the company as the company had evolved. The final vignette lays out a dilemma the co-founders faced when they found themselves in disagreement when evaluating a candidate for a key role at the company.