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Laser City was a gaming company with a laser tag facility that provided a variety of fun activities for children, groups, and corporate events. Most services were delivered face-to-face in Edmonton and Calgary locations in Alberta, Canada. To mitigate the impact of the global COVID-19 pandemic and the Alberta Government's restrictions on in-person services on the business, Laser City's management team launched an online gaming service called Codo in March 2020. Presented with the new challenges of leading Laser City employees remotely, the company's co-founder needed to design selection tools to better identify and hire engaged remote employees, find innovative ways to foster casual virtual interactions among workers, and identify new methods to support employees through the challenges of remote work.

Thelma Cross-Olden Foundation (TCO), a non-profit organization, had supported the settlement needs of migrant women in Montreal, Quebec, for over three decades. However, in 2011, the foundation's revenue declined sharply. By 2018, the foundation was running into debt and had less than CA$50,000 with which to manage its operations and outreach programs. The decline in TCO's finances raised issues concerning the instability of leadership, the mismanagement of funds, and an overreliance on government agencies as a key source of generating revenue. In an attempt to reinstate the financial position of the foundation in 2019, the newly appointed chief executive officer needed to decide whether to reconsider the merger deal proposed by a reputable large global charity or to search for new avenues to generate funds.

In early 2019, the senior executive partners of Mosaic Home Services Ltd. (Mosaic), a home improvement and commercial property management company in Edmonton, Alberta, needed to choose from among several potential new partnership deals. When the senior executive partners had exited a family-owned commercial construction business in 2015 to start Mosaic, their major objective had been to help improve the living spaces of homeowners and the work spaces of property managers. The new business involved partnering with entrepreneurs who were keen to develop and grow their businesses beyond the initial founders. Now, Mosaic needed to develop ongoing strategies for attracting and selecting small business owners based on the personal attributes and proposed partnership deals of the entrepreneurs. They needed to determine how to assess potential partners' strategic and organizational fit with Mosaic and to decide what marketing methods would effectively attract local entrepreneurs with potentially saleable businesses.