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Data-Driven Strategy: KPIs, Unit Economics, Decisions
2,917 students
Data-Driven Strategy: KPIs, Unit Economics, Decisions
data driven strategy | unit economics ltv cac | kpi design | north star metric | revenue operations | strategic planning
Last updated 9/2026
English
English [Auto],
What you'll learn
- Read the three financial statements well enough to argue a strategy in them
- Use Porter's five forces and the Boston matrix on your own market
- Choose a North Star metric and the supporting set beneath it
- Calculate unit economics and defend a price with them rather than by comparison
- Map a revenue funnel from lead to money and find where it leaks
- Connect team-level metrics to the profit and loss statement
- Derive indicators from critical success factors instead of inventing them
- Recognise the six measurement myths that break most systems
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
Explore related topics
Course content
17 sections • 47 lectures • 25h 6m total length
Requirements
- Responsibility for a strategy, a product or a revenue line
- No finance background required. The statements are built from zero
- A spreadsheet you can work in for the unit economics parts
- English at intermediate level or above, since all lessons are in English
- Willingness to replace a confident opinion with a calculation
Description
This course contains the use of artificial intelligence.
A strategy becomes checkable at the moment it can be calculated. Until then it is a set of intentions with a budget attached, and everyone in the room can agree with it while meaning different things.
Where strategy stops being arguable
Someone says the company should move upmarket. Everyone nods. Nobody asks what that does to acquisition cost, what the payback period becomes, which products in the portfolio it starves, or at what point the funnel stops converting. Those questions are not hostile — they are the only way to tell a strategy from a preference. I have sat in rooms where the loudest argument won because nobody present could do the arithmetic quickly enough to challenge it.
What this course actually covers
Six blocks, each giving a strategy a different numerical footing. First, the context you measure inside: market structure, Porter's five forces, the Boston matrix, economic instruments, regulation, risk, and the three financial statements. Second, the product: reading a portfolio, deciding what to invest in or retire, the North Star metric and the supporting set, monetisation models and unit economics with the lifetime value to acquisition cost relationship. Third, revenue as a system — the funnel from lead to money, where it leaks, service agreements between functions, and connecting team metrics to the profit and loss. Fourth, designing the measures themselves: critical success factors, deriving indicators from them, displaying them properly, and the six myths that break most measurement systems. Fifth, eight lessons on a company that built its decisions on data and published the method rather than only the conclusions. Sixth, converting all of it into a strategic plan with owners, metrics and dates.
A note on two of the blocks
Sixteen of the forty-five lessons carry a people-side accent: the finance block closes with justifying a function's initiatives, and the Google block is about decisions concerning people. That case is here precisely because it is one of the few times a company published its methodology rather than its conclusions. The apparatus throughout — STEEPLE, five forces, the Boston matrix, the three statements, unit economics — does not change by department.
Who is teaching this
I am Mike. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.
What is included
Lifetime access to all 45 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working material: five forces, the Boston matrix, the three statements, the North Star and AARRR sets, unit economics, the revenue funnel, impact mapping, the 10-80-10 rule, the two-day session agenda
Real cases from Google and others
Where to start
Take the biggest strategic claim your company made this year and write down the single number that would prove it wrong. If you cannot name one, the claim is not yet a strategy. Enrol now and start today.
Who this course is for:
- Founders and executives whose strategy has never been expressed in numbers
- Strategy specialists who need the financial and commercial layer, not only frameworks
- Product leaders deciding what to build using economics rather than preference
- Commercial leaders whose funnel is measured in activity rather than in revenue
- Analysts who produce correct numbers nobody uses in a decision
- Managers preparing to defend a plan to a board or an investor
- Anyone whose annual plan is a set of intentions with a budget attached