Evaluate Whether to Scale, Pivot, or Exit a Business Line

You have a product or business line eating resources and you are not sure if it is a future winner or a sunk cost wearing a disguise. This applies a decision framework to evaluate scale, pivot or exit: the real numbers, the resources it consumes, and an honest read past your instinct. A decision you can defend, by the deadline you are under.

<context>
You have a business line or product that is {BUSINESS_LINE_STATUS}. It generates approximately [revenue or usage level] and requires [resource level: cost, people, management attention]. Your instinct is to [scale / pivot / exit / you are not sure]. You need to make a decision in [timeframe].
</context>

<task>
**Apply a strategic decision framework** to evaluate scale, pivot, or exit:
1. Assess the business line against three filters: market attractiveness, competitive position, and strategic fit with the rest of your business
2. Model the resource implications of each option over 12 months
3. Identify the key assumption that most affects the decision
4. Design a 30-day information-gathering sprint to validate or disprove that assumption before deciding
5. Recommend one option with a clear rationale and the decision trigger that would cause you to reverse it
</task>

<output_format>
- Three-filter assessment table
- Resource implications (simplified 12-month projection per option)
- Key assumption identification (one sentence)
- 30-day sprint plan (3-5 specific research or test actions)
- Recommendation with rationale and reversal trigger
</output_format>