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You are a product manager at an early growth consumer app that operates a two sided marketplace connecting drivers with riders. 3 weeks ago your team launched a redesigned incentive tier for drivers, replacing the flat participation bonus with a tiered package that includes a paid leave and the job acceptance reward.

Arjun Sharma, your growth lead, messaged yesterday. He needs the incentive model finalized before the week 3 planning meeting. The Q2 cohort commitment covers two new cities, and the supply planning team cannot freeze the driver targets without a confirmed incentive structure. If the model is not finalized by end of week 3, the expansion gets delayed and the cohort commitment falls through.

Nisha Patel, your data analyst, shared the two week dashboard summary this morning. Take-rate(job acceptance rate) is up 14 % versus the pre-program baseline. The increase has stayed consistent since day 3, and the day 14 take-rate is the highest so far. Enrollment into the new tier has grown every day of the observation period. The dashboard covers take-rate by day and cumulative enrollment count. It does not separate drivers who enrolled in the new tier from those who were already active on the app before the competitor's reduced its driver bonus.

Nisha's note also mentions that a competitor reduced their driver bonus rate in week one of the same period, and early driver forum discussions suggest some drivers may have switched to your app during the same period.

Arjun's message says the increase is above the threshold the team set before launch and asks you to confirm the model is ready for expansion. A sustained increase in take-rate in these two cities would indicate the new tier is bringing in additional driver supply.

Should you finalize the current incentive tier structure for the Q2 city expansion before the week 3 deadline knowing that missing the deadline delays the expansion timeline and breaks the Q2 cohort commitment?

A Finalize the incentive tier and confirm the model to the growth lead before the week three meeting. The Q2 cohort commitment is already in front of the executive team and the supply planning team cannot freeze driver targets without a locked structure. The data supports the decision and reopening the model now signals instability in a planning cycle that has no room for it.
B Finalize the incentive tier. Take-rate is up 14 points, the increase has held since day 3, and the day 14 reading is the highest in the observation period. A metric that improves every day of a 14-day window with no reversal is not a coincidence — the incentive structure is working. The right action is to lock the model and capture the supply expansion before the competitor's driver bonus cut creates a temporary acquisition window.
C Finalize the incentive tier now and plan a structured review of driver productivity metrics in week six. The 14-point lift is above threshold and has held for eleven consecutive days. Delaying the expansion to wait for data that may not arrive within the timeline breaks the Q2 cohort commitment and costs the supply team the planning window they need to freeze driver targets.
D Do not finalize the incentive tier this week. Tell Arjun the two-week window does not yet show what the paid-leave component does to productive supply hours per driver. Ask Nisha to pull per-driver active hours alongside take-rate for the next two weeks before the model is locked. This delays the expansion timeline and puts the Q2 cohort commitment at risk.