Launchpad LatAm — Aurelia's Entrepreneurship Plan

A four-round, advanced public-policy and economic-development simulation set inside the National Entrepreneurship & Innovation Office (ONEI) of the Republic of Aurelia, a fictional 34-million-person Latin American emerging economy (GDP per capita ≈ AUP 210,000; currency AUP, pegged 1:1 to MXN for modelling). On 12 May 2026 a Presidential Directive orders ONEI to deliver a National Entrepreneurship Plan within the fiscal year that measurably lifts new-firm formation AND the share of high-growth ventures — without exceeding a fixed AUP 1.8 billion discretionary budget and without new debt, with the plan due to the Finance Ministry by 30 June 2026. The decisive fact is that Aurelia's entrepreneurship is bimodal: ≈62% of early-stage activity is necessity-driven survival microbusiness and only ≈8% is high-growth aspiration — and, as Amorós's GEM-grounded research shows, the two segments respond to completely different policy levers. Playing the policy advisor, you (1) diagnose the ecosystem, separating opportunity-driven from necessity-driven activity and naming which constraint actually binds for each segment; (2) set the targeting posture — concentrate on high-growth ventures (productivity and exports, but political-backlash risk), spread across necessity microbusinesses (inclusion and jobs, but no dynamism), or design a deliberate portfolio split tied to the Directive's twin KPIs; (3) allocate the AUP 1.8 billion across six support levers (seed/matching capital, accelerators, training, finance guarantees, formalisation support, R&D vouchers) and choose exactly ONE regulatory reform (one-day digital registration, simplified-tax regime, insolvency/fresh-start, or a startup equity/visa regime, each costing AUP 80–260M and helping a different segment) inside the fiscal envelope; and (4) defend the plan to a cabinet playing the Finance Minister, a jobs-and-inclusion coalition, and an international development partner. The math rewards a segment-aware portfolio whose levers and reform match the targeted segment and whose costed plan fits the budget — and punishes the five classic errors: treating entrepreneurship as one undifferentiated thing, over-concentrating on a few elite high-growth ventures, spreading thinly across necessity firms only, choosing a reform that serves the wrong segment, and breaching the AUP 1.8B no-new-debt limit. Final KPIs track new-firm formation (TEA), high-growth venture share, 3-year survival, budget efficiency, and political viability.