Problem visualization helps decision-makers navigate a multitude of concurrent decision problems. In the case of medical ventures, the ultimate problem lies in delivering the promised return to investors. The K9 map was designed by reverse-engineering this objective; from this standpoint, it can be considered fit to solve that ultimate problem. This chapter explores more profound layers of the K9 map, breaking each of the nine clusters into sub-clusters and graphically organizing their hierarchical relationships. Doing so supports and orients decision-makers in appraising their venture’s most critical decision-related problems and predictive assumptions. This exercise originates a significantly more detailed decision map, constructed with the guiding support of extensive literature reviews and validated by field experience. This larger, “exploded map,” places particular emphasis on problems that frequently appear in medical innovation, including those that entrepreneurs often overlook. Regardless of whether this more extensive and detailed map directs the entrepreneur’s attention to necessary investigations, scenarios, or investment decisions, it should be routinely browsed to prioritize the decision-related problems requiring higher-quality attention and resources.