You can still make a recommendation when the analysis is incomplete, but you need to separate what you know from what remains uncertain. Decisive does not mean pretending every question is closed.

Lead with the best answer supported by the evidence, give the two or three reasons, then name the material risk or unresolved issue that could change the decision.

For example: "I would enter the market based on size and economics, subject to confirming the regulatory constraint we did not fully test."

Use the final seconds to prioritize next steps, not to list every unanswered question. Focus on the one or two uncertainties that matter most to the recommendation. The interviewer should be able to see what you would actually do next, not just hear a general principle. For more detail, see the case interview guide.

A recommendation can still be decisive if the uncertainty is explicit.