Built by people who have run client projects badly enough to want this

The problem we kept running into

Every project management tool worth using is built on the assumption that the people in the plan work for the same organisation. Internally that is a reasonable simplification. In client work it is the wrong shape, and the consequences are specific rather than vague.

Sharing is coarse, so teams keep an internal board and a tidied version for the client, and one of the two is always out of date. Approval is not a first-class object, so sign-off happens in email and becomes impossible to evidence when it matters. And the person whose approval sits on your critical path costs you a seat licence, so you invite fewer of them and the whole benefit quietly disappears.

None of these are cosmetic. They are the reasons scope drifts without anyone noticing, why overruns surface at invoicing instead of in week two, and why a disagreement about what was promised comes down to two people’s recollections.

What we decided to build instead

One record per project, holding the plan, the deliverables, the decisions, the effort and the approvals. Scope expressed as milestones with acceptance criteria written in language that could settle an argument. Visibility enforced on every individual item so one plan can serve both your team and your client without a second board. Approval as a tracked object with an owner, a date and a permanent record. And no charge for external collaborators, ever.

That is a narrower product than a general-purpose project tool, and deliberately so. It is aimed at work that has a paying client at the end of it, and it makes trade-offs in that direction.

Where we are honest about the limits

We are early. We do not hold a completed SOC 2 or ISO 27001 report and we say so on the security page rather than implying otherwise. There are no native mobile applications yet. Some integrations are in beta and some are still on the roadmap, and the integration directory labels each one accordingly.

We would rather you find that out here than three weeks into an evaluation. If something we have not built is a hard requirement, we will tell you plainly instead of letting a trial run its course.