Support that answers as a person

Three steps, and we do all three: we connect the data, set up the ICP and tone of voice, and start the agents. Full guided onboarding is included. How long it takes in your case is something we tell you at onboarding, once the volume and state of your data are visible — we do not publish a turnaround time.

No. Sintora replaces the SDRs' manual work and part of what an agency does. Your team runs the strategy; the agents run the operations.

Sintora is open over its API and over MCP — the Model Context Protocol, the open standard by which systems and AI agents reach each other. Your CRM can be connected, and that is implementation work rather than a switch in settings: how much depends on what has to line up. We do not ship ready-made connectors for individual products — which is also why we do not limit you to a list of supported systems.

The safeguards — encryption at rest and in transit, access separated by role, an audit log — are undertakings in Annex 3 of the data processing agreement, and we sign that agreement before work begins. The Trust Center sets the same safeguards out in a table with what proves each one and what is missing beside it; we hold no independent auditor’s certificate and we claim none.

Sintora Content Units — a unit of finished work rather than of computation: a post is 1 SCU, an article up to 1,500 words is 10, a landing page is 8, a competitor analysis is 20. Your plan gives you a weekly capacity in these units. Tokens, models and their prices stay inside the system — they change several times a year, and we deliberately do not pass those changes on to your price: when models get cheaper we raise the allowance rather than rewrite the list.

Work is not blocked. You draw on the rollover — unused capacity carries into the next week — or buy a pack and carry on today, or wait for Monday. We do not switch the product off over a counter.

10 seats, 3 brands, 840 SCU a week, SEO Pro and GEO, Brand Voice, the content calendar and the whole Content Hub. Seats, brands and capacity are bought separately — with no plan change.

No, and that is a matter of principle. The AI prepares the asset, but a person signs it off — and not the author. A claim with no source blocks publication until you add a link or remove the claim itself.

From two streams of signals: your own sources (changelog, blog, pricing page) and your competitors (sitemap, price changes, backlinks). Every find becomes a hypothesis in one click.

Content Hub logs the cost of every agent run on the card — from brief to QA. People's editing time is tracked separately, so you see the full economics of a unit.

Yes. Each workspace has its own knowledge base: tone of voice, positioning, ICP, voice of customer. Languages and channels are filtered separately in the library.

Through a UTM convention: every asset has a link carrying utm_campaign=hyp-N and utm_content=asset-N. The CRM sends the lead over a webhook, and Content Hub matches it to the hypothesis itself.

Content Hub is a module of the Sintora Marketing Suite and comes with every plan. It works on its own and alongside the CDP, Video Email Prospector and Revenue Analytics.

Yes, it is a standalone module: the signal feed, the ICP and the competitor trackers work on their own. But paired with Content Hub the value is higher — a signal becomes a hypothesis and then content straight away.

You add the URLs of your own pages — changelog, pricing, blog, documentation. The first run saves a snapshot; after that the system compares and shows the difference itself. News in prose can be added by hand.

Yes, and that is deliberate. For each competitor you pick a set of trackers — blog, sitemap, pricing, backlinks — and your own check interval. The agent can also suggest competitors you were not tracking.

No. We import what exists into the knowledge base and then update it from real data — objections, calls, lead behaviour. Nothing you have built is thrown away.

A review of the site and the positioning, an audit of existing assets and channels, assembling the ICP and buyer personas, connecting sources and trackers. The output is the first signals and hypotheses you can work with.

No — it is reinforcement. Sintora fills the roles the team is missing and removes the routine. Strategic decisions and the final sign-off stay with a person.

By the question it answers. Those systems answer “are we on time” and “are the fields filled in”. Command Center answers “are we even doing the right thing”. The practical difference is one rule: an initiative does not leave the “Idea” status until at least one goal is attached to it. An object with no reason to exist simply cannot be created here.

No, the opposite. Tasks stay in Projects, time tracking in Time & Billing, customers in CRM, documents in Document Flow, triggers in Automations. The product rule: if a capability already exists in another module, Command Center displays it, links to it and passes context, but never re-implements it.

Importing goals from a spreadsheet and the “Projects with no initiative” screen — those work before anything is filled in. “Preparing for the conversation” needs no accumulated data. Decision memory, plan-versus-actual and lessons come in after months, and we do not promise them sooner. We do not publish a time to first benefit.

The owner of a direction fills it in, and it takes a minute a week — updating an initiative. The platform pulls the rest: progress comes from projects and CRM rather than being typed in. The wizard walks through nine steps with a stated minimum at each, and the assistant points out which fields are missing.

No. Synapse analyses, forecasts, explains and proposes — every change is approved by a person. “What to stop” and “what to start” always arrive as a draft with a rationale. A product that stops initiatives on its own stops being a tool and becomes a source of distrust.

Strategy. It is the same thing: Command Center is the product name, Strategy is the section in the interface. We plan to settle on one name.

Nothing yet: Command Center is not on sale, and we are not publishing a price list before the product has launched. We name no launch date. What we are doing now is taking companies into early testing — the Command Center page is where to apply.

From roughly ten people — the point at which a founder no longer holds the whole company in their head. There are recommended setups for 10–30 people, 30–150 people and 150+ people, but that is a recommendation and not a technical limit: no capability is switched off by headcount.

From the platform modules: revenue and customers from CRM, progress and milestones from Projects, hours from Time & Billing, people and roles from HR, documents from Document Flow. Where a module is absent a metric can be maintained by hand — and the system marks it as hand-entered rather than passing it off as a system fact.

Technically yes, and the strategy layer works in full. But half the value is that the actuals arrive on their own. Without the modules the numbers have to be updated by hand — which is exactly what kills most rollouts of this kind.

No. Synapse analyses, forecasts, explains and proposes — a person approves every change. A proposal always arrives as a draft and shows the sources it was drawn from. That is not careful wording but a design decision: a product that stops initiatives by itself stops being a tool.

The cycle does not start from a blank page. You arrive at annual planning with a list of what turned out to be wrong: disproved assumptions, stopped bets, lessons from the reviews. The vision is refined rather than rewritten, and the previous version stays in the history together with the reason it changed.

Yes. The review period is set independently of the calendar year, so a company whose fiscal year starts in April or July works in its own rather than adapting. The quarterly and annual rhythms are configured independently of each other.

Because the value is not in the number of chairs. The whole company uses the Operations Suite and two people use Marketing, and charging the same for both would be wrong in both directions. A plan is capacity: seats are already in it, and you can add as many more as you need.

Sintora Content Units — a unit of finished work, not of computation. A post is 1 SCU, an article up to 1,500 words is 10, a landing page is 8, a competitor analysis is 20. Internally the system converts that into tokens for whichever model suits the task, but you never have to think about it: you are buying an amount of work you can plan around, not a technical quantity. There is one counter for the whole platform: the same unit is spent on a post in Marketing, a call summary in Sintora Meetings, a release note in Developer and any Synapse operation.

A run is 0.05 SCU, and an AI node firing inside it is 0.2. So twenty automation runs cost the same as one social post. A team on Operations Standard running 400 automations a week, a third of them through an AI node, spends about 44 SCU — roughly 2% of its weekly capacity. The rate is deliberately this low: most of what happens inside a run is database writes rather than a model call. What is worth charging for is the model call, not the run itself. That is the capacity a run spends, and the suite plan is what provides it. How many automations you may keep switched on is a separate question with a separate answer: it is a term of the Automations module's own plan.

The cap counts automations that are switched on, not how often they run. Anything you no longer need can be switched off with one toggle — the run history stays and the slot frees up. The cap itself is a term of the Automations module's own plan rather than of a suite plan: how many you may keep switched on at each level is written on that module's pricing page. If a level's cap runs out, that is a reason to move up the module rather than to keep part of your processes in someone else's service. What a run spends out of the shared capacity is on the AI capacity page.

Because that is what it actually costs to produce. An article carries an outline, a draft and an edit behind it — ten times the generation a post takes. When we priced it lower, articles were worth making and posts were not, although the difference should be nothing to us. Now the weight of each operation matches the work in it, and it makes no difference what you create: the unit means the same thing everywhere.

The operation price list is a promise: a post costs 1 SCU today and will cost 1 SCU a year from now. Models get cheaper, and when they do we raise the weekly allowance rather than rewrite the list. Otherwise you could not plan anything — and planning is the entire reason this unit exists.

40% of the operation price — a rework regenerates only part of the material, so charging in full for it would be wrong. Translating into one more language is 60%. Batch work from 50 units carries a 50% discount, because those jobs genuinely cost us less. And if the result was poor, regenerating the same brief is free — up to 3 times. We do not charge for our own misses.

Because a token means nothing for your work, and model prices change several times a year. Keeping that mechanism on our side means we can change model or provider without your plan moving. Transparency here is not about showing the kitchen — it is about the price not changing without warning.

A monthly limit can be burned in two days and then waited out for three weeks. A daily one is too short for the way work actually arrives: a campaign is three loud days inside two quiet weeks. A week is the unit marketing already plans in, and it has slack built in. Unused capacity rolls into the next week, up to one full allowance: a quiet week pays for a launch week.

Work is not blocked. You get a choice: draw on the rollover, buy a pack, or continue on Monday when the allowance resets. Everything already produced stays where it is — we do not switch the product off over a counter.

That is exactly the intent. If you came for marketing, you take the Marketing Suite and do not pay for the operational one. If you later need a second, it is 15% cheaper, and a third is 25%.

Marketplace modules are bought on top of a suite you already have rather than instead of one — and that holds for all of them except Sintora Meetings, which works and is sold without a platform subscription, on a price list of its own. Inside a suite the modules are not sold separately: the suite is the unit, 22 modules across 4 suites, and the plan sets the capacity rather than the contents.

Every marketplace module has a price page of its own, and it states exactly what has been published: a plan grid, a starting price per seat, or that there is no price yet. A module's price is on that page rather than here. Sintora Meetings is an exception to the question itself: it is not bought on top of a suite but sold without a platform subscription, on a price list of its own — Lite, Standard and Advanced. Where there is no price we do not name one until we can name it for good, and we do not offer a "price on request" instead.

Take Sintora Meetings on its own. It is the one marketplace module that works without a platform subscription: its own price list, its own levels, priced per user. You do not need a suite for it. If you need the platform later, Meetings stays where it is and works on the same data.

A brand is a completely separate workspace: its own Brand Voice, its own knowledge, documents, SEO, calendar and publishing. Data is isolated between brands, so an agency can run ten clients without mixing a single fact between them. Lite has one brand, Standard has three, and Advanced is uncapped.

Nothing separate happens — it is already accounted for. AI in Operations and Developer (request triage, answers from the wiki) and in the marketplace modules (call summaries) spends SCU from the same shared pool as content in Marketing. Each suite contributes its weekly allowance to that pool, and it can be spent anywhere.

30% of what you pay each month for suites goes into a development hours bank at a fixed rate, which the Calculator tab prints beside the number of hours. It is not a discount: the money does not come back, it turns into work you would otherwise have commissioned separately. The hours do not expire at once — they accumulate through the quarter, so they can be pooled into one substantial piece of work. It is counted off the subscription: implementation is a one-off sum, separate, and outside the base. It covers tailoring to your processes: new fields and reference lists, changes to approval routes, reports, integrations with your systems, configuring an industry module. It does not cover support or fixing platform bugs, which are our job anyway.

At any time. Moving up takes effect immediately with the remainder of the period prorated; moving down takes effect from the next one. No data is lost either way. And separately: adding a person, a brand or capacity does not require a plan change at all.

A structured export is available from the product at any time, not only on termination. Deletion timelines and the switching mechanism are set out in the DPA and the Terms — we deliberately signed up to the right to switch under the Data Act.

Three levels per suite — Lite, Standard and Advanced — plus Enterprise on request. They differ in included seats and weekly SCU capacity; the full grid is on the pricing page, and a calculator for your own set is on the Calculator tab beside it.

Finish signing in on the tab that opened and press Authorize on the confirmation screen. If you closed the tab, remove the connection in your client and connect again: a new window will open.

Custom connectors require a paid Claude plan (Pro, Max, Team or Enterprise). On Team/Enterprise plans an organisation administrator may need to enable them first.

The assistant acts with your permissions in the portal. If a tool is refused, your Sintora role is missing the relevant permission — contact your administrator.

Sessions expire after about 30 days of disuse. Authorise again: in Claude Code, /mcp → Authenticate; in Claude Desktop, Settings → Connectors → Sintora → Connect.

142 tools in 13 groups — exactly what your portal exposes, and the assistant acts with your own permissions and no wider. Connection is verified on 5 clients: Claude Code, Claude Desktop, Cursor, Windsurf, VS Code.

No. Sintora is open over its API and over MCP — the open standard by which systems and AI agents reach each other. Your system can be connected, and that is implementation work rather than a switch in settings: how much depends on what has to line up.

The providers we engage are engaged for locations within the European Economic Area, and they are named publicly on the sub-processor list. The specific regions and availability zones are not confirmed, and beside each value there is how well it is proven. Per-customer residency beyond the EEA is not offered today. Where a component or sub-processor operates outside the EEA, transfers rely on a mechanism recognised under Chapter V of the GDPR. The full wording is in the security summary.

No. The platform is multi-tenant: each customer is a separate tenant and data is segregated so that one tenant cannot read or affect another’s. Industry solutions are installed as modules inside your own tenant rather than as separate deployments, so isolation, permissions and the audit log are consistent across every module. The technical isolation model is described on request under NDA.

You control access inside the product. Permissions are granular — assigned per action rather than per screen — and can be scoped to a network, an object or a single team, so a front-desk user, a finance user and an owner see different things. Changes are recorded in an audit log, available on every paid plan and exportable by your own administrators.

Through the support form — it needs no account. You get a private link that shows your request moving. It is the same Service Desk the team works in, so nothing gets lost in an inbox.

What happened and what you expected instead; a link to the screen or a recording; when it started and whether it repeats; how many people it affects. Those four lines are enough for the first reply to be an answer rather than a request for details.

You refer new customers to Sintora through your unique referral link. When they become paying customers, you receive a share of the revenue they generate.

The revenue share percentage is agreed individually with each partner and depends on the partnership model and your contribution.

Yes. Partners receive a recurring share of the revenue from referred customers for the agreed period, for as long as the customer stays active.

All referrals are tracked automatically through your unique referral link and shown in the partner portal.

As soon as a customer you referred makes a successful payment, the corresponding reward appears in your partner portal.

You can request a payout directly from the partner portal. After the request our team will contact you to confirm the payment details. Payouts are processed within the standard verification period.

If a customer is refunded, the corresponding partner reward is adjusted. If the reward has already been paid out, it may be deducted from future earnings.

The programme is open to founders, consultants, agencies, GTM experts, content creators and professionals with a relevant network.

No. You can refer as many customers as you like — there are no limits.

No. Sintora handles onboarding, support and delivering the product. Partners focus purely on introductions and relationships.

The referral programme is about the introduction: you recommend Sintora and take a share of the customer's revenue. This one is about a joint product: we build an industry solution on the platform together, you own the niche expertise and the implementation, we own the product and the marketing.

There is no participation fee. Each side puts in work: you, your team's time on the pilot and your expertise; we, the development of the solution, the infrastructure and the marketing.

The share depends on who brings the customer and who runs the implementation. We do not publish one figure for every case, because it differs for a partner who introduces customers and a partner who carries them from the first meeting to launch. The exact percentage is set in the contract after the pilot — on real numbers rather than a forecast.

The solution is a Sintora product: the platform, the code and the brand are ours, and it ships in our price list under our name. Yours are the industry expertise, your customers and your relationships with them. Exclusivity in a niche or region, and the exit terms, are written into the contract before development starts.

We run the pilot with a real customer on existing modules — that is weeks rather than months, because we do not start from scratch. The time to full packaging depends on how far the niche departs from what the platform already has.

First line is usually yours — you are closer to the customer and their processes. Second line and everything about the platform is ours. The split is set in the contract.

That is exactly what the programme exists for. The solutions we run — Appointments and Rental — came about the same way: from an industry somebody knew better than we did.