Run the company from one context
Strategy, goals, initiatives, metrics, risks and decisions — tied to the real work of the teams. Command Center will show where attention is needed, and Synapse already helps keep the context of what is happening and why today.
Product status
What of this works today, and what does not yet
- Command Center
Command Center is a separate product, and it is not on sale yet.
The Strategic Management Suite has not started, and we name no date. It is not part of the operating suites’ plans, and it has no plans of its own yet — we are taking companies into early testing instead. Everything this page says about Command Center below is the product’s model, not a description of a running system.
Command Center plansThe management gap
The data is everywhere. The management context is not.
Finance lives in one system, the customers in a second, the projects in a third, the people in a fourth. Each of them is right in its own way. And the decisions that tie them into one thing stay in meetings — and nowhere else.
- Finance
- Customers
- Projects
- People
- Fragments
- The executive
Fragmented view
- Finance
- Customers
- Projects
- People
- Synapse
- Command Center
- Leadership
Connected management context
The right-hand half is how the management layer will be arranged once Command Center starts. Synapse in it already works today.
- The context is assembled by hand — from scratch, before every meeting.
- Strategy comes loose from execution: the plan is in a document, the work is in trackers.
- Decisions get lost. A year later the outcome remains — without the reason it was chosen for.
- Problems become visible too late — by the time the quarter’s number shows them.
What this team does in Sintora
Will keep strategy, goals and bets in one place — together with the decisions and the reasoning behind them.
Will show the portfolio, the capacity and the forecast: plan against actual, not a set of separate reports.
Sets goals for the teams and follows the movement in their feeds and shared calendars.
Keeps decisions and processes findable — the company memory, searchable across everything.
Command Center
Your management loop in one spaceSoon
Six areas, not six modules. Each answers one question and rests on the next: a goal exists for a direction, an initiative for a goal, a decision for both. The arrows below are the product.
DIRECTION
Where is the company going?
Where we play, what we believe — and what we deliberately will not do.
- Vision · from Lite
- Directions · from Lite
- Principles · from Lite
- Non-Goals · from Lite
GOALS
What have we committed to reach?
A tree of goals with an owner on each and regular check-ins.
- Goals · from Lite
- Goal Tree · from Lite
- Check-ins · from Lite
INITIATIVES
What work reaches them?
The work under the goals — with milestones and updates from the modules.
- Initiatives · from Lite
- Milestones · from Lite
- Updates · from Lite
METRICS
Is it going the way we planned?
Actual against plan, an end-of-period forecast, and the drift when the gap widens.
- Metrics · from Lite
- Forecast · from Standard
- Health Engine · from Standard
- Signals · from Standard
- Plan Drift · from Standard
RISKS
What could break it?
A risk attached to an initiative, rather than a register opened between audits.
- Basic Risks · from Lite
- Stop Conditions · from Standard
- Impact Graph · from Standard
DECISIONS
What did we decide — and why?
A decision journal holding the reasoning, and a second visit to the same decision later.
- Decision Journal · from Lite
- Lessons · from Lite
- Decision Review · from Standard
- Expected vs Actual · from Standard
How they hold on to each other
- GOALS → INITIATIVES A goal with no initiative under it is an intention, not a commitment.
- INITIATIVES → PROJECTS An initiative is carried out by the projects and teams in the modules that work today.
- PROJECTS → METRICS Progress is meant to arrive from where the work is, not from a field in a report.
- METRICS → RISKS The gap between plan and actual is the risk, while it is still not an event.
- RISKS → DECISIONS A risk that changes no decision is a worry.
- DECISIONS → GOALS And the decision returns to the goal it changed. This is where the ring closes.
PROJECTS is not a Command Center area but the modules the teams work in today. This is exactly where the management level will hand work down and take the actuals back.
A risk with no owner and no review date is not a risk, it is a worry. Both fields will be required.
The catalogue describes Command Center by five areas, and those are the five standing under this team on the Solutions hub. Two of the five are not part of the six above: Portfolio · Resources. The Lite plan names them outright among what it does not include:
- Advanced Portfolio
- Advanced Resource Planning
The screen this team opensSoon
12
goals
3 at risk
18
initiatives
4 with no update
6
bets
2 hit their condition
14
decisions
3 waiting on you
Needs your decision
The "Enter Poland" bet has met its stop condition
CAC above the threshold for a third month running — the condition you set in December
Take a decisionThe "ARR 4.2M" goal has moved to At risk
At risk: the 12 Mar milestone slipped and the pace is 14% below plan
Take a lookThe "Referral programme" initiative is attached to no goal
Running for a third week, spending resource, with no reason recorded in the system
Attach itProjects with no initiative — 7
Work running outside the strategy. Every row can be attached or closed.
The modules under this team
Each one is a module of the platform with a page of its own. The team works inside them, not alongside them.
Where the company is run from: strategy, goals, portfolio, resources, execution and the decisions behind them — with the reasoning kept beside each one.
Open the moduleA collaborative workspace where every department works together — combining communication, knowledge, planning and execution in one place.
Open the moduleA single home for every employee — company news, announcements and everything happening across the organization.
Open the moduleYour company’s memory — documentation, processes and decisions always searchable and always up to date.
Open the moduleThe management loop
From direction to decision — and backSoon
Every arrow answers "why does this exist". An initiative exists because there is a goal. A goal exists because there is a direction. A lesson returns to the next cycle instead of going into an archive.
- ↻ Learning will refine the direction, and the cycle will start again — from where it ended.
Strategy → execution
See where strategy becomes real workSoon
One chain, read in both directions. Top down it is planning: from the vision to a specific project. Bottom up it is diagnosis: from a metric in the red to the work behind it, and to the decision that started it.
- 01 Vision Vision Where we are going. To be revisited once a cycle. Vision · from Lite
- 02 Strategic Direction Strategic direction Where we play, and where we deliberately do not. Directions · from Lite
- 03 Goal Goal What we committed to reach this period, and who owns it. Goals · from Lite
- 04 Strategic Bet Bet What we back without a guarantee — with the condition we stop on. Strategic Bets · from Standard
- 05 Initiative Initiative The work a goal is reached by. With no goal above it, it is not an initiative. Initiatives · from Lite
- 06 Project · Team · Product Project · team · product What the initiative is carried out with — in the modules the teams already work in today. Works today Projects
- 07 Milestone Milestone A date on which something either happened or did not. The first place a slip shows. Milestones · from Lite
- 08 Metric Metric Actual against plan — with an end-of-period forecast beside it. Metrics · from Lite
- 09 Signal Signal The moment the gap became wide enough to be worth saying. Signals · from Standard
- 10 Decision Decision What needs a person — and returns to the goal it changes. Decision Journal · from Lite
The chain reads by its absence too: a project attached to nothing strategic will show as a standing signal. Either it is not needed, or the strategy is incomplete.
Executive attention
Not more data. The thing that needs you.Soon
Sintora does not ask an executive to check every module. Command Center will gather the management signals into one attention layer and lead to the context behind them.
A dashboard shows what happened and waits to be read. This list will name what needs a person — and the reason it is on the list.
- 01 What changed? Changes over the period, ordered by significance rather than by time. An activity feed shows the latest; this list will show what matters.
- 02 What needs attention? Objects at risk, with the reason spelled out: "At risk: the 12 Mar milestone slipped and the pace is 14% below plan."
- 03 What should stop? Bets that have met a stop condition set in advance, and initiatives with no movement and no goal. The hardest item in any strategy.
- 04 What decision is waiting? Decisions with their context, their options and the date they are due. Not a reminder — a prepared choice.
- 05 What are we missing? "In six weeks you have not once opened the Finance direction." Any list shows what is there; this block will show what is not.
What of it matters is the executive’s call. Every signal will show the sources it was drawn from, and none of them changes anything on its own — it stops no initiative and rewrites no goal. The attention list is a reading order, not an order to act.
Synapse for leadership
From the number to the context behind it
Synapse works today and comes with every paid plan. It holds the company context — correspondence, calls, documents, projects, customers and people — and answers questions in plain language, showing the source of every answer.
Below is what such an answer will look like once the question is about Command Center’s objects — goals, bets, initiatives. It is the shape of an answer, not a screenshot.Soon
Why has the "30 customers in Poland" goal moved to At risk?
- Answer
- The pace has been below plan for three months. The partner-channel bet has not produced the deals it was built on — the largest of the gaps visible under the goal.
- Key signals
- The 12 Mar milestone slipped · actual 11 against a forecast of 24 · part of the resource has been spent outside the approved plan for three months running.
- Related entities
- The "Geographic expansion" direction · the "The partner channel is cheaper than direct sales" bet · the "Launch Poland" initiative.
- What this rests on
- Three critical assumptions behind this bet have had no evidence attached since it was created. A similar bet was stopped in Germany last year — in month four, for the same reason.
- Where to go next
- To the bet and its stop condition — the decision is taken there, not here.
Every observation will show the sources it was drawn from, and none of them changes anything on its own.
The kinds of observation sold under that name in Command Center’s plans:
- Historical Analogies · Standard
- Contradictions · Standard
- Missing Evidence · Standard
- Resource Conflicts · Standard
- Strategy Drift · Standard
Decision intelligence
Remember more than the decision. Remember why.Soon
A year later nobody remembers why this path was chosen, what the alternatives were, or what the confidence rested on. That is how companies repeat the same mistakes without ever being able to see it.
Do we move Poland billing, or find a workaround?
- Date
- 14 July
- Status
- Decided · review 30 September
- Owner
- CEO · with Head of Growth
- Related goal
- 30 paying customers in Poland by year end
- Context
- The legal model will not be approved before September. The 30-customer goal depends on billing in PLN.
- Options
- Move the launch to Q4 · invoice in EUR as an interim step · pause the direction until the next cycle.
- Principle
- "Focus over expansion" — a principle approved in January.
- Assumptions
- Customers will accept paying in EUR · the legal model will be ready by November.
- Expected result
- 18 customers by the end of Q3 instead of 30, without losing the direction.
- Rollback criteria
- If fewer than 8 customers accept EUR by 15 September, we go back to moving the launch.
Status and the related goal are part of the intended management model rather than a description of a screen that exists. They stand under the same mark as everything else about Command Center on this page.
30 September
The review, 30 days on
- What we expected
- 18 customers, direction intact
- What happened
- 14 customers. Six declined specifically over the currency.
- Assumption held
- Partly. The currency was accepted, but not by the customers it was counted on from.
- Lesson
- The invoice currency is not a billing detail on this market — it is a condition of the deal. Next time we test that before, not after.
Evidence — an object of its own
A piece of evidence in Command Center is an object in its own right, not a field on a decision. One document, or one commitment from a meeting, can stand under several assumptions and several decisions at once, and one decision can rest on several of them. So it is shown apart from the card rather than as a row inside it.
The cheapest plan that carries it is Standard. That is a commercial boundary, not a boundary of the model: it stays an object whichever plan it is bought on.
The review does not run itself. The date will be set with the decision, the reminder will arrive, and the system will raise the lesson beside a similar bet when one appears. What of it becomes a conclusion is a person’s call, and nothing changes without one.
- Decision Journal · Lite
- Lessons · Lite
- Decision Review · Standard
- Expected vs Actual · Standard
- Evidence · Standard
- Assumptions · Standard
One company context
Leadership sees the company. The teams keep working in their own spaces.Soon
Command Center does not replace the teams’ workspaces. It will connect the management level to what is already happening in Sintora.
None of these sources is connected: Command Center has not started, and the link to it is part of its launch rather than an integration that exists. The rows that name a module name catalogue modules that work today on their own suites’ plans — what works is the module, not the link. The rest are kinds of data with no module of that name behind them: they will be connectable as an outside source, or entered by hand.
Down — from leadership
- Goals What the team has committed to reach this period, and who owns it.
- Decisions The decisions that have to be executed — together with the reason they were taken.
- Priorities What comes first when there is not resource for everything at once.
- Initiatives The bets and the limits they are tested inside, rather than tasks one by one.
Up — from the teams
- Metrics CRM Planned source Goals will get their actuals: revenue, deals, customers.
- Progress Projects Planned source Initiatives will get progress and milestones.
- Capacity People OS Planned source Owners, roles and the people capacity available.
- Hours Time & Billing Planned source The portfolio will see where the team hours went.
- Evidence Not a module · may be connected The evidence under assumptions and decisions — and the commitments from meetings.
- Signals and blockers Not a module · may be connected Risks, slipped milestones and customer signals — where they appear.
Command Center will not invent the modules you do not have: it will show the data as missing and let you enter it by hand or connect an outside source.
Your morning in Sintora
A morning that starts with what changedSoon
An example working scenario
Four steps of one morning — from what changed overnight to a decision with a reason and a date to come back to it. Three of the four rest on a line in Command Center’s published plans and name it; the fourth is what happens in the teams’ modules without it.
- Morning The morning brief Will gather what has changed since yesterday — by significance, not by time. Not an activity feed but a short list of what moved. The brief is a view you open rather than something posted to you. We name no delivery time and no channel. Morning Brief · Lite
- Analysis From the goal to the signal A goal at risk will open downward: the initiative, the project, the slipped milestone — down to the fact that caused it. Impact Graph · Standard
- Decision A decision with its reasoning The decision will be recorded with its context, its options, its assumptions and the date it will be revisited. Decision Journal · Lite
- Execution Execution carries on The decision will go to the teams — into the same modules they already work in today and were working in before it. The executive’s morning is over; the work never stopped.
This is an example of a working scenario rather than a measured path: the order of the steps, not their duration and not a schedule for the day. How long each takes depends on how much context is already in the system.
Connected by Sintora
Command Center will see more when the company works in one contextSoon
Three levels, not three purchases. The management level will read what the other two produce; each of them makes sense without it.
- Command Center Soon The management level: direction, goals, initiatives, metrics, risks and decisions as one managed object.
- Synapse The company context: it holds what has already happened across the modules and finds the connections between it. Works today, and comes with every paid plan.
An executive is not required to work in any of these modules. They are sources of context rather than the executive’s workplace; which of them are switched on is the company’s decision.
The operational context arrives from the teams it arises in:
AI and the company context
Work with the company context in natural language
Ask Synapse, or use permitted AI tools to work with the Sintora context available to you. Access is decided by the user’s permissions and the workspace configuration.
The context and the tools available are decided by the user’s permissions, the modules that are switched on, and the workspace configuration.
How this works for developersNo team works on its own. Here is who hands this one its context and who takes it on — every link goes to that team’s page.
Where the work arrives from
- Finance — the forecast, the costs and the unit economics
- Operations — operational signals and the state of execution
- People & HR — the state and the capacity of the team
Where it goes next
- Operations — the decisions that have to be executed
- Product — the bets, and the limits they are tested inside
From strategy to decision, in one system
We will show how this team works in Sintora — on your processes, not on demo data.
Next team: Sales →