SINTORA COMMAND CENTER Soon
AI operating system for your company
Run your company
from one place.
Bring strategy, goals, the initiative portfolio, resources, risks and decisions into one system. Command Center sees what changes across the company, explains what it means, and raises only what needs you.
For CEOs, the C-level, function heads and the PMO. Day-to-day execution is coordinated in Projects.
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 "Partner channel" bet has met its stop condition
6% of new customers from partners against a 10% threshold — the condition you set in December
The "ARR €520K" goal has moved to At risk
The billing milestone slipped and the pace is 14% below plan
Seven projects are attached to no initiative
The work is running and spending resource with no reason recorded
Synapse
The Poland launch is slipping on the legal model. That moves the ARR forecast by roughly €32K.
Sources: Projects · CRM · Documents
Period forecast
30–40% · probability of hitting it
Decision waiting
Do we move Poland billing, or find a workaround?
due 20 July · CEO
Take a decisionWhat changed since yesterday
ARR forecast −€8K
Customers in Poland +2
Spare capacity −0.6 FTE
You have not opened the Finance direction in six weeks
Know what needs you today
Command Center does not make an executive read hundreds of metrics. It finds the deviations, the blockers, the overdue decisions and the changes that matter — and names the reason for each.
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 "Partner channel" bet has met its stop condition
6% of new customers from partners against a 10% threshold — the condition you set in December
The "ARR €520K" goal has moved to At risk
The billing milestone slipped and the pace is 14% below plan
Seven projects are attached to no initiative
The work is running and spending resource with no reason recorded
Synapse
The Poland launch is slipping on the legal model. That moves the ARR forecast by roughly €32K.
Sources: Projects · CRM · Documents
Period forecast
30–40% · probability of hitting it
Decision waiting
Do we move Poland billing, or find a workaround?
due 20 July · CEO
Take a decisionWhat changed since yesterday
ARR forecast −€8K
Customers in Poland +2
Spare capacity −0.6 FTE
You have not opened the Finance direction in six weeks
01
What changed?
Changes over the period, ordered by significance rather than by time. An activity feed shows the latest; this shows 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 — and the one the system takes on.
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 shows what is not.
a working screen, not a report
How much work your company does for no reason
Command Center shows the active projects tied to nothing strategic. Not a report — a working screen that stays in use long after rollout.
- create an initiative from this project
- attach it to an existing one
- close it as unnecessary
A project outside the strategy means one of two things: either it is not needed, or the strategy is incomplete. Both answers cost money.
The data already exists. The decisions are what is disconnected.
Goals live in one document. Projects live in another system. CRM knows the customers, finance knows the money, HR knows the people. And the decisions that matter most stay in meetings and chat threads.
One company context
Command Center · Synapse
One company context
Command Center · Synapse
Command Center connects them into one management model.
A project management system
“Are we on time?”
A strategy management system
“Are we even doing the right thing?”
Not another dashboard. Your company’s operating layer.
Command Center does not replace CRM, Projects or People OS. It works above them: it ties strategic goals to the actual work, the resources, the risks and the decisions.
CRM → Goals get their actuals: revenue, deals, customers
One management loop. From direction to learning.
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.
01 / 06
Direction
Vision · Strategic directions
The eleven objects the loop is built from
The six questions it answers
“Where are we going?”
answered by · Vision, Directions
“What do we have to hit?”
answered by · Goals, Metrics
“What are we believing without proof?”
answered by · Bets, Assumptions
“What did we decide to do?”
answered by · Initiatives, Decisions
“Do we have the capacity?”
answered by · Portfolio, Capacity, Budget
“What did we learn?”
answered by · Reviews, Lessons
Turn strategy into a living system
Not a deck that gets opened once a year. A model of where the company is going and why, where every level rests on the one above it.
What it is made of
Vision
where we are going
Directions
where we play
Goals
what we must hit
Strategic bets
what we believe without proof
Initiatives
what we do
Principles and non-goals
what we deliberately will not do
What it looks like in use
Demo dataState travels upward: the goal went to “at risk” not because somebody marked it so, but because the bet beneath it met its stop condition.
Make bets. Define when to stop them.
Every strategic bet carries a hypothesis, its confirmation criteria, a stop condition, a resource and a review date. The condition is set while it still costs nothing to set it — not after six months have gone.
Strategic bet
The partner channel is cheaper than direct sales
Hypothesis
Integrators will bring customers more cheaply than our own outbound.
Confirmed if
Partner-channel CAC is 25% below direct for two quarters running.
Stop condition
Fewer than 10% of new customers come from partners as of 31 August.
Owner Head of Growth
Investment guardrail up to €82K · up to 1.5 FTE
Review 31 August
Know where you will land before the period ends
A forecast without an explanation is one more number on a screen. Command Center shows the chain: the forecast, why it is that, and which facts it stands on.
Annual ARR
Demo dataTarget
€520K
Actual today
€312K
Forecast
€486K
Probability of hitting it
30–40%
from the four facts below and three weeks of pace
deteriorating for a third week
Why this number
- The billing milestone slipped Projects · "PLN billing", 31 Jul → no date −€21K
- The partner channel is below plan CRM · 6% of new customers against 25% planned −€9K
- Churn increased CRM · 3 cancellations in July, two for the same reason −€7K
- The Poland deal cycle is longer CRM · 74 days against 45 on the home market −€6K
Every line leads back to the module the fact came from. A forecast that cannot be taken apart is one an executive is right to ignore.
See where the strategy actually spends money and people
Plan the investment, compare it with how the resource is actually used, and find the conflicts before they stop the work.
Product
Transform
€224K
+11 pp
Expansion
Grow
€92K
-9 pp
Operations
Run
€117K
+2 pp
Compliance
Mandatory
€54K
-4 pp
Synapse: Resource allocation no longer matches the approved strategy: Product takes 11pp more, Expansion 9pp less. Nobody decided this — it accumulated.
Run
keeping what works running
Grow
growing what exists
Transform
new bets
Mandatory
legal, security, compliance
Plans are promises. Allocation is the truth.
A company rarely abandons a strategy out loud. It just stops giving it people. The gap between what was approved and where the capacity actually went is the real strategy.
Transform · new bets
30% → 12% -18
Grow · growing what exists
35% → 28% -7
Run · keeping things running
25% → 44% +19
Mandatory · legal and security
10% → 16% +6
Thirty per cent was approved for new bets; twelve per cent arrived. Nobody decided that — Run took the people one week at a time.
Know where capacity breaks before execution does
A resource conflict is visible not when a team is already overloaded, but when two initiatives are both counting on the same people in the same quarter.
Demand against capacity, this quarter
Demo dataPlatform
128% of capacity
Product
92% of capacity
Data
140% of capacity
Design
64% of capacity
Data is 40% over capacity: both Expansion and Compliance are counting on it. One of the two will slip — the only question is whether you choose which.
Change the plan before you change the company
Model the decision before you move real money and real teams. A scenario is a copy of the portfolio where resource can be moved and the consequences read off, with nothing broken.
| Metric | |||
|---|---|---|---|
| ARR forecast | €486K | €535K | €514K |
| Spend | €489K | €533K | €451K |
| Goals at risk | 4 | 2 | 3 |
| Spare capacity | 0.4 FTE | −1.6 FTE | 2.1 FTE |
A scenario changes nothing until it is approved. Once approved it becomes the new baseline, and the previous one stays in the history together with the reason it was replaced.
Connect strategy to the work already happening
An initiative does not live on its own. It sees the projects, teams, documents, customers, spend, milestones and dependencies attached to it — and needs nobody to copy any of that across by hand.
Initiative
Launch Poland
At risk
The legal model is not approved — it blocks billing
Goal
30 paying customers
source Strategy · set 1 Jul
Projects
3 active
source Projects · live
Customers
11 in the pipeline
source CRM · live
Team
Expansion · 4 people
source People OS · live
Documents
17
source Document Flow · live
Budget
€82K · actual €61K
source finance import · verified 2 Aug
Milestones
Legal model
30 Jun
late
PLN billing
31 Jul
blocked
First 10 customers
30 Sep
on track
Partner agreement
31 Oct
planned
A risk is not a list. It is something that changes a decision.
A risk register nobody opens between audits protects against nothing. Here a risk is attached to an initiative and to a bet, and it moves their health the moment it moves itself.
Risk register
Demo dataKey integrator is missing dates
Hits: Germany expansion
Regulatory requirement changes in Q3
Hits: Compliance
Attrition in the data team
Hits: Two initiatives at once
A risk with no owner and no review date is not a risk, it is a worry. Both fields are required.
Remember why decisions were made — and what happened next
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.
Decision
Do we move Poland billing, or find a workaround?
CEO · with Head of Growth
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.
A second opinion before you save
Before the Accept button the system quietly checks: the decision rests on a disproved assumption, contradicts one of your own principles, resembles something that already failed, or has success criteria nobody can measure. It does not block — it shows.
Catches the mistake while it is still cheap to fix
Your company remembers. Synapse reasons over it.
Synapse works across goals, decisions, bets, evidence, meetings, documents and actual outcomes. It does not decide for you — it surfaces what the company already knows but nobody holds in mind at once.
Historical analogy
A similar bet ran in Germany last year. It was stopped in month four for the same reason — a longer deal cycle.
Contradiction
This decision contradicts your own principle, "Focus over expansion", approved in January.
Missing evidence
Three critical assumptions behind this bet have had no evidence attached since it was created.
Resource conflict
Two initiatives need the same senior DevOps in September. Neither of them knows it.
Strategic drift
Part of the resource is already being spent outside the approved plan — and the gap has widened for three months.
Every observation shows the sources it was drawn from, and none of them changes anything on its own. A product that stops initiatives by itself stops being a tool and becomes a source of distrust.
Command Center shows the result — Synapse carries the conversation.
Walk into every meeting already knowing what matters
An executive’s work is conversations. Before a meeting with a function owner, the system gathers what changed in their area since last time, what is overdue, and what is worth asking.
The one capability on this page that needs no accumulated history: only what has already happened.
Changed since your last conversation
- The "30 customers in Poland" goal moved to At risk
- The partner-channel bet met its stop condition
Overdue
- "Legal model" milestone — 14 days
- Two initiatives with no update for over three weeks
Worth asking
- What changed in the partner assumption after June?
- Is resource needed from another direction before September?
Run the management rhythm from the same system
A review prepared in slides is out of date before it is shown. Here the pack assembles itself from the same objects you manage every day.
Before
The review pack assembles itself
During
Decisions are recorded with their reason
After
Actions, a new baseline, lessons
Weekly leadership
What changed, what needs attention, which decisions are waiting.
Monthly business review
Goals against actuals, initiative health, resource consumed.
Quarterly strategy review
Bets, assumptions, what stops and what starts.
Annual planning
Vision refined from the lessons, not from a blank page.
Board review
The same company state, assembled for an outside reader.
Board pack
The board pack assembles itself from what is already there
Two weeks of board preparation is not work, it is retyping what the system already knows. The pack is assembled from the period’s goals, portfolio, forecast, risks and decisions — and stays editable.
The pack is a draft, with every number linked to where it came from. Editing it is expected; assembling it by hand is not.
What the pack contains
- Where the company stands against the period’s goals
- Portfolio: plan against actual allocation
- End-of-period forecast, with its assumptions
- Risks that changed status since the last board
- Decisions taken, and what is already visible from them
- Questions that need an answer from the board
Never lose the history behind the strategy
Strategy is not rewritten from scratch each time. Every cycle leaves a trace: what was decided, why, what came of it — and what that changed in the next one.
January
Annual plan approved
March
Bet on the new pricing model
July
Germany stopped on its condition
July
€48K reallocated to Poland
July
Forecast rebuilt
September
Quarterly review · 3 lessons
January
Annual plan approved
March
Bet on the new pricing model
July
Germany stopped on its condition
July
€48K reallocated to Poland
July
Forecast rebuilt
September
Quarterly review · 3 lessons
One strategy. Many cycles. Immutable history. Continuous adaptation.
One strategy, many cycles, a history that cannot be quietly rewritten.
Start with what your company actually needs
This is a recommended setup, not a technical limit. A 20-person investment firm may well want scenarios, and a 300-person agency may be better off without them.
10–30 people
Lite
The founder’s operating system
The minimum process. One page for the founder and the team.
- Vision and goals
- Initiatives
- Decisions
- Weekly review
- Synapse morning brief
30–150 people
Standard
Strategy, portfolio and resources
Strategy, portfolio and resources alongside execution and the decision memory.
- Everything in Lite
- Bets and assumptions
- Portfolio and resources
- Risks and forecast
- Quarterly reviews and lessons
150+ people
Advanced
Group-level strategy and portfolio layer
Several portfolios, business units and approvals — for when decisions are not taken in one room.
- Everything in Standard
- Business units and multiple portfolios
- Approvals and advanced permissions
- Scenario planning
- Board packs · custom fiscal year
The advantage of being part of Sintora
Other strategy tools see only what you have told them by hand. Command Center sees what is actually happening inside the platform.
Less reporting. More actual company data.
What it deliberately does not do
The product rule: if a capability already exists in another module, Command Center displays it, links to it and passes context to it — and never re-implements it.
Tasks, sprints, boards
Projects
Time tracking and team capacity
Time & Billing · Resource Planning
People, 1:1s, performance reviews
People OS
Customers, deals, funnel
CRM
Document flow and file versions
Document Flow
Triggers, webhooks, a process builder
Automations
Company memory and search across everything
Synapse
It does not invent the modules you do not have: it shows the data as missing and lets you enter it by hand or connect an outside source.
More than OKRs. Lighter than enterprise PPM.
A comparison by class of tool rather than by product name: every vendor’s set differs and keeps changing. The assessment is ours, and it is subjective.
| Capability | OKR tool | Project tool | Command Center |
|---|---|---|---|
| Vision and directions | yes | no | yes |
| Goals and metrics | yes | partly | yes |
| Strategic bets with a stop condition | no | no | yes |
| Investment portfolio | no | partly | yes |
| Resources and capacity | no | yes | yes |
| Decision memory with reasons | no | no | yes |
| Assumptions and the evidence under them | no | no | yes |
| Lessons that return to the cycle | no | no | yes |
| Whole-company context for the AI | no | no | yes |
Two flagships
One understands.
One helps you decide.
Command Center
Helps you decide
“What did we decide to do, and why?”
Direction, bets, resource allocation, strategy execution and the memory of why decisions were made.
Synapse
Knows the company
“What is happening, why, and what to do next?”
The context of the whole company, the links between events, answers and recommendations.
About SynapseSynapse understands your company. · Command Center helps you run it.
Synapse comes with every paid plan as a platform layer. Command Center is a separate product, and it is not on sale yet: take a look.
Your first Command Center shouldn’t take six months
01
Connect
The data you already have: platform projects, goals from a spreadsheet, team OKRs from People OS — by reference, not by copy.
02
Define
The assistant walks nine steps with a named minimum at each: two vision metrics, three directions with owners, one goal per direction.
03
Run
The first management cycle begins. The first review assembles from what is already there, not from what was typed in the night before.
The first week, unvarnished
No company starts from a blank page. It already has a goals spreadsheet, a list of projects and a January strategy deck.
What we migrate
Excel and Google Sheets — goals, initiatives, milestones, with column mapping suggested by the assistant. Existing platform projects. Team OKRs from HR by reference, not as a copy. A rollout that requires retyping all of this by hand stops on day two.
What you get
Drafts, not finished objects. Required fields stay empty and the status is “Idea”. The system honestly shows the work is still ahead instead of faking completeness.
How many steps it is
Nine, each with a stated minimum: two vision metrics, three directions with owners, one goal per direction, one initiative per goal, three principles. The wizard can be abandoned at any point and resumed at the same step.
At the end there is no “congratulations, you are done” — there is “64% ready: there are no bets, so the ‘what to stop’ block will not work”.
Four rules the product does not bend
Everything has a reason
Every object answers why it exists by pointing at the object above it. An initiative with no goal is not an initiative.
Everything has an owner
Not a team and not a department, but a named person. Nobody updates an object with no name on it — and that is what decides whether the system stays alive.
Decisions matter more than documents
The system exists not to store plans but to make visible what was decided, why, and what came of it.
The AI does not change strategy on its own
Synapse analyses, forecasts, explains and proposes. Every change is approved by a person.
Your strategy stays yours
An EU company, processing under GDPR. We sign a DPA.
Our infrastructure providers are engaged for locations within the EEA, with any transfer relying on a Chapter V GDPR mechanism.
Permissions are on actions rather than screens. Command Center has no permission system of its own and does not duplicate one.
Early access Soon
Command Center is not on sale yet
There is no price list, and we are not publishing one before the product has launched. What we are doing now is taking companies into early testing: you get the product as it stands, we get to see how it behaves on a real company. We name no launch date.
No level caps goals, initiatives, decisions or risks. Charging for a recorded decision is a reason not to record it — and the company's memory is what the product exists for.
The questions people ask first
How is this different from a strategic-planning system, or a big board in a wiki?
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.
We already have task trackers. Are you replacing them?
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.
What here works before we have filled anything in?
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.
Who is going to fill this in? We have already had one tool like this die.
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.
Will the AI change something in our strategy by itself?
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.
What is this section called inside the application?
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.
What does it cost?
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.
What size of company is it for?
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.
Where does Command Center get its actuals?
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.
Can it be used without the other Sintora products?
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.
Does the AI take decisions instead of a person?
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.
How does strategy carry across years?
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.
Are quarterly and annual cycles and a custom fiscal year supported?
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.
Run the company with the full picture
Strategy, execution, resources, decisions and the company memory — in one Command Center. We will show it on your own goals and bets, not on the demo ones.
Day-to-day execution is coordinated in Projects. A separate product, and it is not on sale yet. Synapse and the shared memory come with every paid platform plan.
Who it is for
One platform. 4 suites.