Strategy and delivery
Strategy made trackable, and the delivery work that serves it. Plans cascade to objectives with measures and readings; projects carry sponsors, budgets and milestones; products have releases; delivery runs in epics, work items and sprints — all pointing at the same outcomes, owned by the same people.
Written for the people who carry this
The executive team
The strategy is a document. Objectives have no owners, measures have no readings, and the quarterly review reconstructs progress from memory.
The PMO
Projects are reported in a deck assembled from six trackers. The sponsor, the budget and the milestones are in three places that disagree.
The product and delivery leads
Epics aim at nothing in particular. Work is tracked in a tool that has never heard of the product release or the objective it was meant to serve.
4 apps, one model underneath
Strategic planning
Strategy made trackable: plans, the objectives that cascade from them, the measures that say whether an objective is being met, and the readings taken against those measures. Use it so a strategy document turns into something with owners, numbers and a review rhythm.
Strategy plans · objectives · measures · measure readings
Project management
Projects and their tasks: who sponsors each project, what it is expected to cost, the milestones it has committed to, and how delivery is tracking. Use it for the reporting layer of project work rather than as a scheduling tool.
Projects · tasks
Product planning
Products and their releases: what you are building, who owns it, and what is planned to ship when. It gives delivery work a destination — an epic aimed at a release rather than at nothing in particular.
Products · releases
Delivery
Agile delivery: epics, work items and sprints. Epics carry the outcome being pursued, work items the individual pieces with their acceptance criteria, and sprints the timeboxes they are done in.
Epics · work items · sprints
How it connects. Strategic objectives can reference the risks that threaten them (governance). Project milestones and recurring reviews raise tasks through the platform.
An objective, a project, an epic and a sprint agree on what they are for.
A strategic objective on Zubl is a record with an owner and a measure. Projects and epics point at it. Releases give delivery a destination. The same organisation tree scopes what each division sees of the plan, and the same people list names every sponsor and owner — so the roll-up to the executive view is a question, not a deck.
Extend these apps, or build the one you need.
Every app here is open to extension on the same licence: a field, a lifecycle state, a link to a record in another family, a rule. Additions sit beside our definition and survive every upgrade.
And if the register your organisation needs is not here, describe it to the AI builder. It arrives governed — same access engine, same audit trail, same reports — because those belong to the platform, not to the app.
Every family is included on every plan
Governance, risk and compliance
Entities, delegations, risk, obligations, incidents, sensitive registers, insurance, audit and policy — on one model of the organisation.
Legal and contracts
The agreements in force and the obligations inside them — after signature, where the commitments have to be met.
Operations
Assets, items, customers and suppliers, expenses and travel — the operational registers that feed finance and usually live in five systems.
Finance
The chart of accounts, dimensions, periods and journal that operational apps post into — foundations, stated honestly as foundations.
People
The workforce register: who works for you, on what terms, doing which job — employees, contractors, agency and supplied workers, secondees, affiliates — with the evidence employment law expects.
Community services
Volunteers and supporters, for not-for-profits: the people who give time and the people who give money, as relationships on the same people list — not two more lists.
We're working with design partners now.
A small number of organisations shaping the first release, in exchange for early access, direct influence over what ships next, and pricing that reflects the risk of going first.