Every company runs projects. Tyger Foundry answers the four questions each one raises — scope, schedule, cost and profit — on one platform, from one data model, with one definition of every number.
Built, deployed and demonstrable. This version manages projects, not operations.
Your tools can already tell you what was budgeted, spent and scheduled. The harder job is putting scope, schedule, cost and profit side by side, defined the same way, so a status meeting argues about the work instead of about whose spreadsheet is right.
Change requests, approvals and scope drift tracked against the baseline — not buried in email.
Milestones and dependencies against plan, with the delay named rather than implied by a red dot.
A commitment ladder from allocated to paid, with forecast at completion on more than a hunch.
The margin you planned versus the margin you're tracking to — the number most systems never show.
Every finished project was priced at a margin and returned a different one. That distance is the most commercially important figure you produce — and it's almost never displayed.
A raw league table mostly ranks who was handed the hardest work — and once people notice, they stop entering honest data.
A number is only alarming relative to something. Most reporting hands you a trend line and leaves the judgment to whoever is looking.
An internal review of fifteen products in September 2026 found three of our analytics capabilities shipped as named features in none of them. It's the one page a buyer can't line up against a competitor.
Projects, budgets, change programs, grants and procurement are views onto the same data. A sponsor asking how the work is going gets one answer, not three from three tools.
One written definition per measure, stored in the product and editable by you, used by every view that quotes it. Two people building the same report get the same number.
Where a figure isn't computed, the page says so rather than filling the gap with a zero. Where our analytics aren't yet reconciled to your finance ledger, the screen tells you.
A delivery leader, a change manager and a founder never do the same arithmetic. One product carries several independent price defenses instead of competing on a single axis.
We'll run these cuts against a slice of your own completed projects — not our demo data. If the answers are dull, that's worth knowing early, and we'll say so.
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