Cut your meetings in half.
Launch twice as fast.
Keep the same team.
Go to market 2x faster while bridging the gap between product, marketing and sales. Nova is the operations and cross-functional collaboration software where your product process runs — owners, dates, approvals and stakeholder feedback built into the work. AI takes the PRDs, competitive maps and ticket specs so your team spends its time on customers and strategy.
Free plan available · No credit card · Built with 200+ teams over 8 years
Here are some ideas
Meet Nova AI,
your Head of Internal Operations.
Nova AI builds the process for the work that crosses into engineering, marketing and sales — the steps, who leads each one, which stakeholders have to weigh in, and when.
Then it creates the space where those teams actually show up: the discovery review, the early feedback round, the approval, the go-to-market and launch plan — each one with the best practices for getting it right.
Getting engineering, marketing and sales to engage early is usually the hard part. Here it’s a step with their name on it, so feedback arrives while the solution is still cheap to change and launches stop waiting on one person to chase everyone.
This is what you get:
You describe it. Nova builds the process.
Say what needs to happen — an annual roadmap, a feature from definition to launch, a quarterly capitalization review — and it becomes a path of steps, each with an owner, the input it needs and a clear finish.
Every function pulled in at its own step
Engineering, design, marketing, sales, legal and finance are assigned inside the process, pulled in when it’s their turn instead of cc’d on all of it.
Go-to-market velocity, not go-to-meeting velocity
Feature requirements move to mockups, into the engineering pipeline and out to adoption without a coordination meeting between each stage. Product teams using Nova report 2x to 8x more velocity within six months.
Requirements stop waiting in someone’s inbox
Who decides, by when, and what happens next is set once — inside the process. The deadlines, reminders and follow-ups come from there, not from you.
Get sales and product to work together
Cross-functional collaboration software means the handoff between revenue and product is a step someone owns: sales feeds the field back in, product commits to what’s real, and both see the same roadmap.
Risks and costly ideas surface early, not at launch
Structured input from stakeholders happens while the solution is still cheap to change — not in the review where someone finally says the quiet part out loud.
AI does the PRD. Your team does the customer.
PRDs, competitive maps and ticket specs get assigned to AI, following your standards. Your team gets that time back for customer validation and business strategy.
Audit-ready capitalization, decided before development starts
CAR/CER reviews run as a process with the right approvals recorded and dated — so initiatives are tagged capitalizable before engineering starts, and the trail holds up later.
The processes a product org
runs every year — already built.
| Process | Department | Cadence | Collaboration | |
|---|---|---|---|---|
| Product Roadmap | Product | Annual | JEAMCross-functional | View process |
| Capitalization Roadmap (CAR/CER) | Product · Finance | Annual | JFACross-functional | View process |
| Product Initiative → Launch | Product · Engineering | On hook | JDMCross-functional | View process |
| User Story Mapping | Product · Engineering | On hook | DSAssignees | View process |
| Stakeholder Discussion | Product · Revenue | On hook | SJMCross-functional | View process |
| Feedback Session | Product · Marketing | On hook | ERAssignees | View process |
| Team Onboarding & Training | Product · People | On hook | LJAssignees | View process |
| Manager's Toolkit — 1:1s, reviews, priorities | Product Management | Recurring | CRManagement | View process |
What changes when the product process lives in the work.
The roadmap stops being a slide and starts being a path.
Build the annual roadmap process in minutes: this year’s key initiatives, the strategic rationale behind each one, and the sessions where the rest of the company hears it and responds. Change it as you learn, and the change is live the next time it runs.
Every part of the process has a clear owner.
Nova sits above your ticket tool — development work stays in Jira or wherever your team already tracks it. What Nova gives each phase is a named lead and defined collaborators: marketing knows where their work starts and ends, stakeholders know what’s expected of them at each phase, and nobody is waiting on a decision they didn’t know they owned.
20–60% fewer meetings — and risks caught while they’re still cheap.
Feedback and stakeholder discussions run async and structured: everyone reads the same context, adds their input in their own time, and signs off without a calendar invite. Teams typically cut 20–60% of their meetings this way — and because every stakeholder actually responds instead of half of them staying quiet in a call, gaps, risks and expensive mistakes surface early, in writing, while they still cost nothing to fix.
The handoff to engineering, marketing and sales happens inside the work.
When engineering needs the requirement clarified, marketing needs the launch date, or sales needs product’s sign-off, it’s a step someone owns — not a DM thread nobody checks. That is what cross-functional collaboration software is supposed to mean.
Capitalizable before development starts — and provable afterwards.
For public companies, the CAR/CER roadmap runs as a process: the review, the approval, the owner and the date are recorded before engineering picks the work up. When audit season arrives, the trail is already there.
New hires find their feet in week one, not month two.
New product hires open the same processes everyone else works in — welcome session, training, how your team actually runs — and you can see what they’ve completed and what they still have to read or watch.
AI works alongside the team, in real time.
PRDs, competitive maps and first-draft ticket specs are assigned to AI, following your company’s standards and best practices. It hands the draft to a person for judgement — in the same place the rest of the work lives — so the team’s time goes to customer validation and strategy.
The retro, the 1:1 and the priority meeting happen whether or not you remember them.
Team retros, monthly priority discussions, 1:1s, performance reviews and career-path conversations live in Nova and run on their own schedule, prepared in advance and with notes kept.
Stop being the integration layer.
Here's what actually changes.
When the process carries the coordination between product, engineering, marketing and revenue, the ordinary quarter starts to look different.
What happens when leaders stop being the glue
"We went from being stuck — with me having to be everywhere and overworking — to I'm working part-time and we opened a new office. What Nova gave me is time back to think, to grow, to achieve."
"It made my team proactive. They could start a project, move to next steps, and not wait for me. We also use it to gather feedback from clients async — it's helped us move things faster and given the team confidence to take ownership and initiative."
Pick something your product org already does — and run it better.
These are built and ready. Open one, assign the people it needs, adjust a few steps, and run it this week.
Product Roadmap
Agree this year’s key initiatives, capture the strategic rationale behind each one, and run the sessions that present it to the rest of the departments — so alignment is a step in the process, not a hope.
Start with this processCapitalization Roadmap (CAR/CER)
Built for public companies: get initiatives reviewed, approved and tagged as capitalizable before development work starts, with owners, approvals and dates recorded as you go.
Start with this processProduct Initiative → Launch
Take one initiative from defining the solution through requirements, mockups, engineering handoff and launch — with stakeholder input and risks surfaced while changes are still cheap.
Start with this processManager’s Toolkit
One place to set up 1:1s, performance reviews, annual goals and habits, and team rituals like the monthly priority discussion — recurring, prepared, and with notes kept.
Start with this processTeam Onboarding & Training
Welcome session, training and how your team actually works — make a few adjustments and it’s ready. You keep visibility on what a new hire has done and what they still have to read or watch.
Start with this processStakeholder Discussion
Lead a stakeholder discussion where every voice is heard — live or fully async. Structured so gaps and risks come out early and nobody leaves unsure what was decided.
Start with this processJob Scorecard
Define what great looks like in a role before you hire for it — outcomes, competencies and the bar you’ll actually measure against.
Start with this processUser Story Mapping
Map the user journey with engineering and design together, slice it into releasable work, and leave with a shared view of what’s in the first cut.
Start with this processThree short walkthroughs, straight from the product.
Straight answers, before you ask.
Nova is an operations and cross-functional collaboration platform. It focuses on the processes that set your team, your stakeholders, your clients and AI up to work together and succeed.
Unlike task management tools, Nova isn’t built around tasks. It’s built around the process: helping teams make better decisions, follow best practices, gather feedback, get approvals on time, and set the work sessions where progress and decisions actually happen.
Product teams in companies globally use it because their work depends on other people. Nova makes getting stakeholder feedback — and closing the gap between product and the rest of the business — a structured part of the work instead of something someone has to chase.
No. Jira stays the source of truth for your development team, and every priority set for developers should live there.
Nova is the layer above it — where product managers think through a problem and an idea, set the initial requirements, gather feedback from stakeholders and developers, collaborate with design, train customer success and sales, and set the go-to-market strategy across departments: meetings, feedback sessions, action plans, discussion whiteboards and recurring team retros.
We have a set standard for where Jira starts and ends, and how to implement it alongside Nova — including how to stop accumulating a thousand fossil tickets nobody will ever close.
No. Most product leaders don’t have a spare quarter to redesign how four departments work together. If you’d rather not do it yourself, our team sets it up with you — adapted to your roadmap cycle, your approval chain and your stack.
Nova is a growth-stage investment for product organisations inside companies of 30–500+ people, where the work between Product, Engineering, Marketing and Revenue has become the ceiling. It’s probably not the right fit if:
If that’s you today — bookmark us. When the work between product and everyone else becomes the thing slowing you down, that’s when we should talk.
The Product Leader’s Operating Manual: Initiatives, Roadmap, Rituals, People, CapEx
Product teams rarely fail at ideas. They fail at the joints — the handoffs where knowledge is supposed to move between people and quietly doesn’t.
The good news, and I mean this: this is one of the most solvable problems in product. Not easy. Solvable. And the change is fast, because you’re not changing people. You’re changing the conditions they work in.
Behaviour follows structure.
Every quarter you wait, the roadmap gets re-interpreted, the handoffs get missed, and your best PMs spend their week writing documents instead of talking to customers.
That ends now.
Start free and set it up yourself, or get paired with an implementation coach who’ll adapt Nova to how your product org actually runs — and stay with you until it sticks.
Free plan available · No credit card · Implementation support included
Approved as capitalizable. Make the scope change engineering asked for and move forward — no need to wait on me. Loop in marketing for the launch plan.