The jobs your organization needs done — continuously.
Each of these starts from the same place: an understanding of your organization. That is why Atlas surfaces a short list of things that matter instead of a long list of things that happened.
Find opportunities before others do
The signals that point to a new customer or deal are scattered and easy to miss.
- Atlas understands
- Your ideal customers, offerings, territories and past pursuits.
- Atlas surfaces
- Companies whose circumstances just changed in a way that fits you.
- You get
- Prioritized outreach with the reason, the evidence and the best route in.
Understand what competitors are doing
Competitive moves surface as noise long before they read as strategy.
- Atlas understands
- Who you compete with, where, and on what.
- Atlas surfaces
- Patterns across hiring, partnerships, pricing and announcements.
- You get
- A briefing on what the move means for your position, and options in response.
Track markets and regulation
A new rule or market shift matters enormously to some organizations and not at all to others.
- Atlas understands
- Which rules, regions and markets your business actually depends on.
- Atlas surfaces
- Only the changes that affect your products, customers or obligations.
- You get
- What changes for you, by when, and who should own the response.
Monitor customers, partners and portfolio
Important changes at the companies you depend on arrive late, or not at all.
- Atlas understands
- Your accounts, partners and holdings — and what you expect from each.
- Atlas surfaces
- Risk and opportunity: leadership changes, financing, expansion, distress.
- You get
- An early prompt to the owner of the relationship, with context attached.
Prepare better decisions
Decisions are made on whatever evidence was easiest to gather in time.
- Atlas understands
- The decision, its history, and what similar decisions led to.
- Atlas surfaces
- The evidence for and against, with sources and confidence shown.
- You get
- A prepared recommendation that a person reviews, changes or approves.
Preserve what the organization learns
Knowledge leaves with people, and the same lessons are learned twice.
- Atlas understands
- What was decided, why, and what happened next.
- Atlas surfaces
- Past experience the moment a new situation makes it relevant again.
- You get
- The organization starts each decision from what it already knows.
The same development, read for each organization.
Atlas does not hand everyone the same alert. It works out what a change means for you.
Context changes the answer
One event: a mid-market software company is acquired by a larger platform.
What it means for a supplier
Procurement is likely to consolidate onto the acquirer’s vendor list within a year.
Recommended move
Secure a renewal and an executive relationship at the acquirer before consolidation begins.
A search asks once. A feed gives you everything. A Watch keeps looking.
Every job above runs on Watches: standing instructions that keep looking for what matters and bring something forward only when the evidence warrants it.
Search
Answers a question — now.
You have to know to ask, and ask again tomorrow. Nothing persists.
Feed
Gives you everything.
The filtering is yours to do, continuously, forever. Volume is the product.
Watch
Looks for what matters — continuously.
A standing instruction that surfaces something only when the evidence warrants your attention.
What a watch can be pointed at
- A development changes our investment thesis in a sector we hold.
- A competitor makes a move that affects a portfolio company.
- A regulatory shift creates — or closes — a window of opportunity.
- Someone in my network changes roles or starts something new.Vision
- Research appears that actually advances a project I am working on.Vision
- A decision I have been deferring becomes time-sensitive.Vision
A Watch, surfacing one consequential development
A portfolio-company competitor announces a senior executive departure.
That executive led the competitor's largest strategic initiative.
Atlas already holds that this competitor was identified as the portfolio company's principal threat.
Competitive dynamics in the segment may be changing.
Surface to the investment team responsible for the position.
Atlas does not merely find information. It determines why information may matter to this institution.