Most companies treat their competitive landscape as a secret. We don't. We're building Zontally in the open, and that includes being honest about where we sit in the market.
Here's how we see it.
CRM. ERP. HRIS. Service management. Project management. Work management.
These are systems of record — purpose-built platforms that run specific functions of your business. They're good at what they do, and your teams depend on them.
Zontally is not trying to replace any of them.
We sit above these systems. We connect strategic intent to execution reality — bridging the gap between what leadership decides and what actually happens across every team, function, and tool.
When a company invests in Salesforce, SAP, Workday, Jira, or ServiceNow, they're building operational capability. Zontally multiplies the value of those investments by making the strategic context visible — connecting the work happening inside those systems to the outcomes the organisation is trying to achieve.
Your CRM tracks pipeline. We show how pipeline performance connects to strategic growth objectives.
Your project tools track tasks. We show how those tasks ladder up to the initiatives that matter.
Your HRIS manages people. We show how team capacity aligns to strategic priorities.
Better together, not instead of.
We actively want to become integration partners with the platforms your organisation already runs. The more connected Zontally is to your existing technology stack, the more valuable we all become — for you.
If you're a technology vendor and this resonates, we'd love to talk.
There are companies building in the strategy execution space — platforms that, like us, are trying to close the gap between strategy and delivery. These are our direct competitors.
We respect them immensely.
Building in this space is hard. The companies doing it are solving a real problem, and many of them have been at it longer than we have. We study their work. We learn from their approaches. And we believe their existence makes us sharper.
Competition is good for customers. Full stop.
It drives innovation. It keeps pricing honest. It forces every player to earn their place rather than coast on incumbency. When multiple companies are pushing to solve the same problem, customers get better products, faster.
We don't win by tearing down competitors. We win by building something genuinely better for the organisations we serve — leaders navigating complexity at companies with 500 to 2,000 people who need strategic clarity without enterprise overhead.
We're not going to pretend we're the only option. But we do believe our approach is distinctive:
We commit to competing honestly:
If we're being honest, our biggest competitor isn't another platform.
It's the absence of a system altogether.
Most organisations manage strategy execution through a patchwork of PowerPoint decks, SharePoint folders, email chains, and hope. The status quo isn't a competing product — it's no product at all.
That's the gap we're here to close. And there's room for more than one company to help.
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