ISO 27001Next quarter
your first capacity trade-off, not in 18 months.
Everything your teams could deliver,
visible at last.
The AirSaas capacity view shows what your teams can genuinely produce, quarter by quarter. Enough to stop what will not hold, reallocate the capacity that frees up, and deliver more value without hiring.
Already adopted by 100+ CIOs of mid-market companies and large groups
Kiabi · Valrhona · Leroy Merlin
Visual coming soon · Product screenshot
The capacity view: workload by team, one team in red at 130%, the impact of postponing a project.
Painless setup
you send us your files, we deliver the portfolio.
Free exit at 3 months
if the ritual does not take, you walk away at no cost.
A third more projects delivered
with informed trade-offs.
15% of capacity recovered
your teams will thank you.
80% fewer meetings
teams aligned asynchronously.
The questions you ask yourself before launching your projects
Could we take on more projects next quarter?
Should we hire, and on which team?
How much overload do we accept, and for how long?
Stop going on gut feel. The capacity view answers those questions, by team and across the whole organization.
Capacity blindness costs 15% of the project budget.
With no visible real capacity, three mechanisms kick in — always the same ones.
You say yes to everything
Requests come in, nobody sees the wall, everything gets accepted. Teams climb to 130% on paper.
Everything slips at once
At 130%, no single project is at fault, but they all move in slow motion. Timelines drift with nobody to blame.
IT takes the blame as the bottleneck
With no proof, saying no is impossible. IT absorbs it, and IT is who gets blamed when it overflows.
“We would rather have a capacity plan that is approximately right than one that is precisely wrong.”
The AirSaas product stance
The scenarios
Find the scenario every team can hold
What limits the build is the real capacity of the teams. AirSaas makes it visible and workable, so you can decide in the room instead of discovering the drift after the fact.
Find the scenario that works
Arrange the projects and see the impact on each team, right up to the scenario they can all hold.
Include, exclude, move projects on the timeline
Real-time view of the impact on workload
PDF export of the scenarios for the committee
Estimating at deliverable level: no need to go down to micro detail. A t-shirt size at deliverable level is enough for a good estimate of the time needed.
The time scale that makes sense: by quarter, by half-year or over the length of your PI. A macro view, closer to your reality than a week-by-week capacity plan that is impossible to hold.
Visual coming soon · Product GIF
Dragging and dropping a project, with team workload recalculating live.
Capacity is not one more view. It is the wall that makes the trade-off possible.
Everyone holds prioritization committees. Almost nobody brings the one piece of data that makes the decision real: what the teams can actually produce over the period. Without it, priorities pile up and the trade-off is just an opinion dressed better than the others.
That is why capacity is the core building block of AirSaas, not one feature among many. Once it is on the committee's screen, the nature of the conversation changes: you no longer ask whether a project is important, you look at what it displaces. And IT stops being the bottleneck and becomes the arbiter.
The indicators that change things
Far more than a workload figure: the real steering signals.
The capacity view is not just an overload thermometer. It gives you the indicators that arm your decisions and your budget discussions.
The backlog from the previous quarter: what was committed and not delivered, rolled into the current quarter. You see the delivery debt piling up, instead of letting it slide in silence.
The view across the year: project the coming quarters and pinpoint the ones that will be bottlenecks. Quarter by quarter, you know what can be done and what will not fit.
Bottleneck teams, identified: which teams are the blocker? The view shows it in black and white. A concrete argument for going after budget or reinforcement exactly where it is genuinely needed.
Visual coming soon · Product screenshot
The capacity view: backlog from the previous quarter, workload by team across 4 quarters, bottleneck teams highlighted. Realistic data.
Just because it fits across the year does not mean it fits in the quarter.
This is the classic trap of annual planning: over twelve months, everything seems to hold. But projects are not lived by the year, they are lived quarter by quarter, with holidays, peaks and dependencies. A plan that works on an annual average but blows up in Q2 is not a plan, it is a wish.
Quarterly capacity forces that clarity: the point is not to replace the detailed plan managers keep over three or four weeks, but to focus the whole organization on what is genuinely feasible within a quarter. It is also what makes budget building reliable: you no longer vote a budget on a theoretical annual capacity, but on a capacity verified quarter by quarter. And when a team is a bottleneck over time, you have the quantified proof to decide: reinforce, postpone, or let go.
The numbers measured at our customers
130%
the real workload of teams that nobody could see on paper. AirSaas makes it visible before you say yes.
+/- 10%
the accuracy of a t-shirt-size capacity plan: right enough to decide, without planning to death.
30%
of capacity freed up and reinvested in the priority projects, by making trade-offs on the long tail.
Before / after AirSaas
Without AirSaas
1
A person-level capacity plan in Excel, redone every week, wrong two days later
2
Teams at 130% on paper, and nobody sees it coming
3
Saying yes without knowing what it displaces
With AirSaas
1
A macro capacity plan by team, live, held to the quarter
2
Overload in red, before it blows out your timelines
3
Move a project and see the impact recalculated live
KIABIVALRHONALEROY MERLINCHIESIINTUISGT SOLUTIONS
“We finally have a clear answer to the question: can we do these projects? The conversation with the business has changed in nature.”
CIO, mid-market manufacturer
100%
of projects launched with verified capacity
They steer their portfolio with AirSaas
Full case studies on the customer stories page.
“The teams knew perfectly well they were overloaded. Thanks to the Quarter Plan, they could put a number on it.”
Sébastien LouyotIndustry
CommunicationsHeadcount
2,800“We narrowed the priority projects down considerably, to stand a chance of seeing them through.”
Laurent CittonIndustry
EnergyHeadcount
1,300“We can pass the ball back to the business, so that it owns the prioritization, based on our real capacity to deliver.”
Émilie LecartIndustry
HospitalityHeadcount
4,750Want to try it?
A 30-minute demo on your own context. We show you, you judge.
about capacity by team Your questions
The whole point is to split teams properly, by grouping homogeneous skills: marketing data, IT security, IT data, and so on.
Yes. And if you have a more precise estimate of the time a deliverable needs, you can enter it directly.
That is up to you. The quarter works well because it lines up with the organization's own financial and commercial rhythm.
You break them into deliverables. That lets you measure progress and re-prioritize what needs doing at each cycle.
Yes, to know what is possible at macro level: that is what top management lacks in order to decide. You can then run a person-level capacity plan over 2 to 3 months, no more.
The initial setup takes a few weeks, and the learning happens as you go. The first cycle is often imperfect; by the second quarter, the benefits are visible.
See what AirSaas would change for you.
A 30-minute demo on your own context. We show you the ritual, you judge.