What we build
Product, not a project
Hosted enterprise software you buy and use, not a consulting engagement wearing a software badge. Private and regulated deployment where the sector demands it.
Enterprise software · Norway
We make big organisations legible to themselves.
Caisibo builds tools that turn the ordinary signals inside a large company into one picture everybody can steer by: what teams are working on, what changed this week, what is in the way. Our product is Gabai.
Fig. 1 · the whole idea
Signal to structure
About us
A small company with one very specific obsession.
Caisibo was started by three people who spent their careers inside large technology organisations, one running product, one running finance, one running engineering. We kept meeting the same problem from three different chairs. The teams knew what they were doing. Leadership knew what mattered. Nobody could see the line between the two without a fortnight of spreadsheet archaeology.
So we built the thing we kept wishing existed, and then we built a company around it. We design, build and run software for organisations that have grown too big to hold in one person's head. We are deliberately small, so the people who build it are the same people who answer your email.
- 01
Reporting should cost minutes.
If a tool needs a week of preparation before anyone can look at it, it is not a management tool. It is a tax that happens to produce slides.
- 02
A picture settles arguments a table cannot.
People debate rows of numbers for an hour. Show them where the capacity actually goes and the conversation moves on to what to do about it.
- 03
The data is yours, and it stays that way.
Open APIs, real exports, private deployment where it is required. We would rather be kept because we are useful than because leaving is painful.
- 04
Fit the rhythm that already exists.
We are not trying to add a ceremony to your calendar. We are trying to make the ones you already sit through worth attending.
What we do
Management software for organisations that run on product teams.
Most large companies have already finished the reorganisation. The teams are in place, the goals are written down, the operating model is on a poster somewhere. What is missing is the instrument panel: something that shows how all that day-to-day work actually adds up, while there is still time to do something about it. That is the software we make.
Who we build for
Twenty to a few hundred teams
Telecom, energy, banking, insurance, the public sector, health, transport, industry and retail. Organisations large enough that nobody can see the whole any more.
Where we work
Nordic first, built to travel
Norway, Sweden and Denmark to begin with, because that is where we know the operating reality best. The product is in English and Norwegian, and made to go further.
How we start
One area, two cycles
We begin in a single product area, run a couple of real reporting cycles, and end with a leadership conversation that has something in it. Then we widen, or we don't.
Our product
Gabai
Where the work actually goes
Gabai turns a short, regular team check-in into a living picture of the organisation: where capacity goes, what has changed since last time, what is blocking progress, and whether any of it is moving the things leadership said mattered most. Teams spend minutes. Leadership gets something worth reading.
Fig. 2 · capacity flow, team to strategy
Middle levels: your names, your structure
On the levels in between
Product teams at one end, strategic goals at the other. Everything between them is yours. You decide how many levels there are, what they are called, and which ones you do not need at all. The example above uses value streams and business units. If your organisation says tribes and areas, or products and portfolios, or divisions and chapters, that is what Gabai says too.
Stakeholder management
Every level gets a status, and it is built from the level below.
A team's status comes from its own check-ins. The level above it is built from the teams underneath, and so on up to the summary an executive reads. The arithmetic is the part people get wrong by hand: totals are summed, shares and attainment are weighted by size, and a dependency shared by two teams is counted once rather than twice.
A status leads with movement rather than prose. Attainment, the capex and opex split, headcount, dependencies and blockers are all shown against the last status and against the start of the quarter, so the change is visible before anyone reads a sentence. Anyone who needs to follow a team, a level or a goal subscribes to it and gets the update in a feed instead of chasing it.
Fig. 3 · the roll-up
Detail thins out as the level rises
Ask Gabai to draft the narrative and it will. Switch that off and the same status still appears, with every chart intact, written by a person or by nobody at all. The visuals are computed from the structured data, never generated by a model.
01 · Check-in
Minutes, not a reporting project
Each team answers a short set of questions per cycle: progress, confidence, priorities that moved, blockers, dependencies, and the split between run and change.
02 · Capacity flow
Follow the capacity all the way up
See capacity travel from a single team through every level you have defined to a strategic goal. Click any point and the picture narrows to what connects to it.
03 · Connected model
Structure that survives reality
Teams, objectives, key results, KPIs and the levels above them stay linked to each other as priorities move, with no re-mapping exercise every quarter.
04 · What changed
Difference, not just status
Every cycle is compared with the one before it, so drift, new risk, stalled goals and quiet reprioritisation surface on their own instead of being discovered late.
05 · Cost in context
Money next to the work it funds
Put spend beside the goals, the levels and the run-versus-change split it is actually paying for, so finance and product can use the same picture.
06 · Open by design
Your tools, and your assistants
REST APIs with scoped machine clients, plus an MCP server, so your own systems and approved AI assistants can read the same governed context without an export ritual.
Single sign-on
Role-based access
Tenant isolation
Audit surfaces
REST API
MCP server
Private deployment
Norwegian and English
People
Three founders, three chairs, one problem.
Between us we have run product organisations, signed off their budgets and built the platforms underneath them. Gabai is the tool we each wanted from a different side of the same table.
Martin Guldvog
CEO & co-founder
Technology and product leader. Has built business-critical platforms and scaled autonomous teams, and spent enough years explaining to a leadership group where the capacity went to want a better answer than a spreadsheet.
Stian Hilton
CFO & co-founder
Finance and business control. More than a decade steering technology investment and portfolio economics in complicated organisations. The one who asks what a number is actually made of before anyone builds a plan on it.
Ola Falck Sprauten
CTO & co-founder
Twenty-five years of software development, architecture and platform work. Modernises complicated system landscapes without breaking the things people depend on, and keeps the technical risk boring.
Contact
Say hello.
Want a walkthrough of Gabai, wondering whether it fits your organisation, or just want to compare notes on running a product model at scale? Write to us. A founder answers.
hello@caisibo.no