Project Management Software for SaaS Companies in Bengaluru
Bengaluru didn't just build India's IT services industry, it built the country's product companies too. ShipSprint is built for the ones selling subscriptions, not billable hours.
The city that builds the product, not just the project
Whitefield and the corridor around it host plenty of services floors billing clients by the hour, but scattered among them, increasingly in the same buildings, are Bengaluru's homegrown SaaS companies: teams that own a product, carry their own roadmap, and answer to renewing customers rather than a statement of work. That's a genuinely different kind of pressure. A services team's worst case is an unhappy client. A SaaS company's worst case is quiet churn nobody flagged until the renewal number came in lower than last quarter's.
The trouble in a subscription business rarely starts as one big failure. It starts as engineering, product and go-to-market each running their own version of "the roadmap": engineering's sprint board says one thing, the pitch a salesperson made to a prospect last week says another, and the changelog marketing wants to publish is still catching up to both. Nobody's lying, they're just reading from different documents that were never actually the same document.
It shows up worse at the support boundary. A paying customer flags a bug, support triages it, engineering picks it up weeks later as an unlabeled ticket, and by the time it ships, nothing connects the fix back to the account that asked for it, or tells that customer their renewal-quarter complaint actually got resolved. The work happened. The story around it didn't survive the handoff.
What actually connects engineering to the customer
None of this asks a product team to adopt a services company's vocabulary, or the other way round.
Branches move cards, merged pull requests close them, and burndown and cycle-time analytics come from the same activity, so the board reflects the codebase instead of drifting a sprint behind it.
Delivery forecasts are calculated from the team's own measured velocity as sprints complete, so a feature slipping behind its promised release date shows up weeks early, not the week a customer asks where it went.
A bug report from a customer lands in the triage inbox and becomes a task on the engineering board without losing the thread back to who asked for it, so a fix is traceable to the account it was meant for.
Engineering, HR, marketing and operations each get their own templates and vocabulary on the same account, so a launch checklist and a sprint board sit in one place instead of two disconnected tools.
Decisions live next to the work they affect, with page history, and any sentence on a page can become a task, so a product spec doesn't quietly diverge from what engineering actually builds.
Distributed across a city built on interruption
Traffic and distance around Bengaluru's tech corridor turn a two-minute question into a twenty-minute round trip, and most SaaS teams here already split people across Whitefield, other parts of the city, and home on any given day. A subscription business can't afford a support-to-engineering handoff that depends on catching the right person at their desk: a card's position on the board is the status, a blocker gets raised with one tap and routes with context attached, and capacity planning accounts for approved leave so a release date isn't quietly staffed by someone who's actually out that week.
Billing runs in rupees with GST-compliant invoices, from a company, Quantuva Technologies Pvt. Ltd., registered in Hyderabad, so a Bengaluru SaaS founder isn't managing a vendor relationship on someone else's currency and someone else's business hours.
Questions from Bengaluru SaaS teams
Yes. Billing is in rupees with GST-compliant invoices, and annual billing is available. Prices exclude applicable taxes.
No, it sits on top of it. Branches move cards across the board and merged pull requests close them, with burndown and cycle-time analytics generated from that activity, so engineering keeps working in GitHub while product and the rest of the company see the same board.
No. There are no screenshots, no keystroke logging and no activity tracking, only work outcomes: what shipped and the hours the person logged themselves. Scorecards are leave-adjusted and visible to the person they describe.
Free covers up to five users and two projects, permanently. Team is ₹299 per user per month, or ₹2,899 per year, up to 40 users. Business is ₹599 per user per month, or ₹6,499 per year, and adds forecasts, scorecards, the owner command center and SSO. Full detail is on the pricing page.
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