Know what the records establish.
Distinguish an offer from an award, an award from a receipt, and proposed staffing from confirmed capacity.
Weaver 0.9 · Nonprofit prototype
The daily operating system
for nonprofit leadership.
Weaver connects your financial and program records with plans, meetings and team commitments so leaders can see what needs attention, understand the constraints and move the work forward. Assess funding choices alongside the daily decisions that keep your mission operating well.
Prototype 0.9 · Email-verified access · Fictional records · Human decisions
WORK / ILLUSTRATIVE 30-PLACE EXPANSION
A new grant.
A shared commitment.
Can we accept this opportunity without promising more than we can deliver?
Grant offer$300kNot a cash receipt
Full cost$360k$60k remains unfunded
Delivery gap24 places30 proposed; 6 available
Prepare a phased response. Review funding restrictions, the reserve floor, and confirmed delivery capacity before committing.
FFinance→PPrograms→DDevelopment
Same question. Current evidence. Named owners.Open the workflow →
Financial & operational evidenceAuthorized organizational contextDecision DNAReview & follow-through
A visual guide to the workspace
See how the pieces fit together.
Eight pages explain the five main workspace areas, named responsibilities, connected reports and grant package readiness, with separate Reference and Admin guidance. The screenshots come from the current fictional nonprofit workspace.
Open the visual guide →
Simplicity in engagement
The context stays connected.
Your starting point stays clear.
Start each day with what changed, which work needs attention and where leadership can unblock delivery. One standard view brings the next contribution into focus. Use Explore context for the supporting documents, calculations, assumptions or history.
- 01
Know what needs attention
Today ranks the matters relevant to your responsibilities and shows recorded changes, urgency and the next contribution.
- 02
Resolve the operating constraint
Connect workloads, costs, service demand and handoffs. Compare adjustments before making another commitment.
- 03
Make the decision yours
See completed steps, blockers and the next owner. Keep preparation, independent review, approval and receiving acceptance distinct.
- 04
Check that delivery improves
Follow accepted work and review outcomes over the week. Keep the evidence and decision history connected.
How the evidence reaches the decision
A clear question.
A traceable basis for the answer.
Financial and operational records establish quantities and constraints. Authorized conversations, meetings, documents and plans supply context. Weaver brings the permitted evidence into a cited draft, with missing information and competing explanations kept visible.
- 01
Scope the question
Identify the decision, current role and work that needs review.
- 02
Check the rights
Limit retrieval to the current organization, source permissions and exact work scope.
- 03
Retrieve the evidence
Bring the relevant permitted records and organizational context together.
- 04
Assess the gaps
Check source versions, missing conditions and conflicting evidence before constructing context.
- 05
Prepare a cited draft
Keep recorded facts, calculations, assumptions and provisional interpretation distinct.
- 06
Keep the decision human
Assigned people review, decide and accept the exact scope. A generated draft grants no authority.
See the Agentic RAG architecture and current implementation scope
The current synthetic demonstration uses one fixed permitted-case retrieval adapter and a bounded response check. It does not autonomously choose arbitrary tools, browse mailboxes or connect client systems. Additional approved retrieval tools and adaptive search are future implementation and qualification work; an agent cannot relax permissions to fill a gap.
Decision DNA
Your organization’s context.
Visible where it matters.
A strategic plan describes your direction. A meeting records a condition. An email changes the requested scope. Decision DNA interprets permitted evidence through six business lenses, so your team can examine how the organization approaches a decision and where requirements may pull in different directions.
See the meaning behind the change.
Inspect permitted emails, meeting records, documents, and strategy alongside the financial and operational evidence.
Question the reading before relying on it.
Inspect the exact source version, alternative explanation and limits behind a finding. A prepared interpretation does not approve a decision, change authority or become an employee score.
- Risk posture
- Evidence tolerance
- Authority concentration
- Change absorption
- Growth versus protection
- Capital discipline
In the demonstration, a versioned authored assessment connects the fictional corpus to six positions and shaded interpretive confidence bands. Read the organizational narrative, then follow each lens to its source originals, exact versions and alternatives. The bands express interpretive uncertainty, not statistical confidence. A changed or unavailable source can withdraw a prepared finding. Organizational approval and recurring pattern learning remain separate.
See how organizational evidence becomes Decision DNA
REACH supplies five background questions: Resilience, Engagement, Adaptability, Creativity and Information Horizon. Tension Position and eight categorical Tension Quality readings are considered separately. These describe the permitted work and its context; they do not establish personality traits.
Individuals can state optional working preferences to guide engagement. Those preferences are separate from shared Decision DNA and confer no access or decision authority. Private preparation and personal chat histories do not become a shared organizational corpus. Further automation of individual style assessment or organizational learning requires its own evidence, permissions and review.
One connected leadership workspace
Manage the mission.
Keep the work connected.
Finance, Programs, Development, Operations, People, Marketing and executive leadership share a common decision record. Each person starts with their own responsibilities, while the team can see how the work connects.
Clarity for today.
Context for what comes next.
- Today: priorities shaped by your responsibilities, urgency and dependencies.
- Work: your named contribution within shared decisions, meeting preparation and commitments. Supporting tools retain the decision and a direct return.
- Grants: compare mission fit, competitiveness and application effort, then draft and repair the exact submission.
- Reports & analysis: six connected business areas with trends, source records and the decisions they affect.
- Reference: documents, organization responsibilities and Decision DNA with its six lenses and supporting evidence.
- Admin: separate setup for people, responsibilities and approvals, and data and AI settings.
What needs attention?
Who moves it forward?
Compare options, inspect the supporting context and follow a decision through review, assigned ownership and an observed outcome.
Weaver is designed to work with your accounting, fundraising and program systems. The current demonstration uses fictional records across twelve workflows and seven departmental experiences. Connecting your systems and qualifying production use are part of a scoped implementation.
Decisions stay with authorized people. The demonstration does not execute financial transactions, send organizational communications or make personnel decisions.
Implemented by Nashville Analytics
Start with your workflow.
Build on your strengths.
Our team brings nonprofit executive and operating experience alongside data engineering, architecture, software development and AI. James Suh, Mike Rossi and Jennifer Hill bring nonprofit leadership and sector experience, with Kai Chang contributing nonprofit and AI expertise. Nashville Analytics technical delivery is led by Holden Penley. We connect financial, CRM, grants and program data to the decisions the organization needs to make. Jennifer has expressed interest in participating; formal Weaver roles remain to be agreed.
Agree on a decision
Choose a recurring question, the people involved, and a useful output.
Set the boundaries
Approve the organization, roles, source permissions, and processing route before connecting client information.
Test with real people
Validate the workflow, evidence, handoffs, and usability with the intended team.
Expand deliberately
Add qualified capabilities as the team demonstrates value and confidence.
A clearer next decision
Bring us a decision your team
needs to make together.
Explore the synthetic workspace, then discuss a bounded implementation around your organization’s systems and responsibilities.