Is Easylim suitable for multiple departments?

Yes, you can create separate workspaces for each business area or department.

How can I track employee performance?

The system provides dashboards with analytics for tasks, time, and productivity of each team member.

Can Easylim integrate with other tools?

Yes, all available integrations are listed on the 'Integrations' tab.

How secure are my company’s data?

Easylim uses enterprise-grade encryption and cloud storage in certified data centers.

All segments

Mid-market

Control All Processes Easily and Without Chaos

Easylim helps teams of 10 to 50 people manage projects, clients, and business areas efficiently in one place — no extra meetings or confusion.

Built for

Marketing agencies 10–50
IT departments
Service companies
Production studios

Try for free See pricing

By the numbers

−40%

time on coordination

customer data

business lines in one place

Easylim CRM

100%

team-load visibility

2025 survey

Capabilities

Everything your team needs — already inside

Tools that help maintain focus, coordination, and the overall productivity of your team.

Feature 01

Project Planning

Create projects with clear deadlines, tasks, and assignees — the whole team sees priorities in real time.

Feature 02

Managing Business Areas

Organize the work of departments, clients, or business directions through flexible workspaces.

Feature 03

Performance Analytics

Track results, workloads, and the efficiency of each team member via intuitive dashboards.

Feature 04

Communication and Synchronization

Minimize chat chaos — communicate on tasks, discuss ideas, and document decisions in one place.

How it works

Marketing Agency

Manages multiple clients simultaneously: each project has its own tasks, deadlines, and team. Easylim synchronizes all directions.

Service Company
Manufacturing Business

How it works

IT Company

Manages product development, technical support, and client requests in one environment — no need for dozens of separate tools.

Educational Company
Consulting Firm

Deep dive

15-50 people: the point where structure starts to either save or sink you

5 chapters

Under 15 people everyone knows everyone and coordination happens in the hallway. Past 50 you need a formal process. The middle is the hardest band: enough teams that hybrid systems creep in, not enough people for a full enterprise stack. You need a tool that gives you structure without bureaucracy.

Розділ

Each team owns its playbook — but everyone speaks one language

At this size you already have 4-6 functional teams, and each rightly wants its own workflow. Sales wants pipeline stages. Engineering wants sprints. Marketing wants a campaign calendar. CS wants SLA-tracked tickets. The mistake is forcing them into one template. The right move is giving each team their own board but a shared reference system: shared customer tags, shared priority levels, shared terminology.

That way when sales says 'P0 enterprise', engineering sees 'P0 enterprise' with the same SLA, and CS sees the same label on the ticket. No translators between departments. You save hours a week that used to go to 'what do you mean by urgent?'

One leadership dashboard rolls KPIs from all teams onto one screen — MRR, MQL, sprint velocity, CSAT. The weekly leadership meeting becomes a five-minute status check, not a 40-minute slide war.

Separate boards per team — each optimises its own process
Shared tags, priorities, customers — no inter-department translation
Leadership dashboard pulls metrics automatically from all four boards

4 teams · own playbooks

Sales

MRR $84K

Enterprise tier · 12 deals

SMB pipeline · 38 leads

Marketing

MQL 412

Q3 brand campaign

SEO cluster · 18 pages

Engineering

94% sprint

Mobile v3 · auth flow

API rate limits

CSAT 4.7

NPS Q3 survey

Onboarding kit

shared dictionary · separate boardsrolled up to leadership

Розділ

Cross-functional projects with explicit handoff points

The hardest type of work in a mid-sized business is a project that crosses 3+ teams. Classic example: launching a new self-serve checkout. Design mocks it, engineering builds it, customer success prepares the comms and documentation. If nobody owns the handoffs, the project drowns in 'when will it be ready?' and 'nobody told me it was done'.

The fix is a cross-functional view with explicit handoff markers. Design finishes the spec in W2 → it shows up automatically in the engineering backlog as 'ready to pull'. Engineering ships beta in W6 → CS sees 'time to prep comms'. No forum threads about status.

This is not a 200-row Gantt. It is three swim lanes (one per team) and 2-3 handoff markers. Anything more complicated means the project should be split into smaller pieces.

One project, three lanes — each team sees its slice
Handoff markers appear as calendar events on all three teams
Automatic 3-day reminders before a planned handoff

cross-team · self-serve checkout

W1W2W3W4W5W6

Design

Engineering

Customer success

Spec freeze

Beta drop

Розділ

Quarterly planning with OKRs — without turning it into a ritual

At 15-50 people you cross the line where quarterly planning becomes necessary. Not because you love Silicon Valley templates, but because five teams can now pull in five directions and the CEO physically needs to see what those teams are doing together.

A working format: 3 objectives per quarter, each with 2-3 measurable key results. No more. If a team cannot point to one of the three objectives a task supports, the task probably should not happen this quarter. Harsh, but healing.

The mistake to dodge: OKRs as bureaucratic theatre. If you spend two weeks writing OKRs and never look at them until the next quarter, you are doing it wrong. Check progress weekly, adjust monthly. Otherwise OKRs are decoration.

Cap at 3 objectives × 3 KRs per quarter — more = unfocused
Weekly 10-minute progress check — no extra slides
OKRs linked to tasks — no double bookkeeping

q3 plan · objectives · key results

Q3 · Jul-Sep

Progress67%

O1Grow paid ARR

New ARR68%

Logo retention92%

O2Ship mobile v3

Feature parity84%

Crash-free99%

O3Operating leverage

Gross margin72%

Cost per ticket45%

Розділ

Two-step approvals — not enterprise, but enough

At 50 people you can no longer get away with 'everyone agreed in chat'. You need a paper trail to understand later why you spent $14K on a tool and who owned it. But a 5-step process with legal, finance, director, and CEO is also not for you — you are not a listed company.

A working format: two steps — manager → director. The manager owns team-budget fit and ROI. The director owns alignment with strategy. Every decision is captured in the system with reason, amount, date, and owner. A year later this is invaluable during an audit or a spend review.

Do not add a third 'finance reviews' step until you have a dedicated finance lead. Until then, finance is the CEO/COO, and they are already on step two. Do not invent complexity for its own sake.

Manager owns the budget; director owns the strategic fit
All decisions in one log with a reason — gold six months later
Do not add steps until a dedicated role demands them

2-step · light approval

Manager→Director

Hire · Senior backend

OLOlha

ANAndrii…

Vendor SaaS · $4.2K/yr

MRMaria

ANAndrii

Marketing budget · Q4

PTPetro…

ANAndriiwait

no 5-step gauntlet · still auditable

Розділ

When enterprise structure is not for you (yet)

Over-buying enterprise features at mid-size is a common sin. Single-tenant databases, custom contract terms, sandbox tiers — these are great when you have 500 employees and a financial client demanding dedicated infrastructure. At 30 people they slow you down and cost money.

What is worth having at 15-50: SAML SSO, baseline SOC2, a dedicated customer success manager. That covers 95% of reasonable IT security and operational reliability concerns. What is not: a separate database, formal DPAs with auditors, custom legal terms. If a customer demands those for a $20K deal, the deal is not worth the complexity.

If 15-50 already feels tight, look at the enterprise page. Triggers for the jump: formal governance, regular security audits, multi-year contracts with custom clauses, a dedicated IT function.