Product
One spine, eight modules: the case against integrations
The integration you never have to build is the one that never breaks at 2am. A single spine is less flexible than a bus of connectors — and that is the point.
7 min read
The standard advice is to pick best-of-breed tools and wire them together. It sounds modular and grown-up. In practice it means every important number lives in two places that disagree, and a quiet layer of sync jobs whose job is to make them agree again — until one fails silently and no one notices for a week.
Reconciliation is a symptom
If you find yourself reconciling, it is because you have two sources of truth. Sillops has one. People, Projects, Finance, CRM and hiring all read and write the same permissioned core, so a hire in Recruitment is the same person People sees, and a won deal in CRM is the same amount Finance invoices. There is no copy to keep in step.
Less flexible, on purpose
A shared spine is genuinely less flexible than a bag of connectors. You cannot swap the finance module for someone else's next quarter. We think that trade is worth it: the flexibility you give up is the flexibility to have your data disagree with itself, and most teams would happily never exercise that freedom again.
Turn a module on and it already knows the others. Turn it off and nothing orphaned is left behind. That is what one spine buys you — not fewer features, just nothing to reconcile.