More batches. Fewer losses. From facility to patient — faster.
A dozen tools run your plant. None of them talk to each other, so the day runs by hand: on tier boards, in spreadsheets, and in whatever the last shift remembers. Polyforge is one system for the whole operation, operator to VP. Every handover, meeting, plan, and decision is captured once, connected to everything around it, and put to work by AI. A person confirms every record. Built for biotech and pharma manufacturing.
Live product, not a deck · No validation burden · Onboarding design partners now
Every line is a real relationship between real records. Go ahead, drag one.
ERP owns the orders. MES owns the batches. QMS owns the deviations, LIMS the results, CMMS the work orders, EHS the incidents. Six systems of record, and not one of them can see the others. So the actual day, who's doing what, what broke, what the last shift saw, what the tier meeting decided, lives on a whiteboard, in a spreadsheet, in an inbox, and in someone's head.
The human is the integration layer. Solid lines are what a person carries between tools. The ✕ marks are the links that don't exist. And none of it is readable by AI.
systems of record for the day itself. It lives on boards, in Excel, in memory, and it disappears with the shift that made it.
of drug shortages trace to quality and manufacturing failure, not science or demand. The biggest reason drugs don't get made is operational.
FDA · Drug Shortages: Root Causes and Potential Solutions · 2019
of drug substance at risk in a single complex biologic batch, before counting the investigation, revalidation, and lost finished product that follow a failure.
BioProcess International · industry ranges
the average drug shortage lasts once it starts. Some critical drugs have been in shortage for over a decade. Prevention is the only cheap option.
ASHP / HHS ASPE
We're not promising a dashboard prevents a $3M batch loss. We're saying the failures behind that number start as unclosed actions, missed handoffs, and forgotten precedents: the exact events that fall between tools today, and the exact events Polyforge captures, connects, and refuses to let disappear.
Not another tool beside the dozen you already have. One place where executives and operators run the day together: programs, projects, risks, capacity, tier meetings, handovers, incidents, and the board at shift start, all in one record. Get it in once. Everything that should be connected, is. Leadership sees the whole operation live, and AI finally has real work to do.
Four tiers · one login
Polyforge
one record · one graph · one place to run the day
What comes out
One work item, and everything that touched it: the handover that flagged it, the meeting that assigned it, the incident it answers, the project it serves, the person who owns it. Not a report assembled afterward. The record, as the plant lived it.
For site directors and VPs: a two-minute brief at the start of every day. What changed overnight, what's slipping, what's waiting on your decision, and what's happening again, every claim cited to the records your team already captured. This morning's plant, with receipts.
The part no dashboard does: recurrence, caught by meaning. Ten records across six days, logged by three different people in different words, surface as one pattern ("6th time in 90 days") with every source one click away. Decisions first, news second, and nobody on your team typed a word of it.
Most software serves one audience and orphans the rest. Polyforge is built on the tiered management structure your plant already runs, so information moves up and decisions move down without re-typing anything. Each tier gives up a chore; every tier above it gets the information without asking for it.
Tasks, handovers, and observations captured where the work happens, fast enough that people actually do it.
Time backThe end-of-shift write-up. Speak the handover in two minutes; the record writes itself.
Tier boards, escalations, and shift-to-shift continuity. The morning meeting starts from live data instead of a hallway summary.
Time backAssembling the morning meeting. The board is already current when you walk in.
Cross-area visibility, programs and projects with real projected finishes, and recurring-problem tracking, without chasing fifteen spreadsheets.
Time backChasing status. Projected finishes come from the live plan instead of a Friday email round-up.
What changed, what's stuck, and where the risk is across every plant, in one view, with the full audit trail underneath. The state of the operation as of this morning, not a summary assembled the night before the review, with the exceptions flagged to you instead of buried in someone's inbox.
Time backWaiting for the deck. The risk finds you the day it appears, not in next week's report.
Nobody writes a status update. The status exists anyway.
From the floor to the VP: what needs attention today, what's blocked, what shipped, without a status meeting to find out.
The pharma-standard SQCDP board every plant works at shift start. Polyforge keeps the streak behind every cell: the trend, the incidents, the actions that turned a red day green.
Solid = live in the product today · Dashed = on the roadmap
Projected finishes were only half the picture. The other half is what threatens them: the risk nobody wrote down, the engineer carrying three projects, the what-if everyone argues about from memory. All three now live in the same plan, computed from the same records. The panels below recreate live product screens, numbers included.
Every project and program carries a scored register: probability × impact, an owner, a review date, and mitigations that are real work items in the same plan, not a bullet in a slide. When a review date slides past, it turns red. When a high score has no mitigation behind it, nothing hides that.
And because it's structured, you can interrogate it: "which risks score twelve or higher with no mitigation?" is answered from the register itself, cited. This is the daily coordination layer (the stretched-thin team, the vendor cert that lapses next month) and it sits alongside your QMS's formal risk processes, never inside them.
score = probability × impact · every mitigation is a work item with an owner and a status
The math is simple and visible: hours assigned in the plan, divided by each person's real availability for the week, with time off, ramp-up, and shift pattern already subtracted. Work shared by two people counts half to each, shown as the split, so collaboration doesn't manufacture phantom overload.
The same number appears at every altitude (the person, the team, the scenario sandbox) so the meeting stops being an argument about whose spreadsheet is right.
over only because of the absence — the work needs a new owner, not overtime
assigned ÷ available · shared items rendered as the split (16h ÷ 2) · the tick is 100%
The what-if that used to cost a spreadsheet and a weekend: perturb the plan in a sandbox (lose two operators, add contractors, relieve your busiest engineer) and the projected finish moves, computed by the same engine that runs your timelines.
It finds the counterintuitive answer honestly: relieving the person at 115% often recovers nothing, because the schedule was hanging on a different item entirely. Polyforge recommends; a person selects. The sandbox writes nothing to your plan.
recommendations never push anyone past 100% · selecting reveals draft moves — applying would create ordinary, logged edits a person confirms
Every floor tool before this one died at the same place: the form. Structure meant a person typing into fields, so nobody did, so the tool starved and the spreadsheet won. Then three things changed at once. Each one is a rung, and each rung only works because the one below it produced clean, connected data. A person owns every decision and every record, all the way up.
A supervisor talks through the shift and the handover writes itself into structured, attributed records: the batch, the skid, the owner, the action. Tier meetings and rough notes capture the same way. A person confirms every item before it saves, and nobody fills in a form. This is the unlock that let plant-floor software finally get used.
Wet floor near Buffer Prep — barriered, facilities notified. No injuries.
Batch 24-118 transferred to Bioreactor 3 at 02:40. On schedule.
Chromatography skid B pressure trending high — flagged for day-shift check.
Work item PEC-141 created · assigned to Day Shift Lead.
This is the part that matters most. Before, whatever did get captured sat in a tool that talked to nothing: projects in Excel, the tier meeting on a whiteboard, work orders in a SharePoint list, no history behind any of it. Now the system links records by meaning, across tools and across years, into one context. Ask a question in plain English and get an answer with every claim cited to your own records. The same problem described three different ways, three months apart, surfaces as one pattern. The graph at the top of this page is what that looks like.
An answer assembled from handovers, meetings, and work items, every claim cited to the record it came from.
On connected data, the software can start doing the work instead of describing it. Today: every project carries a projected finish computed from the live plan, and slip is flagged before the target date arrives. The Morning Brief names the recurring failure the sixth time, not the tenth. The scenario sandbox reruns the schedule against a what-if and recommends an option. The direction: agents that assemble the tier board, chase the overdue action up the ladder, and draft the incident write-up, always drafting, never deciding.
Phase-gate timelines compute projected finish on the critical path and flag it before the target date arrives.
In the product today
AI drafts, routes, and chases. Humans confirm and decide. No model writes directly to your records, computes a compliance state, or touches the audit trail, even as it takes on more of the busywork. Every AI-drafted entry is flagged as such, permanently. In your industry, that's the requirement.
Today Polyforge runs the day beside the systems you already have, and integrates with them rather than fighting them. Over time it builds its own AI-native versions of those systems and swaps them in one at a time, until the whole operation runs on one backbone. The point isn't fewer logos on the org chart. It's that once everything is in one system and one graph, the software can do far more of the work than any bolt-on AI ever will, with a person in the loop where it matters.
Today
Polyforge runs the day, beside the stack
The future
The whole operation runs on Polyforge
One company. One system.
We're building toward it one rung at a time, and we'll always say plainly which rung is live, which is in build, and which is still direction. What never changes: a human owns every record and every consequential call.
Polyforge runs the daily management layer: the work that happens outside your validated systems, feeding cleaner signal to the ones inside. No 21 CFR Part 11 scope, no validation project, no six-month IT review before your first tier meeting runs on it.
Everything your team captures belongs to your organization. Polyforge is the custodian, never the owner. It lives encrypted (AES-256 at rest, TLS in transit) on SOC 2 Type II audited infrastructure, isolated per organization at the database row level. If you leave, your data leaves with you. We will never sell it, share it, or mine it for anyone else's benefit.
The AI is Anthropic's Claude, accessed under commercial API terms that prohibit training on customer data. Your records are never used to train a model: not ours, not Anthropic's. The AI reads them to draft and answer, then forgets; the learning stays with your team, where it belongs.
When AI processes a handover or meeting, the screen says so, and nothing persists until a person reviews and hits Submit. What isn't confirmed isn't stored. This site follows the same manners: no trackers, no ad pixels. The only data we collect here is what you type into the form.
Polyforge is being built shoulder-to-shoulder with a small group of design partners. Partners pay a nominal fee (skin in the game on both sides) and shape the product around how their plant actually works.
I'm Jared Broberg. I've spent fifteen years in biotech manufacturing operations — leading GMP clinical manufacturing at Sartorius, and before that a decade at Thermo Fisher across fill/finish and viral-vector production — inside the plants this software is for: sitting in the tier meetings, reading the handover binders, watching critical knowledge live and die in spreadsheets named FINAL_v7_USE_THIS_ONE.xlsx.
Polyforge exists because the tools offered to plant teams were built by people who'd never stood in one. Every feature here started as a real problem I watched a real team work around. I use the product every day, and design partners talk directly to the person writing the code.
No sales team. No implementation consultants. Just software that knows how a plant runs.
Tell us a little about your operation and we'll set up a 30-minute walkthrough: the live product and your questions.
Prefer email? Write to hello@polyforgehq.com. It goes straight to the founder.
Thanks, your note is in. Jared will follow up with you personally.