Every reporting cycle is a reassembly job. Risks in Confluence, decisions in meeting minutes, the business case nobody's reopened since kickoff, the status in last month's PowerPoint. None of it talks to each other, so you become the thing that makes it talk. The picture is stale before you've finished building it.

Tollgate holds the governance-relevant slice of all of it in one place, inside Jira, next to the work. Risks, decisions and changes live as structured registers, with fields, owners and status. Approvals have separation of duties built in — the person who raises a change can't be the person who signs it off. The decision log is append-only, so the record of what you approved survives the next reorganisation. You maintain it through the week; the dashboard is already current when the meeting starts.

You've seen PPM tools that want to restructure your project to work. New parent levels, custom issue types, workflows your team has to learn and route around. The answer is usually no, and reasonably so.

Tollgate is Forge-native and app-native. Work packages live in Tollgate as their own governance-native record — they link to your epics by key, so the sponsor's view never collapses into a wall of tickets and your delivery data is never re-entered by hand. Delivery keeps churning underneath: stories split, sprints slip, epics move. None of it rewrites what the steering committee approved. Governance is gated to a group you manage, so it's invisible to the delivery team. You approve the install once, and it changes nothing about how your team already works.

Between the spreadsheet and the enterprise PPM platform there's a gap, and that's where most mid-market programmes actually live. The spreadsheet doesn't survive a steering committee. The enterprise suite costs more than the governance is worth and takes a quarter to stand up. Tollgate sits in the tool your team already pays for, and gives a sponsor a serious surface for the money conversation without any of that weight.

It follows the arc of the investment: Commit, Run, Realise. You set the thesis and the business case, run the programme through gate approvals with the registers keeping the record, and close the loop with a realisation verdict — the return you expected, set next to the return you got. A judgement, on the record, defensible.