It runs the project management for you.
Autopilot asks five questions, then builds the plan. It assigns the work to people who have room for it, chases the updates, moves the dates when something slips, tells you whether the date and the budget still hold, runs the meeting rhythm, and escalates what is stuck to a named person. You decide how much it may do on its own, and how far ahead it runs.
On the Business plan. You set it up on the project it runs — there is no organisation-wide switch, by design.
Six combinations. You pick one per project. Work due past the horizon is not planned, graded, re-dated, reassigned or chased, and the run summary says how many items it left alone.
Two dials: how much it may do, and how far ahead it runs.
Most AI project tools give you one setting. Autopilot has two, and they move independently. One says how much it may change without asking you. The other says how much of the project it is answerable for. A team can hand it the next fortnight to run on its own, and nothing at all beyond that.
How much it may do without asking you
- Draft & Propose is the default. It builds the board, picks owners, then stops. Nothing is applied and nobody is contacted until you approve it.
- Draft, and apply safe changes: check-ins, risk log entries and tasks from explicit meeting action items land on their own. Reassignments and date moves still wait for you.
- Fully Autonomous: it acts, and every change it made is still listed and can be undone on its own.
- Two proposals wait for a person at every setting — naming a team lead, and creating a team.
How far ahead it is answerable for
- Up to a milestone: it plans and manages the work leading to one milestone, then stops.
- Start to finish: out to the delivery date. It asks you for a line on every milestone first, because it can only plan from what you tell it.
- Anything due past the horizon is left alone entirely, and the run summary counts it.
- Projects set up before the horizon dial existed were moved to the smaller scope, never the larger one.
13 jobs a project manager does.
Every one of them is run end to end on a real project before a release ships — in the proposal mode and in the autonomous one. This is a list of what happens, not a list of what we hope happens.
Breaking the work down
Your brief becomes phases, epics, tasks and checklists. The whole plan is compressed to fit the horizon you set, instead of running out to whatever length the model chose.
Deciding who does what
It assigns from your real members, and it weighs each person's load across every active project rather than only the one in front of it. Somebody out sick, on approved leave or not open to being scheduled is not handed work due while they are away — and when nobody is available the task is left unassigned and the run says why. On a private project it can reach nobody who cannot already open the board.
Answering “will we hit the date”
Every open dated task belongs to exactly one thing you committed to — a milestone, or the delivery date. Each gets a projected finish, the slip in days and the task driving it. When the arithmetic says a date cannot hold it writes a risk and escalates it to a person; “behind pace” is reported and never escalated.
Watching the money
The same treatment for the budget. Spend that has already left the account, and the cost of the plan it drew up, are compared to the pot you set — and it never revises your number, only reports against it. Planned is never counted as spent, and a monthly or yearly allowance is reported rather than compared against a whole-project forecast.
Running the meeting rhythm
Weekly for the project, fortnightly per team, and one at every milestone. It writes each agenda from the board and from what the last meeting produced, invites the people it concerns, makes the room and sends the bot — with nothing configured. Move a milestone and its review moves with it, keeping the same invitations and the answers already given.
Noticing a milestone is done
When every task before a milestone is closed and its date has passed, it offers to mark it achieved. It never closes one quietly: whether the thing actually happened is your judgement, not the board's, so this waits for a person at every autonomy setting except the fully autonomous one.
Chasing the status update
It asks the owner how a task is going, and reads the reply as written. “About three days behind” moves the date. It asks once, not on every run until you stop replying.
Re-planning around a slip
When a date really moves, it works out what depended on that task, moves those dates too, and tells the people who own them what changed.
Escalating what is stuck
Blocked work goes to a named person: the leads of the team that work belongs to, with the project's own leader as the fallback. It does not go into a log nobody reads.
Spotting a team with no lead
It proposes a lead, and proposes creating a team where the work needs one. Both wait for a person to say yes, at every autonomy setting, because a team belongs to the whole organisation and not to one project.
Closing what is finished
Connect GitHub and a merged pull request closes its task. The board stops being a second place to report the same thing.
Reporting on the run
Every run ends in a summary of what it did, and how many items it deliberately left alone. That second number is the one a status report usually leaves out.
Knowing when to stop
Run it twice on an unchanged project and the second run proposes strictly less than the first. A manager who repeats yesterday's suggestions is noise.
Every run walks the same steps, in the same order.
You choose when it runs: on demand, daily or weekly — a new project starts on daily. Each run does these things in this order, and hands you back a list you can undo.
- 01
Interview
Five questions, one at a time.
- 02
Plan
Phases, epics, tasks, checklists.
- 03
Assign
Real people, real capacity, nobody who is away.
- 04
Check in
And read the reply.
- 05
Ripple
Move what depended on it.
- 06
Forecast
Will each date still hold?
- 07
Cost it
And will the budget?
- 08
Escalate
To a named person.
- 09
Book
The rhythm, the agenda, the bot.
- 10
Summarise
Including what it left alone.
- 11
Say so
When something is waiting on you.
- 12
Undo
Any change, on its own.
You answer five questions. It writes the brief.
A blank “describe your project” box is where this kind of feature usually dies. Autopilot asks five short questions instead, one at a time, and writes the brief from your answers.
The three details a wrong guess would ruin — the delivery date, the budget and the kind of project — are read by a parser, never invented by the model. An invented date would quietly squeeze a year of work into a fortnight. Where the parser cannot read a date and the model resolves it anyway, the screen tells you in plain words what it read, beside a field you can correct.
- 1In one sentence — what does this project deliver?
- 2When does it need to be live?
- 3What's the budget, or the constraint that really binds?
- 4How will you know it worked?
- 5Anything Autopilot should stay away from?
Two of the five are optional, and say so. A parser reads the date, not the model. Where it cannot read one, the screen tells you in plain words what it took the date to be, next to a field you can edit.
You set the edges. The run enforces them.
Each of these is set on the project and applied while the run happens. None of them is a label on a settings screen.
- VIPs, with a cap on the hours any of them can be handed. Set the cap to zero and Autopilot never assigns them anything.
- Stakeholders, who get the run summary whether or not they own a single task.
- Communication hours, read in each recipient's own timezone rather than yours.
- Access granted per project — GitHub, chat, calendar. Leaving one off changes what the run does, not just what the screen says.
- “Require approval for meetings”, which means it, at every autonomy setting — including the fully autonomous one.
- Permission before Noots uses anybody's connected calendar account to create a meeting link. It is unticked until a person ticks it, and it is re-checked on the server before a token is even looked for.
What we don't claim
- It does not read anyone's calendar free/busy. It reads declared work hours.
- The people it invites are the people already on the project. It cannot add anybody from outside your workspace.
- The room it makes is a Noots room, or your workspace's own meeting link if you have set one.
- A meeting it books lives on the Noots calendar. Pushing its recurring bookings out to a connected Google or Outlook calendar is not built yet.
- There is no Figma integration, and no switch pretending there is one.
- A team lead, a new team and “this milestone is achieved” are always put to a person.
- Giving someone a task does not give them access to a project they could not already open.
Answers before you turn it on.
Does it ever act without asking?
How does it work out who has room?
Does it really book the meetings itself?
What happens on the default setting, where nothing applies itself?
What happens to work due after the horizon?
What if I have nothing written down yet?
Which plan is it on?
Start on Draft & Propose. Turn the dial up when you are ready.
Every change it makes is listed, attributed and can be undone on its own. That is what makes trying the next setting a small decision rather than a leap.
Business plan · set up per project · no credit card to start