Mission
Work starts with people talking to each other.
Every process a company writes down is a promise that people will keep it. taos was built the other way round to most tools: from the conversation outwards, because that is where the work actually begins — and where, in most companies, it quietly goes missing.
Where taos came from
We built the thing we needed, badly.
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The seams were eating the day
A decision was made in a chat. The task for it lived somewhere else. The client was in a third place, the ticket in a fourth, the document in a fifth. Nothing was broken, and yet every day leaked away at the joins — finding the thread again, remembering what had been agreed, checking whether somebody had already answered in another tool.
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Integrations move data, not context
We did what everyone does: we connected everything to everything. And we learned that a notification about a comment, dropped into a channel as a flat line of text, does not let anyone answer where they are standing. You click, you switch, you sign in, you look for the task. The context never travelled. Only the data did.
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Then the company grew, and the cracks became the structure
Between ten people and eighty, something happens that nobody warns you about. What was held in a few heads stops fitting in them. Responsibility blurs. The founder becomes the bottleneck for every decision, and the culture that made the first ten people stay starts to thin out precisely when there is no time to notice.
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So we stopped adding tools
taos is the answer we wanted to buy and could not find: one place where a message becomes a task with an owner and a date, where the comment on that task comes back to the channel it came from, and where nobody has to change windows to take part in a decision.
Where the name comes from
A hundred eyes that stopped guarding and started telling.
In the Greek myth, Argus Panoptes had a hundred eyes and never closed them all at once. He was the perfect observer: he knew everything and said nothing. When he was killed, Hera would not let that knowledge disappear — she moved his hundred eyes onto the tail feathers of her own bird.
ταώςtaos · the Greek word for peacock
The same knowledge, the same full set of eyes — except they stopped watching and started showing. A hundred separate eyes open into one spread, shared thing that not one of them was on its own.
That is the organisation we would want to work in: not one person who knows everything and keeps quiet, but many separate points of view, visible at once, adding up to something nobody holds alone. It is why there is a peacock in our logo, and why its tail carries five colours rather than one.
What we believe
Four things we are not willing to trade.
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People and communication come first
No process works if the people inside it are not talking. Procedures do not execute themselves — they are carried by somebody who understood what was agreed. So we start from the conversation and build outwards, not the reverse.
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Silence is a feature
A tool that interrupts a hundred times a day is not helping. It is spending your attention and calling it engagement. taos notifies you where you genuinely have to act, and lets the rest wait until you come for it. Working hours are respected, not measured.
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Culture is part of the product, not the top tier
Recognition, feedback, asking people how the month actually went — none of this is an upsell here. Feedback Friday, kudos and surveys are in the free plan. A company that has to buy a separate subscription to thank someone will not do it twice.
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European is not a setting
A Polish company, European infrastructure, jurisdiction that does not depend on which plan you picked. This is the one thing a competitor cannot add in the next release: either you have it or you do not.
What this means when you are building a team
Three moments every growing company meets.
These are not personas from a deck. They are the three places where tools usually start costing more than they give, and what we do about each of them.
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Eight of you
Everything fits in one room and one chat. The risk is not chaos — it is starting four subscriptions you will be paying for in three years. So the free plan is a real plan: eight people, chat, boards, surveys and kudos, with no ceiling on how much you write and no card to enter.
Free
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Twenty of you
The first person joins who was not there at the start, and suddenly nothing is obvious any more. This is where repeatable processes stop being bureaucracy and become kindness: a template with steps, deadlines and a name against each stage, so nobody has to guess what happens next or who is holding it.
Workspace
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Fifty of you
Now the question is whether the founder still has to be in every decision. Dashboards that show what is heading your way, roles that make responsibility explicit, pulse surveys that catch a problem in a month rather than at an exit interview — that is what the step up buys you, and it is the only reason to take it.
Business OS
Why the plans look the way they do
Nothing important is held hostage.
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The free plan is not a trap
It is not a countdown and it is not a crippled demo. It is the plan a small team can stay on, with the parts that make a team a team already switched on.
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We do not sell culture separately
Kudos and feedback start at zero euro. Pulse surveys and eNPS arrive one plan up, not four, and they arrive inside the same subscription rather than as somebody else’s login.
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You pay for scale, not for permission
Higher plans give you more people, more boards, more process — not permission to use a feature you already needed. Nothing is moved into a higher tier because it would sell well there.
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We complement what you already run
Mail, documents and drive stay in Google Workspace or Microsoft 365. We are not asking for a revolution — only that you stop paying for four tools that taos replaces in full.
Turn chaos into 
.
If your team is talking to each other and the work still falls through the gaps, the gaps are the problem — not your people. Everything is open until 30 November, with no card and no user cap.