The product launch planning tool for teams bringing something new to market.

Product launch planning is the work of bringing a new product, feature or offer to market: deciding what “launched” means, getting the product ready, getting the market ready and getting the company ready to sell and support it. It covers the product itself, the positioning and pricing, the launch content and channels, sales enablement, customer onboarding and support, and the measures that will tell you whether the launch worked.

It differs from go-to-market planning in its shape. A GTM plan is about winning a market over months or years. A launch is a concentrated push with a date, where many teams have to be ready at the same moment. The two usually run together: the launch is how the product arrives, and the go-to-market is how it keeps winning afterwards.

You only get one first impression. A launch that lands with a clear story, a working product and a sales team that can explain it builds momentum that’s hard to buy later. A launch that slips, or goes out half-ready, costs more than the delay: early customers churn, reviewers move on, and the team spends the next quarter recovering instead of building.

Ownership is often blurry. A product manager or head of product usually drives the build. Marketing owns the announcement. Sales owns the first deals, and customer success owns the first experience. In a startup the founder holds all of it. In a growing company a COO or launch lead is supposed to tie it together, but they own almost none of the work themselves.

That’s why launches are a leadership team job. The question isn’t whether each team has a plan; they always do. It’s whether the leadership team can see, at any moment, which part of the launch is really at risk and what’s being done about it. Getting everyone to see the same picture of the launch is what turns a list of team plans into one launch.

In Clearahead your launch gets its own workspace with one goal, written so you’ll know when it’s done. Not “launch v2”, but something like “Launch the payments add-on to existing customers by March, with 50 accounts live in the first 60 days”. That definition matters because it carries the launch past the announcement into the part that counts.

Under the goal you don’t list every task. You list the constraints: the few things that would stop the launch landing if nobody dealt with them. “We haven’t agreed the price.” “Support can’t handle a new product without a playbook.” “The integration depends on a partner who hasn’t committed a date.” AJ helps you find them by asking the questions a launch lead would, then helps you put them in order. Keep your task lists in Jira, Asana or Linear; Clearahead tracks the risks those tasks are meant to clear.

Each constraint gets a few moves with an owner and a date. As the launch gets closer, people tell AJ what happened in a sentence. AJ updates the model, keeps the facts as evidence, and flags anything that’s gone quiet. Every Monday, This week from AJ tells the leadership team what moved and the decisions they need to make. When a constraint clears, AJ suggests what to tackle next, including the post-launch work most plans forget.

A launch competes for the same people as everything else. While product, marketing and sales prepare for it, the company still has to hit this year’s revenue, keep existing customers and maybe close a round. When those goals live in separate decks, nobody can see where the launch is stealing time from the core business, or the other way round.

In Clearahead each goal has its own workspace, up to 10 on the Clearahead plan, with people and billing shared across the organisation. A head of marketing can own launch moves and revenue moves and see them together in My work, with one summary email covering both. The leadership team sees the launch next to the company’s other goals, so trade-offs are made on purpose rather than by default.

Once the product is out, the launch workspace often becomes the go-to-market workspace for that product. If the launch is into a new country, see market expansion planning.