Resora

Research rarely comes apart at the analysis step. It comes apart at the seams. Spreadsheets and shared folders hold up while a project belongs to one person, then fail the moment the work becomes collaborative, regulated and long-running: the ethics approval lives in an inbox, the funding conditions live in a PDF, and the manuscript's revision history lives in somebody's memory. When that somebody changes institution, the context leaves with them. Generic task managers do not close this gap, because they model tasks — not a research lifecycle with approvals, obligations and provenance attached to each phase.

The design problem was to make the lifecycle itself the structure, rather than bolt research vocabulary onto a kanban board. Six phases carry the work from concept through to publication and legacy, each holding what that phase actually needs: scope and pathways at planning, ethics and institutional requirements at approvals, roles and shared progress during collaboration, journals and revisions at submission. That same spine has to serve three quite different users without becoming three products — an individual researcher tracking their own outputs, a team coordinating without email chains, and an institution that needs oversight and continuity. It also had to sit alongside the tools researchers already use for analysis, storage and publishing rather than trying to displace them, which is a constraint on what the product refuses to do as much as on what it does.