Portfolio Management Software Market by Function (Accounting & Reporting, Analytics & Forecasting, Client Onboarding & CRM), Asset Class (Alternative Assets, Equities & ETFs, Mutual Funds), Component, Vertical, Organization Size, Deployment Type - Global
Description
The Portfolio Management Software Market was valued at USD 3.15 billion in 2024 and is projected to grow to USD 3.41 billion in 2025, with a CAGR of 10.03%, reaching USD 6.77 billion by 2032.
An informed orientation to how institutional priorities, regulatory complexity, and technology innovation are converging to redefine portfolio management platforms
The portfolio management software landscape is undergoing a decisive transformation driven by evolving client expectations, regulatory complexity, and fast-paced technological innovation. Institutional investors and wealth managers are demanding greater transparency, higher-frequency insights into portfolio behavior, and seamless integration across front-, middle-, and back-office functions. In response, software providers are converging investment management capabilities with advanced analytics, risk controls, and client servicing features to deliver cohesive ecosystems that reduce operational friction and accelerate decision cycles.
Consequently, the adoption of modular architectures and open APIs has become essential for firms seeking to modernize legacy stacks without disrupting core processes. As organizations reassess their technology roadmaps, they are prioritizing interoperability, data governance, and vendor relationships that support continuous enhancement. The opening tone here underscores the imperative for strategic clarity: leaders must balance short-term operational needs with long-term platform choices that enable scalability, regulatory resilience, and differentiated client experiences.
Key industry inflection points driven by AI adoption, unified data architectures, and hybrid cloud deployments that are redefining vendor value and client expectations
Across the industry, several transformative shifts are reshaping how portfolio management software is conceived, procured, and consumed. Artificial intelligence and machine learning have moved from experimental proofs of concept into production-grade components that support analytics, forecasting, and trade decision support. In parallel, data architecture innovations are elevating the importance of unified data models, allowing firms to reconcile disparate feeds and reduce reconciliation overhead while improving the fidelity of risk and compliance reporting.
Moreover, cloud-native migrations and hybrid deployment patterns have altered vendor value propositions, with an emphasis on continuous delivery, automated testing, and security-by-design. Regulatory expectations are pushing organizations to improve auditability and explainability, especially where models inform investment decisions. As a result, successful vendors are blending domain expertise with technology delivery capabilities, offering managed services and flexible licensing that address diverse operational footprints. These shifts collectively signal a maturation of the market where integration, explainability, and operational efficiency define competitive advantage.
The 2025 tariff adjustments have altered procurement calculus and deployment choices, accelerating cloud migration deliberations while preserving hybrid strategies due to regulatory and data residency considerations
The policy environment in 2025 introduced tariff measures that have had a material effect on supply chains and procurement strategies relevant to portfolio management software ecosystems. Hardware components used in on-premise data centers and specialist accelerators experienced heightened costs and delivery delays, prompting many organizations to reassess the total cost and lead time implications of maintaining local infrastructure. Consequently, procurement teams and CIOs have intensified vendor negotiations, sought alternative supply channels, and accelerated the evaluation of cloud-based deployment where feasible.
At the same time, cross-border contractual arrangements and services delivered across jurisdictions required renewed scrutiny. Higher tariff-induced costs for physical hardware have reinforced the appeal of software and services delivered via public cloud, yet concerns over data residency and regulatory compliance have kept hybrid and on-premise solutions strategically relevant. Furthermore, vendors with geographically diversified supply chains and local production capabilities have demonstrated greater resilience, while providers heavily dependent on affected import routes had to adjust pricing and delivery commitments. The combined effect has been a recalibration of procurement, sourcing, and deployment decisions with an intensified focus on supply chain transparency and contractual safeguards.
Deep segmentation analysis highlighting how function, asset class, deployment architecture, component emphasis, organization scale, and sector-specific mandates shape procurement and implementation outcomes
Segmentation insights reveal differentiated priorities across functions, asset classes, deployment types, components, organization sizes, and vertical sectors, each shaping purchase criteria and implementation approaches. From a functional perspective, accounting and reporting workflows emphasize auditability and reconciliation fidelity, analytics and forecasting demand high-performance compute and model governance, client onboarding and CRM prioritize seamless data capture and client lifecycle orchestration, investment management requires order management and portfolio construction tools, risk and compliance management focuses on policy controls and scenario analysis, while trading and rebalancing seek low-latency execution and integration with market connectivity. These functional demands drive interoperability expectations and influence whether organizations select modular add-ons or integrated suites.
Asset class segmentation affects feature emphasis and data model design. Alternative assets necessitate rich metadata, bespoke valuation workflows, and greater manual oversight, whereas equities and ETFs favor high-frequency market data integration and execution analytics. Mutual funds typically require batch reporting, pricing engines, and regulatory disclosures, while real estate and REITs need property-level tracking, lease detail integration, and bespoke valuation methodologies. Deployment considerations differentiate between cloud and on-premise options; cloud adopters evaluate private and public cloud trade-offs around security, latency, and customization, whereas on-premise deployments prioritize direct control and data residency. Component-level segmentation highlights the rising primacy of analytics and data management as enablers of planning and reporting capabilities. Finally, organizational size and vertical influences shape implementation scale and governance structures: large enterprises invest in enterprise-grade orchestration and custom integrations, while small and medium enterprises seek packaged solutions with rapid time to value. Industry verticals such as banking, government, healthcare, IT and telecom, manufacturing, and retail introduce sector-specific compliance, data sensitivity, and workflow needs that vendors must accommodate through configurable modules and professional services.
A regional intelligence synthesis that contrasts adoption drivers, regulatory influences, and deployment preferences across the Americas, Europe, Middle East & Africa, and Asia-Pacific markets
Regional dynamics continue to influence adoption curves, vendor strategies, and partnership models across the Americas, Europe, Middle East & Africa, and Asia-Pacific. In the Americas, organizations are prioritizing innovation in analytics and cloud-native architectures while placing significant weight on regulatory reporting and client experience enhancements. Consequently, North American and Latin American firms are balancing rapid feature adoption with strict governance frameworks, creating fertile ground for vendors that offer strong integration services and compliance support.
Across Europe, the Middle East & Africa, regulatory nuance and data protection regimes have driven demand for solutions that emphasize data sovereignty and explainable model outputs. In these markets, local presence and regionally tailored professional services are differentiators. Meanwhile, Asia-Pacific presents a heterogeneous landscape where rapid digitization and diverse regulatory environments coexist. Some markets within the region are advancing aggressive cloud strategies and fintech partnerships, while others retain preference for localized deployments due to data residency or connectivity constraints. Overall, vendors that align go-to-market approaches with regional operational realities and regulatory ecosystems will gain traction.
Competitive dynamics showing platform consolidation, specialist partnerships, and evolving service models that determine vendor differentiation and client adoption patterns
Company-level dynamics underscore consolidation of capability stacks and strategic partnerships as defining themes for competitive positioning. Several vendors are expanding through inorganic activity and alliance-building to integrate analytics, data management, and front-to-back workflows into cohesive offerings. At the same time, specialist providers focusing on narrow functional strengths-such as high-performance risk engines or client onboarding automation-are securing strategic partnerships with platform vendors to plug capability gaps without full-scale mergers. Consequently, the vendor ecosystem is bifurcating into broad-platform incumbents and nimble specialists that provide deep vertical or functional expertise.
Furthermore, service delivery models are evolving: leading firms combine product innovation with managed services, enabling clients to outsource complex integrations and governance tasks while retaining control over strategic direction. Technology differentiators include support for real-time data streaming, model explainability frameworks, and low-code configurability that reduce time to adapt workflows. Observationally, customers are rewarding vendors that demonstrate a clear roadmap for interoperability, robust security practices, and an ability to support phased migrations that minimize operational disruption.
Actionable strategic steps for CIOs, heads of investments, and procurement leaders to modernize platforms, strengthen data governance, and secure resilient vendor partnerships
Industry leaders should pursue a pragmatic strategy that balances modernization with risk mitigation, focusing on interoperability, data governance, and client-centric functionality. First, prioritize modular architectures and open APIs to enable phased modernization and reduce vendor lock-in risks; this approach allows organizations to replace or augment specific capabilities without undertaking rip-and-replace projects. Second, invest in a comprehensive data governance program that encompasses lineage, quality controls, and explainability for models used in analytics and decision support. Such investments improve regulatory resilience and support more reliable reporting across accounting, risk, and client servicing functions.
In addition, re-evaluate deployment footprints with an eye toward hybrid models that combine the scalability of public cloud with the control of private cloud or on-premise environments in regulated contexts. Procurement teams should build supply chain contingency clauses and demand transparency around component sourcing given recent tariff- and logistics-driven instability. Finally, cultivate vendor partnerships that include professional services and ongoing product roadmaps, enabling internal teams to focus on strategic insights and client outcomes rather than day-to-day integration tasks. Executed thoughtfully, these actions will accelerate operational efficiency, reduce compliance friction, and enable more responsive client engagement.
A transparent and rigorous research approach integrating executive interviews, practitioner surveys, vendor assessments, and secondary source triangulation to validate insights
The research methodology underpinning this analysis combined qualitative expert interviews, vendor capability assessments, and secondary-source synthesis to create a rigorous foundation for insight development. Primary engagement included structured conversations with C-suite technology leaders, heads of portfolio operations, product managers, and vendor executives to capture diverse perspectives on functionality priorities, implementation challenges, and partnership criteria. These discussions were complemented by anonymized practitioner surveys that validated themes around deployment preference, data governance maturity, and integration pain points.
Secondary analysis drew upon technical documentation, regulatory guidance, vendor white papers, and industry thought leadership to contextualize primary findings and to map feature sets to functional requirements. Throughout, triangulation techniques were applied to reconcile differing viewpoints and to surface consistent trends. Quality assurance measures included peer review of key interpretations and cross-validation of use-case examples to ensure the findings are robust, actionable, and relevant for decision-makers considering platform selection, modernization, or sourcing strategies.
A concluding synthesis emphasizing data integrity, modular architectures, and regulatory-aware automation as pillars for future-ready portfolio management platforms
In conclusion, portfolio management software is maturing into an ecosystem where data integrity, modularity, and regulatory-aware automation determine competitive advantage. Organizations that combine a principled approach to data governance with a pragmatic deployment strategy will be best positioned to extract value from advanced analytics and automation. Moreover, vendors that invest in open integrations, explainable models, and regional delivery capabilities will find sustained demand among clients seeking both innovation and operational stability.
Looking ahead, leaders should treat technology investments as enablers of strategic differentiation rather than mere cost centers. By aligning platform choices with functional priorities-ranging from accounting and reporting through trading and rebalancing-and by accounting for asset class and vertical-specific needs, firms can build resilient operating models that meet evolving client expectations and regulatory demands. The synthesis offered here is intended to guide executive decision-making and to inform pragmatic next steps for teams engaged in platform selection or modernization.
Please Note: PDF & Excel + Online Access - 1 Year
An informed orientation to how institutional priorities, regulatory complexity, and technology innovation are converging to redefine portfolio management platforms
The portfolio management software landscape is undergoing a decisive transformation driven by evolving client expectations, regulatory complexity, and fast-paced technological innovation. Institutional investors and wealth managers are demanding greater transparency, higher-frequency insights into portfolio behavior, and seamless integration across front-, middle-, and back-office functions. In response, software providers are converging investment management capabilities with advanced analytics, risk controls, and client servicing features to deliver cohesive ecosystems that reduce operational friction and accelerate decision cycles.
Consequently, the adoption of modular architectures and open APIs has become essential for firms seeking to modernize legacy stacks without disrupting core processes. As organizations reassess their technology roadmaps, they are prioritizing interoperability, data governance, and vendor relationships that support continuous enhancement. The opening tone here underscores the imperative for strategic clarity: leaders must balance short-term operational needs with long-term platform choices that enable scalability, regulatory resilience, and differentiated client experiences.
Key industry inflection points driven by AI adoption, unified data architectures, and hybrid cloud deployments that are redefining vendor value and client expectations
Across the industry, several transformative shifts are reshaping how portfolio management software is conceived, procured, and consumed. Artificial intelligence and machine learning have moved from experimental proofs of concept into production-grade components that support analytics, forecasting, and trade decision support. In parallel, data architecture innovations are elevating the importance of unified data models, allowing firms to reconcile disparate feeds and reduce reconciliation overhead while improving the fidelity of risk and compliance reporting.
Moreover, cloud-native migrations and hybrid deployment patterns have altered vendor value propositions, with an emphasis on continuous delivery, automated testing, and security-by-design. Regulatory expectations are pushing organizations to improve auditability and explainability, especially where models inform investment decisions. As a result, successful vendors are blending domain expertise with technology delivery capabilities, offering managed services and flexible licensing that address diverse operational footprints. These shifts collectively signal a maturation of the market where integration, explainability, and operational efficiency define competitive advantage.
The 2025 tariff adjustments have altered procurement calculus and deployment choices, accelerating cloud migration deliberations while preserving hybrid strategies due to regulatory and data residency considerations
The policy environment in 2025 introduced tariff measures that have had a material effect on supply chains and procurement strategies relevant to portfolio management software ecosystems. Hardware components used in on-premise data centers and specialist accelerators experienced heightened costs and delivery delays, prompting many organizations to reassess the total cost and lead time implications of maintaining local infrastructure. Consequently, procurement teams and CIOs have intensified vendor negotiations, sought alternative supply channels, and accelerated the evaluation of cloud-based deployment where feasible.
At the same time, cross-border contractual arrangements and services delivered across jurisdictions required renewed scrutiny. Higher tariff-induced costs for physical hardware have reinforced the appeal of software and services delivered via public cloud, yet concerns over data residency and regulatory compliance have kept hybrid and on-premise solutions strategically relevant. Furthermore, vendors with geographically diversified supply chains and local production capabilities have demonstrated greater resilience, while providers heavily dependent on affected import routes had to adjust pricing and delivery commitments. The combined effect has been a recalibration of procurement, sourcing, and deployment decisions with an intensified focus on supply chain transparency and contractual safeguards.
Deep segmentation analysis highlighting how function, asset class, deployment architecture, component emphasis, organization scale, and sector-specific mandates shape procurement and implementation outcomes
Segmentation insights reveal differentiated priorities across functions, asset classes, deployment types, components, organization sizes, and vertical sectors, each shaping purchase criteria and implementation approaches. From a functional perspective, accounting and reporting workflows emphasize auditability and reconciliation fidelity, analytics and forecasting demand high-performance compute and model governance, client onboarding and CRM prioritize seamless data capture and client lifecycle orchestration, investment management requires order management and portfolio construction tools, risk and compliance management focuses on policy controls and scenario analysis, while trading and rebalancing seek low-latency execution and integration with market connectivity. These functional demands drive interoperability expectations and influence whether organizations select modular add-ons or integrated suites.
Asset class segmentation affects feature emphasis and data model design. Alternative assets necessitate rich metadata, bespoke valuation workflows, and greater manual oversight, whereas equities and ETFs favor high-frequency market data integration and execution analytics. Mutual funds typically require batch reporting, pricing engines, and regulatory disclosures, while real estate and REITs need property-level tracking, lease detail integration, and bespoke valuation methodologies. Deployment considerations differentiate between cloud and on-premise options; cloud adopters evaluate private and public cloud trade-offs around security, latency, and customization, whereas on-premise deployments prioritize direct control and data residency. Component-level segmentation highlights the rising primacy of analytics and data management as enablers of planning and reporting capabilities. Finally, organizational size and vertical influences shape implementation scale and governance structures: large enterprises invest in enterprise-grade orchestration and custom integrations, while small and medium enterprises seek packaged solutions with rapid time to value. Industry verticals such as banking, government, healthcare, IT and telecom, manufacturing, and retail introduce sector-specific compliance, data sensitivity, and workflow needs that vendors must accommodate through configurable modules and professional services.
A regional intelligence synthesis that contrasts adoption drivers, regulatory influences, and deployment preferences across the Americas, Europe, Middle East & Africa, and Asia-Pacific markets
Regional dynamics continue to influence adoption curves, vendor strategies, and partnership models across the Americas, Europe, Middle East & Africa, and Asia-Pacific. In the Americas, organizations are prioritizing innovation in analytics and cloud-native architectures while placing significant weight on regulatory reporting and client experience enhancements. Consequently, North American and Latin American firms are balancing rapid feature adoption with strict governance frameworks, creating fertile ground for vendors that offer strong integration services and compliance support.
Across Europe, the Middle East & Africa, regulatory nuance and data protection regimes have driven demand for solutions that emphasize data sovereignty and explainable model outputs. In these markets, local presence and regionally tailored professional services are differentiators. Meanwhile, Asia-Pacific presents a heterogeneous landscape where rapid digitization and diverse regulatory environments coexist. Some markets within the region are advancing aggressive cloud strategies and fintech partnerships, while others retain preference for localized deployments due to data residency or connectivity constraints. Overall, vendors that align go-to-market approaches with regional operational realities and regulatory ecosystems will gain traction.
Competitive dynamics showing platform consolidation, specialist partnerships, and evolving service models that determine vendor differentiation and client adoption patterns
Company-level dynamics underscore consolidation of capability stacks and strategic partnerships as defining themes for competitive positioning. Several vendors are expanding through inorganic activity and alliance-building to integrate analytics, data management, and front-to-back workflows into cohesive offerings. At the same time, specialist providers focusing on narrow functional strengths-such as high-performance risk engines or client onboarding automation-are securing strategic partnerships with platform vendors to plug capability gaps without full-scale mergers. Consequently, the vendor ecosystem is bifurcating into broad-platform incumbents and nimble specialists that provide deep vertical or functional expertise.
Furthermore, service delivery models are evolving: leading firms combine product innovation with managed services, enabling clients to outsource complex integrations and governance tasks while retaining control over strategic direction. Technology differentiators include support for real-time data streaming, model explainability frameworks, and low-code configurability that reduce time to adapt workflows. Observationally, customers are rewarding vendors that demonstrate a clear roadmap for interoperability, robust security practices, and an ability to support phased migrations that minimize operational disruption.
Actionable strategic steps for CIOs, heads of investments, and procurement leaders to modernize platforms, strengthen data governance, and secure resilient vendor partnerships
Industry leaders should pursue a pragmatic strategy that balances modernization with risk mitigation, focusing on interoperability, data governance, and client-centric functionality. First, prioritize modular architectures and open APIs to enable phased modernization and reduce vendor lock-in risks; this approach allows organizations to replace or augment specific capabilities without undertaking rip-and-replace projects. Second, invest in a comprehensive data governance program that encompasses lineage, quality controls, and explainability for models used in analytics and decision support. Such investments improve regulatory resilience and support more reliable reporting across accounting, risk, and client servicing functions.
In addition, re-evaluate deployment footprints with an eye toward hybrid models that combine the scalability of public cloud with the control of private cloud or on-premise environments in regulated contexts. Procurement teams should build supply chain contingency clauses and demand transparency around component sourcing given recent tariff- and logistics-driven instability. Finally, cultivate vendor partnerships that include professional services and ongoing product roadmaps, enabling internal teams to focus on strategic insights and client outcomes rather than day-to-day integration tasks. Executed thoughtfully, these actions will accelerate operational efficiency, reduce compliance friction, and enable more responsive client engagement.
A transparent and rigorous research approach integrating executive interviews, practitioner surveys, vendor assessments, and secondary source triangulation to validate insights
The research methodology underpinning this analysis combined qualitative expert interviews, vendor capability assessments, and secondary-source synthesis to create a rigorous foundation for insight development. Primary engagement included structured conversations with C-suite technology leaders, heads of portfolio operations, product managers, and vendor executives to capture diverse perspectives on functionality priorities, implementation challenges, and partnership criteria. These discussions were complemented by anonymized practitioner surveys that validated themes around deployment preference, data governance maturity, and integration pain points.
Secondary analysis drew upon technical documentation, regulatory guidance, vendor white papers, and industry thought leadership to contextualize primary findings and to map feature sets to functional requirements. Throughout, triangulation techniques were applied to reconcile differing viewpoints and to surface consistent trends. Quality assurance measures included peer review of key interpretations and cross-validation of use-case examples to ensure the findings are robust, actionable, and relevant for decision-makers considering platform selection, modernization, or sourcing strategies.
A concluding synthesis emphasizing data integrity, modular architectures, and regulatory-aware automation as pillars for future-ready portfolio management platforms
In conclusion, portfolio management software is maturing into an ecosystem where data integrity, modularity, and regulatory-aware automation determine competitive advantage. Organizations that combine a principled approach to data governance with a pragmatic deployment strategy will be best positioned to extract value from advanced analytics and automation. Moreover, vendors that invest in open integrations, explainable models, and regional delivery capabilities will find sustained demand among clients seeking both innovation and operational stability.
Looking ahead, leaders should treat technology investments as enablers of strategic differentiation rather than mere cost centers. By aligning platform choices with functional priorities-ranging from accounting and reporting through trading and rebalancing-and by accounting for asset class and vertical-specific needs, firms can build resilient operating models that meet evolving client expectations and regulatory demands. The synthesis offered here is intended to guide executive decision-making and to inform pragmatic next steps for teams engaged in platform selection or modernization.
Please Note: PDF & Excel + Online Access - 1 Year
Table of Contents
181 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Integration of AI-driven predictive analytics with real-time risk management tools for proactive decision-making
- 5.2. Adoption of blockchain-based transaction verification to enhance security and transparency in asset management platforms
- 5.3. Implementation of low-code automation workflows for customizable portfolio rebalancing and reporting capabilities
- 5.4. Emergence of cloud-native microservices architectures to improve deployment agility and scalability of PM software
- 5.5. Integration of ESG data analytics and sustainable investing modules using big data and AI for impact assessment
- 5.6. Growth of mobile-first portfolio management interfaces offering offline access and biometric security authentication
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Portfolio Management Software Market, by Function
- 8.1. Accounting & Reporting
- 8.2. Analytics & Forecasting
- 8.3. Client Onboarding & CRM
- 8.4. Investment Management
- 8.5. Risk & Compliance Management
- 8.6. Trading & Rebalancing
- 9. Portfolio Management Software Market, by Asset Class
- 9.1. Alternative Assets
- 9.2. Equities & ETFs
- 9.3. Mutual Funds
- 9.4. Real Estate & REITs
- 10. Portfolio Management Software Market, by Component
- 10.1. Analytics
- 10.2. Data Management
- 10.3. Planning
- 10.4. Reporting
- 11. Portfolio Management Software Market, by Vertical
- 11.1. Banking
- 11.2. Government
- 11.3. Healthcare
- 11.4. It And Telecom
- 11.5. Manufacturing
- 11.6. Retail
- 12. Portfolio Management Software Market, by Organization Size
- 12.1. Large Enterprises
- 12.2. Small And Medium Enterprises
- 13. Portfolio Management Software Market, by Deployment Type
- 13.1. Cloud
- 13.1.1. Private Cloud
- 13.1.2. Public Cloud
- 13.2. On Premise
- 14. Portfolio Management Software Market, by Region
- 14.1. Americas
- 14.1.1. North America
- 14.1.2. Latin America
- 14.2. Europe, Middle East & Africa
- 14.2.1. Europe
- 14.2.2. Middle East
- 14.2.3. Africa
- 14.3. Asia-Pacific
- 15. Portfolio Management Software Market, by Group
- 15.1. ASEAN
- 15.2. GCC
- 15.3. European Union
- 15.4. BRICS
- 15.5. G7
- 15.6. NATO
- 16. Portfolio Management Software Market, by Country
- 16.1. United States
- 16.2. Canada
- 16.3. Mexico
- 16.4. Brazil
- 16.5. United Kingdom
- 16.6. Germany
- 16.7. France
- 16.8. Russia
- 16.9. Italy
- 16.10. Spain
- 16.11. China
- 16.12. India
- 16.13. Japan
- 16.14. Australia
- 16.15. South Korea
- 17. Competitive Landscape
- 17.1. Market Share Analysis, 2024
- 17.2. FPNV Positioning Matrix, 2024
- 17.3. Competitive Analysis
- 17.3.1. BlackRock, Inc.
- 17.3.2. Bloomberg L.P.
- 17.3.3. SimCorp A/S
- 17.3.4. Addepar, Inc.
- 17.3.5. Charles River Development, Inc.
- 17.3.6. Envestnet, Inc.
- 17.3.7. Morningstar, Inc.
- 17.3.8. SS&C Technologies Holdings, Inc.
- 17.3.9. Orion Advisor Solutions, LLC
- 17.3.10. Allvue Systems, LLC
- 17.3.11. Planview, Inc.
- 17.3.12. Microsoft Corporation
- 17.3.13. Smartsheet Inc.
- 17.3.14. Wrike, Inc.
- 17.3.15. ServiceNow, Inc.
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