I would ask why you created the product.

Why your company?

Why this product?

Why now?

If you developed the product due to identifying a problem in a market that wanted/needed a solution and would be willing to pay to get it, then your product value should be clear to those people, and in fact they would be the ones you tell about it when it's ready.

So - it sounds like your customers (the one's with the budget that you want to access to pay for your system) - would be Project Managers, Scrum Masters etc.

Obviously most of the users would be engineers but the larger the company - the less likely they are to be involved in the choice (many will have a preference based on previous experience, but likely expect to use whatever the company selects).

You've said that your product is 'easier to use' than the Agile competitors - was that based on customer feedback?

When people decide to buy a system that's integral to the way their business will work and could impact their effectiveness, the decisions are based on more than just the product price, features and benefits. For example - many companies choose Atlassian because they know it's used by companies as big (or bigger) than them. (The old phrase of 'no-one gets fired for buying IBM comes to mind)

So - are you addressing those aspects in your USP?

Why should people trust your company over the competitors?
What is the real problem someone will face if they do NOT buy your product?
Is your USP focused on the people with the budget and authority to buy rather than the users?
Does your technology have something the others does not?

I think if you have the data to show your product is valuable to the intended customers once they have it then your USP might be better focused on the 'why the market needed you to create it', rather than some type of mental comparison chart with existing offerings.