When you’re doing something new, plans and goals evolve rapidly.
Most high-risk, high-stakes projects operate within a realm of unknowns or uncertainties; they’re new to you and new to your organisation.
Moving goalposts, shifting attitudes to change and reallocating resources is all par for the course, but it can be unsettling, right?
For you and the project to succeed you need to exert great influence, and feel confident in your decisions. And good decision-making relies on good data.
This is where I come in.
Organisational change demands a certain skill set that you don’t find in your average PM (ie the experience to think beyond the milestones on a Gantt chart!)
It’s about being structured, in-control, gathering insights, making impartial assessments, identifying hotspots and, of course good communication skills.
These are key characteristics I’ve developed from 25 years in project management and 8 years in the UK’s airborne forces. Adaptability, and ability to thrive in high-stress environments served me well as a PM when initially working for the UK Government’s defence and intelligence agencies then into wider industry.
If you’ve come to this page to check out my qualifications (I get it, I would too) here they are:
I am a professional trainer, I love being challenged by students, keeping up with new developments in our field and figuring out better ways to help them grow as Project Managers.
I am a consultant; I aim for creativity within structure. I’m not about cutting and pasting solutions from elsewhere but about figuring out what is right for clients.
I am a hands-on PM. I work with a hand-picked roster of clients to sharpen my skills, and use my experience to help their organisations develop a culture of change.
QUALIFICATIONS
