Sergio M.

I get hired to do three things: define the plan, make ownership explicit, and deliver the result. Most projects are not short on effort. They are short on a plan someone can execute and a name next to every piece of it. Defining the plan. I turn what leadership wants into work someone can start on Monday: scope agreed with the sponsor, a schedule built on real capacity, and gates with go/no-go criteria instead of optimistic dates. Accountability. Every open item has one owner and one real due date, and it is the same list the team sees and you see. No status that only exists in my head or in a meeting. On both of my current engagements I am the single point of accountability to the sponsor, which means when something slips you hear it from me first, with the options already worked out. Results. A 10-project AI portfolio that was burning budget with nothing demonstrable, driven to a hard delivery gate with a working MVP. A field team running off text threads, rebuilt into an intake, a daily board and work orders with committed dates, still running without me in the room. A nationwide telecom rollout at Huawei: 18 crews, 6 engineers, around 200 radio base sites across 6 states, one site every two to three days, 14 months with no gaps in weekly reporting. Nothing on that list closed as mostly done. Closed means delivered and verified against what we agreed. Tools: Jira, Confluence, ClickUp, Notion, Asana, Monday, Claude, ChatGPT, Python, Power BI, Xero, Google workspace as a daily user. Google Project Management certified, CAPM | PMP in preparation. Mechanical Engineer, Master's in Industrial Management in progress. Full overlap with US Eastern and Central time, up to 30 hours a week. I answer within 24 hours and I tell you what will not fit before you find out on your own. Tell me what is slipping and I will come back with an honest read on whether I can help. Sergio