Client Profile:
A fast-scaling B2B SaaS startup in the logistics tech space, offering AI-driven solutions like Transportation and Warehouse Management Systems. When I joined, the company had fewer than 10 team members and was navigating rapid growth with a constantly evolving product.
Challenge:
The company was selling features that hadn’t yet been developed, often under vague contract terms, which led to scope creep, client dissatisfaction, and internal burnout. With no formal project management processes in place, teams were stretched thin. We began with just 5 ongoing client projects — and within months, that number exploded to over 50, managed by a team of only 10 engineers and one project manager.
Without structured communication, resource planning, or project tracking, the environment became reactive, high-pressure, and unsustainable.
My Role and Contribution:
The engagement called for a Navigator-level intervention (see services page) — a hands-on, strategic leadership role focused on stabilizing delivery, building clarity, and scaling processes from scratch.
Working closely with leadership and engineering, I acted as a cross-functional bridge:
- Designing and rolling out project workflows
- Supporting resource allocation decisions
- Surfacing project risks early
- Facilitating alignment between the product roadmap and actual delivery capacity
Key Initiatives and Impact:
- Project Management Frameworks: Developed clear, scalable workflows for internal delivery and client-facing execution
- Strategic Resource Planning: Collaborated with the Engineering Director to assign engineers to projects based on workload, skill, and urgency
- Scope Control & Contract Improvement: Flagged recurring issues tied to vague scope definitions and proposed actionable improvements in how deliverables were written into contracts
- Transparency Routines: Introduced monthly all-hands meetings to communicate project statuses, upcoming workloads, and blockers — significantly improving alignment and forecasting
- Team Resilience Building: I led team-building activities and internal events to boost morale and reduce stress during high-pressure periods
Results:
- Scaled operations from 5 to 52 simultaneous projects without compromising delivery quality
- Shifted the organization from reactive chaos to proactive planning
- Increased client satisfaction through clearer communication and better scope control
- Strengthened team alignment and morale in a high-growth, high-pressure environment
Reflections:
This experience required both strategic thinking and emotional resilience. In an environment where growth often outpaces the process, I focused on creating just enough structure to keep teams grounded and projects on track — without slowing innovation. It was about turning uncertainty into clarity, and chaos into coordinated action.