Project Management & Consulting
Practical project management that brings structure, control, and visibility to the work that matters most.
Most organizations don't lack resources, but proper structure, clearer governance, and better visibility.
The challenge is to create the structure and oversight needed to consistently deliver projects and support decision-making.
I work with organizations to improve the way projects and processes are managed, helping teams deliver more effectively through practical project management, stronger control, and better visibility.
Services
So why do projects still run late, cost more than planned, or end without a proper handover?
Pick the situation closest to yours and answer a few questions. At the end I'll point you to the service that fits best.
Service 01
When a project needs hands-on leadership, I step in and take ownership of delivery. I work alongside your team, keep things moving, and make sure the project is handed over cleanly when it's done.
This service fits organizations without a dedicated Project Manager facing a project larger or more complex than usual, where structure, progress monitoring, and control over timelines and costs become essential.
As the project's PM, I plan and schedule the activities, define the deliverables across every phase, follow up on progress, and build the reporting that gives governance the right information at the right time. I keep timelines and costs under control, flag risks before they become problems, and act as the single point of accountability with suppliers and internal teams from start to a clean handover. My involvement lasts only as long as the project, giving you the leadership and oversight to deliver successfully without creating a permanent role.
Service 02
Every organization works differently. I work alongside your team, bringing a proven project structure and adapting it to your environment. The goal is not just to deliver the project, but to leave behind a way of working your team can continue to use.
This service is designed for teams that are already running projects and are looking to introduce more structure and visibility as their work becomes more complex. The work gets done, but planning and reporting tend to happen without a clear method behind them.
I join the project and work with your team. We build the schedule and plan the activities together, get the deliverables clear for each phase, and set up the follow-up and reporting that governance needs to stay informed. I keep an eye on timelines and costs as the project moves, raise risks early, and help manage the relationship with suppliers and the people involved. Along the way I hand the method over to your team, so they can keep running it on their own once I'm gone.
Service 03
If projects are managed differently every time, consistency becomes difficult to achieve. I help establish processes, tools, and ways of working that bring consistency and clarity.
This is for companies that want to build a real way of managing projects, not for one project but for all of them. Usually it's a business that has grown fast and now runs every project its own way, with no shared method to fall back on.
I look at how you run projects today and help create a more consistent and scalable way of working. I define the steps a project goes through from start to close, set up the templates and tools your people will actually use, and decide how projects get approved, tracked, and reported. Then I work with your teams to get them using it for real, not just on paper. Unlike the other services, here I'm not running a project with you on, making sure it holds once I step back.
Service 04
Before improving a process, you need to understand how it actually works. I map the current state, identify bottlenecks, and highlight where change will have the biggest impact.
This is useful when work feels slower or messier than it should, but no one can quite point to where the problem is. It happens a lot in companies that are growing quickly, where the way things get done never really kept up with the business.
I sit down with the people who actually do the work and follow a process step by step, the way it really happens and not the way it's supposed to on paper. I map where workflows pass from one person to the next, where they get stuck, and where the same work gets done twice. What you get back is a clear picture of the current state, with the bottlenecks marked and a short list of where to start fixing things. From there, deciding what to improve becomes a lot easier.
Service 05
I turn project data into concise reports that give leaders a clear view of project performance. Progress, costs, and key actions are presented in a format that supports faster, more informed decision-making, with risks tracked in a separate log alongside.
A lot of companies sit on plenty of project data but still can't get a straight answer on how things are actually going. The numbers are there, just scattered across files and tools, and pulling them together every time takes too long.
I take the data you already have and turn it into a report you can rely on. As a first step, we clarify together which business aspects and performance indicators matter most for your decisions, so we have a clear picture of what the end result needs to show. From there, I build a recurring business intelligence report around them: project progress by phase, time and cost tracking, resource utilization, KPIs, risk matrix and whatever else you need. Everything you need to know about the project, always up to date, in a format your leadership can read for fast and confident decision making.
I'm Andrea, an Industrial Engineer. For years I worked as a project manager on large international industrial contracts, running steel plant projects, industrial and scientific equipment across Europe, Asia and the Americas. More than 15 projects, budgets between €5 and €70 million, often with construction sites inside plants that were already running, under tight constraints on time and space because production couldn't stop. These are environments with almost no room for error: you need real follow-up and planning that's calibrated to the situation, and when something starts slipping, you get into the detail and put the pieces back in order before the delay builds up. That's where you learn to spot problems before they become visible to everyone, a skill that matters just as much on a complex international project as on a smaller contract, and that only holds up with a clear way of working, not improvisation. Today I bring that same discipline to smaller companies, where the scale and context change, but the need to always know where the project stands doesn't.
The mission of VEKTOR PM starts there: giving projects the structure and visibility they need to stay under control from start to finish. In most companies, the problem isn't a lack of skills or resources, it's that no one holds full responsibility for knowing, day by day, where activities stand and where every euro is going, until it's too late to correct course.
And that's what I bring to every project I take on, regardless of its size.
A selection of projects I've led across heavy industry and scientific equipment, from large-scale steel installations to setting up project management practices from the ground up.
I managed the engineering, construction, and commissioning of a meltshop plant consisting in two large EAF units for one of Canada's major steel producers. Beyond the technical scope, the challenge was managing the integration into a plant that never stopped running — sequencing the work carefully and keeping a constant line of communication with the operations team to avoid interference with ongoing production.
I managed the full delivery cycle of a steelmaking plant and Continuous Casting Machine (CCM) for a Mexican steel producer, from design and manufacturing oversight through to international logistics, construction, and integration into the existing melt shop. The scale of the project, combined with a geographically dispersed supplier network and the constraints of a live production environment, made coordination across engineering, procurement, logistics and site activities a key part of the role.
I was brought in to set up the project management structure for a program involving the design and production of a series of astronomical telescopes. The work focused on establishing tracking, reporting, and follow-up practices rather than managing the technical content directly. The main challenge was introducing enough structure to give leadership reliable visibility, without disrupting the way the technical team already worked.
I followed the development and production of an AOD converter for an Italian producer of stainless and special steels, through to integration with the existing plant. The scope covered coordination between the engineering team, the manufacturer, and the client's operations — managing the handover in a way that minimized disruption to an already running facility.
This is a self-developed case study built around a hypothetical design and construction project for a machine in the plastics sector. I used it to develop and document a complete PM framework from scratch — covering scheduling, planning, phase documentation, follow-up routines, and reporting. The goal was to have a concrete, end-to-end example that illustrates how I structure a project and what a full set of PM deliverables looks like in practice.
Tell me a bit about what you're working on, whether it's a project, a process, or a challenge that would benefit from a clearer approach. I read every message personally and will get back to you.
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