From Project Manager to Manager of Project Managers: How to Make the Move

VECO, as a manufacturer of microprecision metal parts, serves the world's most innovative high-tech companies in a wide range of industries, including medical, automotive, food and beverage, and aerospace. These industries demand extremely high quality and precision requirements from their manufacturers. While the specific requirements vary, there is one common denominator: the more precise and clear the requirements are established in advance, the greater the chance that VECO delivers within time, budget, and quality requirements. This is exactly where a team of project leaders can make a valuable contribution. The management of VECO recognized this, and thus, over 80 years after its founding, the company set up a PMO department a few years ago. With the philosophy that it was time to approach projects more professionally and systematically.

'Working in a project-oriented manner is a significant shift for the organization, so there is still much room for improvement,' says Robbert-Jan, who has been leading the team of project managers at VECO since December 1. The team handles around 60 projects annually, each with an average duration of one year. Whether it's a customer project, a capital expenditure project, or an improvement project, the central focus is always on establishing a process to align the quality of the end product as closely as possible with the requirements of the internal or external customer.

The transition from managing projects to managing project managers is a significant step for Robbert-Jan, bringing valuable lessons and challenges.

'I owe this opportunity to Bart; he approached me for this role, initiating this possibility for me. Managing a fixed team of project managers in a relatively new PMO organization and in a dynamic environment is new for me, requiring a range of new skills. Learning a lot in a short time energizes me. I'm focusing heavily on the professional and personal growth of the project managers. When each team member excels, the team achieves much better results. I see, bit by bit, that team members are becoming more assertive, fitting better into their roles, and becoming more precise in their inquiries with clients. This is crucial because project-oriented work is new at VECO, representing a significant shift for our internal clients and colleagues as well. In summary, within this organization that is undergoing significant changes, everyone is still learning their lessons. That makes my new role very challenging. We are all part of an ongoing improvement process.'

What you see is what you get

Robbert-Jan lives in Almelo, so commuting to Eerbeek where VECO is located takes about an hour by car for him. 'Fortunately, hybrid working is also common here, and I work from home a few days a week,' he says. When Bart called him about the position at VECO, the longer distance and travel time were points of consideration. He didn't have to travel as far for his work at his former employer, Benchmark. Robbert-Jan: 'Still, I accepted Bart's proposal to interview at VECO. Bart listened well to me. He saw that based on who I am as a person and my knowledge and experience in various industrial sectors, I might fit very well within VECO. Because I've worked as a project manager in different industries, from medical and automotive to electrotechnical, I can easily switch between structures and models. That experience comes in handy at VECO. Furthermore, as a person, I share the values that apply within the company. I don't like hidden agendas and a political approach. Just say it like it is, and you'll get the farthest. The open, direct, and honest way of communicating within VECO, not beating around the bush, immediately stood out to me during the three interviews that were part of the job application process. When they offered me the job as a manager, the match was quickly made.

Effectively responding to the question behind the question

Within the close-knit network of project managers at GHYSELS, almost everyone shares the same opinion: managing your success in advance is a matter of sharpening the inquiry process. This is the approach of Yat-Ho Chung, who became a project manager at the NTS-Group through Ghysels. This is also advised by our coach and consultant, Karin, who sees too many project managers struggling due to the pressure and chaos at the start of a project. 

Robbert-Jan has also identified, as the first priority and improvement point within VECO's PMO team: ensuring that project managers increasingly inquire about what the customer exactly wants and means. Actually understanding the customer is a matter of clear communication at the precision level. Robbert-Jan: 'Delivering within time, budget, and the expected quality level requires a lot of alignment. Therefore, a good project preparation is of extra great importance. If you, as an organization, pay a lot of attention to this, everyone will benefit. Just quickly starting with the idea that it will be done quickly, actually causes delays. Inquiring further is the art. What do you mean exactly? What functionality is involved, with what precision should the machine be set? These are important questions. It all comes down to details, and you prevent trouble later if you capture this in detail in the list of requirements. It's better to sit down together first to clarify the scope of the assignment. And then go full speed ahead with the team.'

According to Robbert-Jan, that's the way to manage a happy end customer, both internally and externally. How does that contribute to the bigger picture? Robbert-Jan: 'Identifying the question behind the question and providing a good solution means that you become better attuned to customers. This way, we expand existing customers and attract more new customers. And as a team of project managers, we contribute even more to VECO's revenue and profit.'

A strong start with a coach as a sounding board

When you find a job through GHYSELS, you are offered a coaching program for six months. Whether you have a lot or little experience in project management, every assignment is a new opportunity to grow as a professional. During this period, you work closely with Karin Rosch, your personal mentor, a heavyweight in the high-tech industry. She is a trusted person outside the organization who knows what your challenges are and whom you can consult if you are stuck.

Robbert-Jan is very positive about the coaching he has received via GHYSELS since starting at VECO. Robbert-Jan: 'In the first few months, the manager was sick, and I was on my own in managing the team. The organization was new, as well as the team and the way of working. So, I could use a sounding board and support. Karin has a lot of experience in setting up and running a PMO department, and I am grateful for her knowledge. She helps me plan and organize improvements for the PMO team, such as better structuring of projects and detecting development points. She also has good ideas on how to approach portfolio and program management better. I am very happy to receive this support through GHYSELS, and I think it really sets them apart as a recruiter in the market.'

Are you ready to make a difference?

Are you inspired by Robbert-Jan's story and do you, as a project manager, want to make a greater impact too? Then, contact us. As a project management recruitment agency, we connect top project, program, and portfolio managers with organizations that want to move forward. As a recruitment, consultancy, and coaching agency, we have a 100% focus on the project management field. We believe that everyone can use support from time to time to bring out the best in themselves. So that within the manufacturing industry, pharma, automotive, R&D, you can truly make a difference.