Projects That Built
Something Real

Cambridge had developed a vision for universal preschool and completed significant ideation work to build agreement across the city and school district. But implementation had stalled. There was no single point of contact on the school district side, and district staff were absorbing a large-scale new initiative on top of their existing responsibilities. Critical items were falling through the cracks. Cross-agency coordination was minimal, and there was no communications plan to align families, city officials, and school staff toward a shared goal.

As Special Project Manager to the Superintendent, I became the single point of contact the school district side was missing. I worked at the intersection of two parallel tracks: the district’s internal implementation and the city government’s process, coordinating across city officials, the Superintendent, school principals, teachers, and the families of Cambridge. I rebuilt the project milestones for the district, established a cross-agency coordination structure, and created the communications plan that finally moved implementation forward.

The full program launched over three years. I joined in the final 18 months, and in that time we enrolled 800 of the targeted 1,000 children in the initial implementation, committing $20,000 per child in dedicated program funding. This was not just a program launch. It was proof that programs that benefit a city do not have to stay in the ideation phase. They can be implemented well when someone manages the space between the institutions.

Life sciences companies operate in environments where a missed step is not just a delay; it is a compliance risk. BASciences needed someone who could manage a high volume of concurrent client projects across multiple departments while maintaining the documentation rigor and process discipline that GMP and ISO environments require.

I managed 40+ concurrent client projects across 5 internal departments, spanning client intake and scope definition through execution and delivery, within a GMP and ISO-regulated environment. This meant precise documentation, cross-functional coordination, and keeping clients informed without compromising compliance at any stage.

Consistent, on-spec delivery across a high-volume, regulated portfolio. What this work demonstrates is the ability to manage complexity at scale in environments where most project managers have never operated. For small biotech and medical device companies, this depth of regulated-industry experience is exactly what they need, and almost never find, in a fractional hire.

Technical companies in medical devices, microelectronics, and advanced materials often share the same problem: they need to quickly fix quality assurance issues to maintain manufacturing and production so their clients are happy. Scope creep can happen as you try to fix the root cause, timelines drift, and frustration builds on all sides because no one is managing the middle.

Serving as a technical consultant across 30+ companies in three highly technical industries, I managed root cause analysis, scope change conversations, maintained stakeholder communications, while translating complex technical progress into language that non-technical clients could act on. My background in chemistry gave me credibility on the technical side, while my PM discipline kept the business side clear and confident.

Clients stayed informed, timelines stayed intact, and scope conversations that happened early enough to matter. The core skill here, translating technical complexity for non-technical audiences, is what small businesses and founders most often need. You should not have to choose between someone who understands your work and someone who can explain it to the people paying for it.