Project & program management
The single point of ownership when workstreams, vendors, and departments must land together and the gaps between them belong to no one.
Some undertakings are too wide for any single project to hold: a merger integration, a company-wide systems change, a relocation, a regulatory program. Several workstreams, vendors, and departments must land together, and the gaps between them are where such programs quietly fail. A program manager owns the whole: the sequence, the dependencies, and the decisions no single workstream can take alone.
The program managers on Hellenic Talent come from top consultancies, Big 4 firms, and senior industry roles. They have run programs for corporates, PE portfolio companies, and family businesses across Greece and Cyprus, and inside EU-funded programs, where governance and reporting obligations arrive with the funding.
What to test in the first conversation, whoever you end up hiring.
Programs, not big projects
Has run whole programs, not only large projects with grand names.
Governance sized to the company
Designs governance to fit the size and culture of the company, not copied from a manual.
Forces decisions in senior rooms
Comfortable forcing a decision in a room of people more senior than them.
Not fooled by green status
Reads vendor plans critically and spots the slippage hiding behind green status.
Readable at board level
Writes plainly enough that the board actually reads the reports.
A short call is enough to understand the situation and tell you honestly whether the network has the right program manager for it.
Engagements run remote, hybrid, or on-site, for clients in Greece, Cyprus, and the rest of the world.