Managed the execution of 30 successful GIS projects, demonstrating leadership in delivering innovative solutions across the field.

Situation. Mappitall made its money delivering GIS projects, and there were a lot of them running at once. The company’s growth rode on getting them out the door reliably — not one flagship project done brilliantly, but a steady stream of them landing on time and holding together, which only happens when the coordination across the team is actually working.

Task. The responsibility was getting that portfolio delivered — keeping scope, people and timelines lined up across all of it, and giving the team the direction to ship.

Action. Across those years, the delivery of thirty GIS projects ran through this role. In practice that meant holding the scope steady when it wanted to creep, pointing the right people at the right work, and staying close enough to each project to catch trouble while it was still small. When something was going to slip, better to know early and reshuffle than find out at the deadline. A lot of the job was just keeping the plates spinning and the client’s expectations honest about what was coming and when.

Result. All thirty came in. That consistency mattered more than any single project would have — a client who’s seen you deliver thirty times over doesn’t worry about the thirty‑first, and that reputation is a good part of why the company kept growing.