PROJECT MANAGEMENT
Project Manager at Procter & Gamble
FMCG is a whole new world, and it is hard to compare it to anything else. Stepping into the role of Digital Project Manager at Procter & Gamble's Budapest plant means taking on a unique set of challenges that are often overshadowed by the more visible successes of the production line. In the Digital Team, our work may not always be in the spotlight, but it is the backbone that supports the entire operation. Efforts often go unnoticed because they are woven into the fabric of daily routines, expected and taken for granted. But make no mistake, the impact of our work is profound. One of the biggest challenges is managing a workload that far exceeds the team’s capacity. With an ever-growing list of tasks, all labeled as top priority, it’s a constant juggling act. Every day brings new demands, and it can feel like there’s never enough time or resources to meet them all. But that’s where the real test of leadership comes in – prioritizing effectively, making tough decisions, and finding ways to keep the team motivated and focused, even when the odds seem stacked against us.
When I first took on this role, there was no established framework for digital product management. It was uncharted territory, with outdated technologies and no clear processes in place. From the ground up, together with two other colleagues, we began building the foundations of a digital product and project management workflow that can support the unique situation of our team. It’s still a work in progress, but we’re on a good path, and in a far better situation than when I started. This journey has been about more than just implementing new tools – it’s about changing the mindset of the entire plant, helping people understand the value of digital innovation, even if it’s not always visible. It’s about driving cultural change, encouraging a shift from reactive to proactive problem-solving, and showing how small, behind-the-scenes improvements can lead to significant long-term gains.
Leading a developer team in this environment means constantly fighting for recognition to ensure the team’s contributions are valued and understood. It’s about advocating for the resources we need to do our jobs effectively, pushing for the adoption of new technologies, and continually striving to reduce the gap between the demands placed on us and the tools we have to meet them.
Prioritizing an overwhelming workload, where every task is deemed critical, and ensuring the team remains focused and productive.
Managing projects and stakeholders, removing roadblocks.
Establishing and building a digital product management framework from scratch, adapting to the unique support role of the developers.
Driving cultural change within the plant, highlighting the often-invisible impact of digital solutions on overall efficiency.
Leading the team through the complexities of modernizing processes and technologies in a legacy environment.
Taking on developer work to further increase the productivity of the team, albeit it is not the best practice, and must be addressed by hiring more developers.
And all else
The rest of my project management experiences come from the different roles I have had in the 6 years of working at ELTE. You can find them in their respective areas: