For leaders who want better project outcomes

Your team got handed projects. They didn't get handed project management training.

You want better project outcomes. But you can't train everyone, and you can't hire a PM for every initiative.

Raise the bar on project quality—while lowering the ask on your team.

Accidental PM guides anyone through every stage of a project, so your team delivers like they've been doing this for years.

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The Problem

Your people are smart. But nobody taught them how to run a project.

They stare at blank pages. They spend hours googling "how to write a project proposal." They come to you with half-baked plans because they don't know what a fully-baked plan looks like.

Updates get missed. Scope drifts. Documentation lives in someone's head—and when they're out sick, so is the project.

You want better project discipline, but you don't want to pile more work onto an already-stretched team. You can't train everyone. You can't hire PMs for every initiative.

Right now, you're accepting mediocre projects from an overwhelmed team. Not because they don't care—but because they were never taught how.

The Solution

Like giving your team a senior PM to guide them.

Imagine every person on your team had access to an expert project manager—someone who's run hundreds of projects and knows exactly what questions to ask. They interview your team. Your team talks through what they're trying to do. The expert shapes their messy thoughts into clear documentation.

💬
They talk
Messy thoughts, half-formed ideas, whatever they know
🎯
It asks
The questions a senior PM would ask, one at a time
✨
Clarity emerges
Clean proposals, clear milestones, real documentation

They don't need project management training. They just start talking, and the structure builds itself.

See It In Action

What actually changes

Each pain point has a solution built into the product.

Before
They come to you with half-baked plans
Your team freezes at blank pages. They don't know what goes in a proposal—or what you'll want to see. So they guess, and you get incomplete work.
Project Proposal: _
After
What's the problem you're trying to solve? Just tell me in your own words—we'll shape it from there.
Our planting line can't keep up with demand. We need more capacity but I'm not sure how to scope this...
Got it. When you say "can't keep up"—is this a seasonal peak issue, or are you running at capacity year-round?
Before
You find out something slipped after it's already a problem
Someone was blocked. Someone dropped the ball. You didn't know until the deadline passed. Now you're scrambling—and wondering what else you don't know.
❓ Where's the spec?
⚠️ Overdue
🤷 No update
📅 Missed deadline
After
Jonathan blocked on equipment specs
Waiting on Bob · 5 days · Blocks: Data field mapping
Open
Vendor lead time may slip
Purchasing investigating · Medium urgency
Open
Equipment model selection
Decided Dec 10 · RT-10011 selected
Resolved
Before
Who's following up? You, or nobody.
Work is happening—but who's making sure things stay on track? Right now, that's probably you. And every follow-up feels like you're hovering.
"Hey team, just checking in on those action items from last week... Any updates? Sorry to keep asking..."
😬 You're not their manager. This is awkward.
After
Approve nudge to Bob
Draft preview
Hi Bob — Quick check-in on the RT-10011 specs. Jonathan's ready to start the data mapping once he has them. Any blockers I can help with?
Before
You're chasing updates or flying blind
Information lives everywhere—email, Slack, hallway conversations. You ask questions. Pop into meetings. Everyone feels like you're hovering, but you're just trying to stay informed.
📧 "Just following up..."
📅 Pop into meeting uninvited
🚶 Walk by desk casually
After
B Bob — equipment specs at 65% Today
Confirmed RT-10011 is correct model. Waiting on vendor for final dimensions.
Weekly sync Dec 16
Budget approved. Discussed timeline risks with team.
Note — hallway chat with Bob Dec 15
Bob mentioned vendor might have delays. Will follow up.
Before
You're accountable, but you're not in the weeds
Should there be a meeting? Who should be there? What needs to be decided? You don't want to micromanage—but you also don't want to miss something important.
Status meeting? Check-in? Standup?
Who should be there?
What do we even discuss?
After
Suggested: Schedule a working session
Recommended agenda
1. Unblock Jonathan — He's been waiting 5 days on specs from Bob. Get them in the same room.
2. Vendor timeline risk — Purchasing flagged potential delays. Decide: buffer the schedule or escalate?
3. Training kickoff date — Lisa needs a target to build her curriculum against.
Before
Scope creep and "I thought we agreed..."
"Can we also add..." keeps happening. There's no document to point to. Decisions get forgotten. Two months later, nobody remembers what was actually agreed.
↑ ↓ ← →
Original scope
(whatever that was)
After
Scope Definition

In Scope

  • New planting line equipment
  • Data system integration
  • Operator training program
  • 6-month warranty support

Out of Scope

  • Facility renovation
  • New hire recruitment
  • Process redesign
  • Extended warranty beyond 6mo
Before
Everyone's busy, but is the project actually moving?
Your team is working on stuff. But is it the right stuff? Is anything getting done, or just churning? You can't tell if you're on track without asking a bunch of questions.
Equipment specs 🤷 In progress?
Data mapping 🤷 Waiting on something?
Training plan 🤷 Started maybe?
After
Budget approved Done Dec 16
Equipment ordered Due Jan 15
Finalize equipment specs
B Bob · 65%
Data field mapping
J Jonathan · Blocked
Get budget approval
K Done ✓
Go live Due Jun 15
Before
You're either micromanaging or flying blind
There's no middle ground. Either you're constantly asking for updates (and everyone feels watched), or you're out of the loop until something breaks.
Email
Slack
Spreadsheet
Doc
Calendar
Notes
Jira?
???
After
Project briefing
Planting Line Expansion
Since yesterday
Good news: Budget approved. Bob made solid progress on specs—now at 65%. Jonathan still blocked but should clear this week.
This week
Jonathan's data mapping due Friday (blocked on Bob). Lisa's curriculum outline due Dec 27—she's on track.
Timeline note: 28 days until equipment order deadline. Critical path is tight but achievable.

Before

Mediocre projects.
Overwhelmed team.

After

Exceptional projects.
Lighter load.

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Your team delivers better projects. And it costs them less effort to do it.

We're building this with a small group of leaders who feel this tension. If that's you, let's talk.

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