Geert Sevens is a senior project manager who has built his career across a wide range of industries, from glass manufacturing and petrochemicals to steel and retail. He started out at Philips and later worked at the Ducatt factory, before deliberately moving into consultancy to gain more variety and avoid being tied to one company. Through Verhaert Consulting, he has led many project-based assignments for companies like Carrefour, Delhaize, Hegge and currently Belgo. What really drives him is the more technical side of building projects.
What does a typical week look like for you as a project manager?
A typical day or week in my role as an on-site project manager really depends on the client I work for, the project and its stage. Sometimes I focus on one large project, while other times I’m juggling several smaller ones. That said, every project follows roughly the same flow: from definition and planning to execution, delivery and follow-up. During the execution phase, my week usually includes around three half-days following up on the project on-site, one full day dedicated to planning meetings and reviews, and the rest spent on project-related tasks like coordinating with suppliers. It’s a good balance between analytical work and hands-on execution, which keeps things interesting and dynamic.
What are the biggest benefits and challenges of working on-site at clients?
The biggest benefit is definitely the exposure to different environments. You’re moving between companies and sectors, which keeps things fresh and challenging. I enjoy that constant change and the opportunity to work on projects you might not normally get into. At the same time, it comes with a few trade-offs. There’s quite a bit of travel involved, and as a consultant, you sometimes have to rely more on yourself, especially when contact with your own colleagues is limited. Still, if you’re open and proactive, client teams tend to integrate you quickly and treat you as one of their own.
What skills are most important to succeed in this kind of role?
In this kind of role, I think a solution-minded approach is essential. Projects can get hectic, so being able to stay focused on finding answers rather than getting stuck in the problem makes a big difference. Closely linked to that is staying calm under pressure, things will go wrong at some point, and if you keep your emotions in check, it’s much easier to coordinate a proper response with everyone involved. I also believe curiosity is key. Having a genuine interest in the client, the sector, and the project helps you onboard faster and ask the right questions from day one. It keeps you open-minded and makes it easier to build a proper understanding of the project and the client.
What project are you most proud of so far?
What I’m particularly proud of is my work at Carrefour. I was managing several projects in parallel, which meant we were often in a very fast-paced execution mode with quick turnarounds. Every month, we were able to close out a project, which was very satisfying. What made it especially rewarding was the final walkthrough in the store with the owner, checking everything together and seeing that all the work had been delivered correctly and had a real impact.
What do you enjoy most about being an on-site project manager?
What I enjoy most about being an on-site project manager is that everything you learn stays useful in future projects. You’re constantly working on your experience, and that really builds up over time. The role requires a mix of soft and hard skills, communicating with different stakeholders, but also sometimes getting into technical solutions, budgets, suppliers or purchasing. I like that variety and responsibility. You develop those skills along the way, and you can keep applying and refining that solid foundation throughout your whole career.