In today’s fast-evolving business landscape, effective project management has never been more essential, not just for delivering results, but for driving innovation and growth.
To explore what human-centred project leadership looks like in practice, we sat down with our Directors, Richard Price and Charles Ross-Smith to discuss the strategies, lessons and tools that have shaped their approach to managing complex projects across industries. In the blog below, they recognise that successful delivery depends on relationships, communication and empathy as much as it does on process and planning.
Whether you’re a project manager, engineer, or founder of a growing SME, this conversation will educate and equip you with the insights you need to start adopting a human-centred approach.
" ...there is a huge benefit to external support: objectivity." - Richard
Q) Why do organisations often need project management support?
Richard: Often clients bring us in because they don't have the internal capability to deliver a project at all. Otherwise, it's a capacity issue - they simply need more resource. But even if you’ve got
internal capability, there is a huge benefit to external support: objectivity. Being too close to the problem or tangled in internal politics can cloud judgment.
External partners also bring specialist capability. You might have good internal people, but do you have the right experience for a project of this complexity or technical scope? That is where experienced external support really adds value.
Charles: As Richard said, it’s generally about a resource or technical skills gap. But I’d add that we often bring a fresh perspective. Clients sometimes bring us into 'set the bar.' We’re polished in how we present information, and that rubs off on the client team. Beyond delivery, we help them raise their own game, sharing what good project management looks like and helping them become more
efficient.
"[Project management] is not just about data or rigid processes; its about people." - Richard
Q) Coming from larger project management firms beforehand, what did you want to do differently when setting up Pointer?
Richard: For me, it’s always been about being proactive, pre-empting what’s coming next and staying two steps ahead. Part of a project manager’s job is to make everyone’s life easier and keep things calm. It is not just about data or rigid process; it’s about people. If you’re doing your job well, no one’s panicking, even if they don’t realise it’s down to you. That human-centred understanding of what people need and how to help them deliver is what matters most. That is the philosophy Charles and I wanted to channel when setting up Pointer.
"A big part of the people-centric approach is empathy - being able to put yourself in someone else’s shoes. It’s about understanding what motivates them, what concerns they might have..." - Richard
Q) What does ‘Human Centred Project Management’ mean to you?
Richard: People often think that project management is about Gantt charts and cost models, but it’s really about managing the people in the organisation and making sure that those relationships work. You need to understand some of the technical aspects in order to understand whether you're on track or not, but it's not all about a super swept up Gantt chart. It's about knowing where you are, who is struggling and how you can help them achieve the best they can within the time they have available. It’s about helping and encouraging people into doing the right thing at the right time.
A big part of the people-centric approach is empathy - being able to put yourself in someone else’s shoes. It’s about understanding what motivates them, what concerns they might have, and making sure you’re addressing those things. It’s not just about following the process; it’s about
responding to what really matters to the people involved.
"Calmness and control build credibility far more than speed." - Charles
Q) When you start a new project, is there any way that you prioritise who needs to be where and how engagement with senior leadership team come into that?
Charles: Start with an open mind. Understand why things are the way they are before making changes. Map your stakeholders – who cares about what, what worries them and build trust fast. Tailor your communication: if a leader values dashboards, give them one; if they’re focused on regulatory risk, address that first. Then set a short-term triage plan to stabilise and move forward.
Richard: Asking the right questions is critical. What does success look like for leadership? What do they need to feel confident? Build trust early, and they’ll tell you when something isn’t right.
Charles: Exactly. Avoid rushing into fixes. Sometimes the best decision is to pause, gather more information, and come back with a better answer. Calmness and control build credibility far more than speed.
"Too many meetings kills productivity. The goal is balance." - Charles
Q) What strategies or approaches do you use to keep project teams motivated and on track?
Charles: Two things: clear information and efficient contact points. Simple dashboards and trackers help everyone see progress, blockers, and ownership. But you also have to manage meeting cadence– not every issue needs a daily stand-up. Too many meetings kills productivity. The goal is balance: enough touch points to keep momentum, without suffocating the team.
Richard: I think it's about giving people some degree of control; actual, tangible responsibility and an output. I think otherwise people switch off quite quickly. I completely agree about the need to engage with everybody, but only just enough. Finding the right balance comes with experience.
Final thoughts
At the centre of project management are people. Data, dashboards, and tools matter, but empathy, communication, and clarity are what truly drive success. As Richard and Charles demonstrate, putting humans back at the centre isn’t just good for culture; it’s the foundation of every successful
project.
For more information about successful project management, or how to navigate the common challenges that projects typically face, email us: info@pointer-cg.co.uk.
Want to find out more? Visit our project management service page here.