What are your daily functions in a project? 

I work as a Senior Project Manager in Gpx and my typical work responsibilities include -
- Project planning - includes team-onboarding, agreeing on project scope, define necessary field-work activities  and finally setting up the delivery calendar.
- Project execution - includes key activities such as defining the key hypothesis and necessary analysis to validate the hypothesis, synthesize early insights and deep-dive on critical ones for developing strategies. Lastly prepare the project document structure for different levels of client stakeholders and ensure early alignment with Gpx  and the client leadership teams.  
- Project closure -   includes closing administrative piece of the project and also work on potential follow-up proposal or implementation documents for next project phase

Which are the steps of a typical project? 
A typical Globalpraxis engagement lasts for 12 weeks, with 2 main deliverables - in-depth assessment and recommendations. The engagement starts with a detailed fieldwork planning, which is crux of Gpx outputs. At Gpx, we follow an outside-in approach, where-in team get insights from the fieldwork, complemented by management interview insights and validated against a fact based data-analysis. The project manager is instrumental in designing an effective fieldwork plan, with right balance of granularity  and completeness. The PM also sets the direction, with overall document storyline, define the analysis to be performed and summarize the  key insights / takeaways into few easy of comprehend slides

How is relation with clients? 

In consulting industry, maintaining strong client relationships is crucial for building trust, ensuring client satisfaction, and fostering a long-term partnership
Within Gpx, the PM is responsible of ground operations and is the face for the company, which put him is critical situation to balance the client needs and getting buy-ins on the tailored solutions, which at times could be revolutionary, from different level of client stakeholders - executive to middle management. This requires different level of engagements - in both formal and informal settings, with client counterparts. The key here is effective communication. As PM, we try to be clear and transparent in all communications, without sugar-coating. We try to add value to the engagement, beyond standard deliveries, though insights sharing, and proactive problem solving and in addition prioritizing the opportunities, which could in turn help the client their own KPIs. Lastly, as a PM, we ensure team is aware of cultural nuances and adapt / respect client local culture and corporate work style. This goes a long way in establishing Gpx as a preferred partner and sets way for future continuation