Justin Bateh, PhD, PMP

I write about project management, leadership, and AI | Follow to develop skills for faster, smarter, and more efficient project management and to build winning teams | Boost your career with my actionable insights

Hi, I’m Justin 👋 I’ve spent my career running projects where decisions mattered, and failure wasn’t an option. I didn’t study project management, operations, and strategy just to talk about it. I used it to make decisions, fix broken execution, and get results when the stakes were high. To prove it wasn’t luck, I built repeatable systems I teach through real projects and that are now used and proven by thousands of leaders. Here, I share my experience in project management, AI, leadership, and decision-making. Not as theory, but as leverage for modern leaders.I hate fluff. I hate busywork. Everything here is real, tested, and battle-proven...from someone who’s still doing the work today. I also teach the top-rated AI-Powered Project Management cohort on Maven, where I help task-buried professionals become confident, AI-powered project leaders who operate closer to decisions and far from busywork. *All views and opinions shared across my content are solely my own.

Founder

I teach Project & Operations professionals the skills to drive sustainable growth, change, and profitability using data-driven decision making, lean tools, six sigma methodologies, agile projects, and data analytics. I have worked with executives and managers from numerous organizations, including Walmart, Verizon, Amazon, Pearson, UPS, Wiley, Cengage, Medtronic, US Department of Health, CSX, USPS, Blue Cross Blue Shield, Crowley Maritime, US Air Force, US Navy, Novartis, FedEx, McKesson, and many others.

Justin Bateh, PhD

9 Simple Ways To Recognize Your Team

(The stuff that’s not in any handbook)

1/ Stop Micromanaging Them
→ Trust is the ultimate recognition.
→ Hire smart people—then let them work.
→ Oversight kills ownership.

2/ Promote the Competent, Not the Loud
→ Results speak louder than self-promotion.
→ Reward outcomes, not volume.
→ Quiet excellence deserves the spotlight.

3/ Give Them True Autonomy
→ Treat them like adults.
→ Let them decide how they work best.
→ Freedom fuels performance.

4/ Pay Them What They’re Worth
→ Money talks louder than pizza parties.
→ Certificates don’t pay bills.
→ Fair pay is real appreciation.

5/ Fire the Toxic Performers
→ One bad attitude drains ten good ones.
→ Protect the culture, not the culprit.
→ Removing them lifts everyone else.

6/ Don’t Be a Jerk
→ Decency is rare leadership currency.
→ Respect costs nothing.
→ Kindness compounds influence.

7/ Give Them Time Off (and Mean It)
→ Burnout isn’t a badge of honor.
→ Disconnect means no Slack, no guilt.
→ Rested teams outperform exhausted ones.

8/ Listen to Their Ideas
→ Ask, pause, and really hear them.
→ Implementation proves respect.
→ Listening drives innovation.

9/ Publicly Give Credit (and Take None)
→ Celebrate their wins loudly.
→ Success is theirs—failure is yours.
→ That’s real leadership.

Recognition isn’t a bonus. It’s a culture.
And culture decides who stays.

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Expert in AI-Driven Project Management, Strategy, & Operations | Ex-COO Turned Award-Winning Professor, LinkedIn Instructor & Corporate Trainer

8 Ways You're Signaling You're Not Ready for Promotion

(Most people miss these completely)

You're not getting passed over for lack of skills.

You're getting passed over for lack of signals.

Senior leaders watch how you operate when you think no one's looking.

Here's what they see:

1/ Waiting to Be Told What to Do
→ You ask "What should I work on next?"
→ Instead of "Here's what I think we should prioritize."
→ Initiative beats instruction.
→ Leaders create direction.

2/ Bringing Problems Without Solutions
→ You surface issues perfectly.
→ But offer no path forward.
→ Problem identification is junior level.
→ Solution ownership is promotion level.

3/ Only Speaking When Spoken To
→ Especially in leadership meetings.
→ Silence gets interpreted as disengagement.
→ Or lack of strategic thinking.
→ Presence requires participation.

4/ Managing Tasks, Not Outcomes
→ You report on what you did.
→ Not what changed because of it.
→ Activity feels productive.
→ Impact drives promotion.

5/ Asking Permission for Everything
→ "Can I email the client about this?"
→ "Should I schedule that meeting?"
→ Risk aversion signals junior mindset.
→ Ownership signals readiness.

6/ Avoiding Difficult Conversations
→ You hope problems resolve themselves.
→ Or wait for someone else to address them.
→ Conflict avoidance stalls advancement.
→ Leaders lean into discomfort.

7/ Not Managing Up Effectively
→ You assume your boss knows your impact.
→ They don't.
→ Visibility requires intentionality.
→ Good work without communication is invisible work.

8/ Thinking Only About Your Work
→ You optimize for your team's success.
→ Not the organization's goals.
→ Tunnel vision limits scope.
→ Strategic thinking expands it.

Most people think promotions are about performance.

They're actually about perception.

And perception is shaped by signals you send every day.

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Don't waste your energy on the wrong people in 2026.

Choose wisely using the Skill/Will Matrix:

1/ Top Performers (High Skill + High Will)
→ Don't micromanage them
→ Give them ownership
→ Recognize them publicly
→ Build your future around them
→ They're your A-players

2/ High Potentials (Low Skill + High Will)
→ Coach them actively
→ Set them up for wins
→ Develop, don't smother
→ Motivation drives results
→ They want to succeed

3/ Disengaged Experts (High Skill + Low Will)
→ Ask questions and listen
→ Could be burnt out or bored
→ Small shifts can reignite them
→ Sometimes it doesn't work
→ They deliver but disconnected

4/ Low Performers (Low Skill + Low Will)
→ This is where time dies
→ Give one clear chance
→ Exit quickly if no change
→ Keeping them drains A-players
→ They won't improve or try

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CEVA Logistics

PMO Manager

Em transição de carreira

Gerente de projetos

DSV - Global Transport and Logistics

Responsibilities:
•	Managed a team of 32 people.
•	Responsible for road transportation in FTL and LTL modes for customers in the technology, automotive and telecom sectors (leading 5G manufacturers).
•	Responsible for operations management, risk management, new project management, financial management (P&L), reverse logistics, customer and supplier relations, procurement, compliance and defining quality strategies.

Key achievements: 
•	Increased road transport market share from 55% to 100% for a major multinational customer, significantly increasing revenue and profitability.
•	Provided efficient and flexible customer service, meeting peak demand of approximately 1,000 FTL shipments per month and improving average monthly profitability from 12% to 32%.
•	Increased line haul capacity by more than 35% and last mile capacity by 15% through a carrier and warehousing cost reduction project, leveraging existing partners and introducing new subcontractors to the operation.
•	Implementation of 27 cross docks (presence in all Brazilian states).
•	Reduced time to send proof of delivery from over 15 to 2 business days.
•	Completed a project to move critical customer assets between distribution centers in different states on time and with zero incidents, as defined by the Project Management Office (PMO).
•	Managed projects such as the digital transformation of operations, which brought robustness to Control Tower by implementing a SaaS system coupled with Kanban flow in operational processes, significantly increasing team productivity and customer satisfaction.
•	Optimizing processes through Kaizen/PDSA and achieving a reduction in personnel costs of around 40%, while maintaining the quality of the service provided.
•	Formation and training of a high-performance team through close dialogue, feedback sessions and results meetings.

Operations and Logistics Manager

EZENTIS

Responsibilities:
•	Managed a team of 120 people.
•	Implemented operational and business process improvements for 
•	Responsible for managing field service operations and projects for a multinational client.
•	Implementing digital transformation of operations.
•	Inventory control and logistics for parts and spares.
•	Proposed projects to improve the client's network.

Key achievements: 
•	Increased monthly revenue by 25%, contributing to the company's profitability by executing and managing projects focused on improving the customer's network.
•	Reduced direct costs by 14% by optimizing field service processes, monitoring and analyzing KPIs linked to the contract's SLA.
•	A digital transformation project that implemented a WFM tool that provided online control and management of the team, work plan, and repository of reports and documents, which was praised by the client for its quality.
•	A 29% reduction in direct operating costs by streamlining purchasing, logistics, warehousing, overtime control and fleet costs.
•	Increased productivity and reduced overtime costs by 15% through continuous improvement (Kaizen) and demand planning (S&OP) for projects and operations.

Operations and Project Manager

BETWEEN DO BRASIL

Responsible for the "Network Resilience - Infrastructure Project", with a budget of 11 million reais, aimed at investing in equipment to guarantee the quality and robustness of the network for the 2014 World Cup and the 2016 Olympic Games.

Management of 07 indirect employees and a subcontractor with 8 field inspectors.

Identifying solutions, purchasing and installing equipment in more than 300 wireless sites in the Rio de Janeiro metropolitan area, adopting best market practices, and maintaining communication with all stakeholders.

Preparation and execution of project planning within the time, cost, and quality expected by the client, using a predictive approach and keeping risk management under control.

Manage the project, ensuring that quality specifications are met and managing resources, schedules, and budgets with full transparency to the client.

Project Manager

Claro Brasil

Responsibilities:
•	Management of a team of 35 employees;
•	Inventory control and logistics of parts and spares.
•	Controlling the execution of contracts with partners to ensure compliance with the agreed budget, quality and KPIs.
•	Implement capital expenditure projects for the operations department (CAPEX).
•	Define the methodology for prioritizing routine operations and projects (in accordance with ISO9000).
•	Responsible for the management of contracts with subcontractors for the maintenance of sites, buildings/centers, vertical structures and GMGs, ensuring compliance with budget and KPIs.
•	Responsible for managing the acceptance of network element projects, meeting the target implementation schedule, ensuring the expansion and updating of the mobile network.

Key achievements: 
•	Development and revision of operational procedures that increased network availability from 97% to over 99%, with consequent improvement in quality perception and ANATEL indicators.
•	Reduced the recurrence of faults by more than 25% through frequent revision and updating of technical procedures.
•	Decrease of 30% in the waiting time for tickets from the Field Service through the decentralization of technical support.
•	Review of the execution and monitoring of contracts with partners for the maintenance of sites, buildings/centers, vertical structures and GMGs.
•	Annual planning and execution of CAPEX projects (FCC, HVAC, GMG, Civil), ensuring assumptions, budget and schedule according to scope.

Operations and Project Coordinator

TIM Brasil

Responsible for the control of repair, return, and spare parts storage, definition of procedures to ensure customer-perceived quality, as well as compliance with ANATEL indicators.

Implemented an information database that aided in decision-making regarding the allocation of financial resources (CAPEX/OPEX) in the Network area.

Served as a focal point in the implementation and auditing of SOX (Sarbanes-Oxley Act), ensuring compliance and corporate governance in the field.

Field Services Engineer III

Ericsson

Responsibilities:
•	Served as the lead engineer on a variety of wireless projects for national carriers.
•	Performed audits and evaluations of technical procedures in the field.
•	Responsible for commercial presentations and proposals, negotiations and sales of services.

Principais resultados obtidos: 
•	Developed and standardized installation and commissioning processes for RAN sites, increasing field team productivity by more than 20%.
•	Negotiated a customer support services contract with revenue of 20 million reais.

Senior Telecom Engineer

An engineer with 25 years of experience in operations and projects, able to work with a focus on results, with in-depth knowledge of people and business management. I have a profile focused on building teams that can drive the necessary changes, allowing me to deliver solid results.

My mission is to plan and execute projects and operations with a focus on business results, ensuring delivery on time, within budget and with quality. I have excellent skills in risk management, financial management (P&L), reverse logistics, customer and supplier relations, procurement compliance, and defining quality strategies. 

I also have experience in process improvement and digital transformation using methodologies such as Six Sigma, Kaizen, DMAIC and Scrum. Some of my key achievements include increasing the market share of a major multinational client's road transport business from 55% to 100%, resulting in a significant increase in revenue and profitability.

I am a PMP certified professional by PMI, MBA in Business Management by FGV, Six Sigma Yellow Belt, Scrum Fundamentals Certified, PSM II and PSPO I by Scrum.Org. I am also a volunteer and mentor in Project Management by PMI SP. I'm passionate about learning, innovating and working with high performing teams. I'm always looking for new challenges and opportunities for professional and personal growth.

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Justin Bateh, PhD

Renato Lopes, PMP

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The Battle

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Renato Lopes, PMP

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