The project start-up process poses a significant challenge
for implementing partners, especially when initiating a new project in a
partner (host) country. This challenge is even greater if the implementing
partner is new to the country, as the assignment becomes more complex and
demanding.
Project start-up is often an informal and unstructured
phase—there is no standard working schedule, and initially, we worked more than
18 hours a day. This phase is less about paperwork and more about taking
ownership and delivering results under pressure. My key contribution was
maintaining the right attitude to meet critical timelines.
Several challenges stood out during this process:
- Negotiation with long-term service providers (e.g., securing rental agreements for office spaces) proved to be one of the most complex parts of the setup.
- Opening bank accounts was a fundamental task essential for managing project finances from the outset.
- Recruiting the project team was critical to building the foundation for successful implementation.
- Establishing documentation aligned with policies and procedures ensured compliance and accountability from day one.
- Managing office setup, including internal design and IT infrastructure, required technical insight and hands-on involvement.
Multiple tasks demanded immediate attention, making it
essential to prioritize effectively. As the team leader, I acted as the
project’s captain—leading with initiative and commitment to ensure everything
was set in motion smoothly. From day one, the focus was on delivering results,
and with the right leadership approach, even the most difficult tasks became
manageable.
