The network for creativity
Join 1.25M professional creatives like you
Connect with clients, get discovered, and run your business 100% commission-free
Creatives on Contra have earned over $150M and we are just getting started
The network for creativity
Join 1.25M professional creatives like you
Connect with clients, get discovered, and run your business 100% commission-free
Creatives on Contra have earned over $150M and we are just getting started
Related posts
This project repositioned a digital and technology Project Manager for senior delivery roles within regulated, multi-stakeholder environments. The original resume reflected solid execution experience but did not clearly elevate governance ownership, measurable cost impact, or enterprise delivery accountability.
I refined the summary, skills, and experience sections to emphasize end-to-end delivery leadership, risk and change governance, stakeholder alignment, and measurable outcomes including automation savings and release efficiency gains. The result was an ATS-optimized, executive-ready resume positioned for senior digital and technology delivery roles.
Posting a new case study soon 🤘
So many client projects, not enough time to share!
How we scope Retool projects to avoid budget overruns
Most budget overruns don’t come from development - they come from unclear scope. To avoid this, we focus on structure before building
Define must-have vs nice-to-have:
Separate core workflows from future improvements
Phase delivery:
Ship the essential system first, then expand safely
Early demos:
Validate workflows early to avoid late changes
Clear data model:
Structure data and permissions before adding logic
Good scoping reduces risk, speeds delivery, and keeps expectations aligned
👉 Clear scope protects both sides
Such an underrated point. Most project issues are scope problems, not build problems. Defining must-have vs nice-to-have early changes everything.
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