Eddy Vertil was told he wasn’t PMP ready, but his work and life experiences proved otherwise. Now he’s a member of the PMI Leadership Institute Master Class, VP of Business Strategy for PMI New Jersey Chapter, and a thriving project management consultant leading teams to achieve strategic benefits.
Eddy, how did you get into project management? My introduction to project management was not traditional at all. I owned a graphic and web design business serving minority owned businesses in the Greater New York Area. I would literally walk up and down streets asking business owners how I could help them succeed. As business began to grow, I hired offshore developers to take over all web development efforts. I would procure new business during the day, and around 1 a.m. start working with my offshore team to fulfill client orders. Over time, I wanted to refine my knowledge of value delivery by experiencing what it was like to manage larger projects.
In 2012, I officially shut down my business to work under contract at Lockheed Martin. I was responsible for the requirements gathering and implementation efforts for several new internal websites. My biggest “ah ha” moment was when I started working on a multi-million-dollar program at Independence Blue Cross Blue Shield alongside a senior project manager and senior management consultant from Accenture. The diversity and complexity of day-to-day issues and the ability to contribute toward remediation efforts got me hooked. It prompted me to pursue formal training on project management. The more I studied and applied the knowledge, the more it shaped how I handle problems not only within a professional setting but within personal life.
What do you love most about the work? Whether it is work within a nonprofit or a Fortune 200 company, I am addicted to working within teams to remediate complex problems. I need to see numbers, success stories, an impact from the work being done to feel content. I love the diversity of problems that can arise at any given time. I love being able to see what works within one organization, what doesn’t work within another, and to identify the variance within processes. “Best Practice” can be subjective. Understanding why certain processes don’t work can generate a unique opportunity to “build a new engine” to deliver the desired business value.
What do you find most challenging or frustrating? I would consider myself an introvert, meaning that extended conversations tend to feel physically and mentally draining. I find it difficult to translate this feeling to extroverts. I simply have to protect my peace sometimes. It can also be quite frustrating when someone prematurely attempts to sum you up within a category or persona that does not represent you at all. We are all uniquely different.
How has Covid-19 impacted your work? I was fortunate to be engaged within a contract in which working remotely was not an issue. However, my work-life balance took a significant hit. Between work, doctoral research, and volunteer efforts, I found myself sitting in one corner for 12-14 hours per day as often as 6-7 days a week. Everyone has their limits, and I really needed to find new ways to protect my personal time. When you’re working within your passion, none of it feels like “work.” It feels like an opportunity to grow and refine yourself craft. However, when passion becomes obsession, other aspects of your life begin to take a hit, and that is never a positive. It took time, but I have successfully achieved my version of work-life balance.
What's your proudest professional achievement? When I would share my desire to obtain the PMP certification it was frequently greeted with comments such as, “Well, the PMP requires experience” or “maybe in a few years.” I second-guessed myself for years until I finally decided to just sit for the exam. To my surprise, almost every single scenario-based question on the exam was something that I had encountered once or multiple times before. When I passed the exam, I posted on a social media platform that I had proudly achieved my goal and was now a certified PMP. Shortly after, one individual who had told me that I would never receive the PMP made a comment stating, “PMI must be making the PMP easier for the younger generation to obtain.” Achieving the PMP helped me recognize that I gave myself far too little credit for what I had already overcome, and that there will always be someone on the sidelines heckling your goals even after you have achieved them.
What's the best piece of advice you've received or can share? Stop focusing on why you should have, and focus more on why you should not have. This principle has helped me obtain true ownership of my goals and shortcomings. It’s quite easy to blame your failures on some external factor. A real leader will ask themselves what they could have done to make a success story. That is key to rapid growth. Even if I am successful, I still ask myself why I should not have succeeded. This is not hypercritical, but a method to find opportunities for internal growth and to recognize when to show gratitude.
How has PM.com helped you in your work? Over the years, I have frequently visited the site to obtain perspective on certain PM-related topics. That diverse perspective is invaluable. I have also found the templates can be used without reinventing the wheel.
What interests do you have outside work? I enjoy hiking, traveling and reading.
Favorite TV show, artist, movie? I don’t really watch TV often, but I did find myself hooked on Game of Thrones and House. I don’t have a favorite movie, but I love the thriller and suspense genres. It’s all about the unpredictable ending for me.
Thank you Eddy!
To connect with Eddy Vertil, visit his ProjectManagement.com profile.