NELOMAX

At NELOMAX, we believe that every project requires a clear division of roles, efficient communication, and diligence for the final result. Our collaboration model is based on two pillars: Project Managers, who coordinate all activities, and Specialists, who carry out tasks based on their competencies and experience.

On this page, you will find a detailed description of the roles of the Project Manager and the Specialist, the rules of the collaboration model, as well as the characteristics of our task and work organization system. All these elements create a coherent whole that allows us to effectively manage projects – from the idea to implementation – regardless of their scale or field.

How we work at NELOMAX

The position requires strategic thinking, time and resource management, and resilience to changing conditions. The Project Manager is responsible for the schedule, quality, and costs, as well as ensuring that each stage proceeds according to plan — from task execution, through implementation, to evaluation and, if necessary, preparing the project for scaling or sale. Each Project Manager is solely responsible for their project, including the selection of team competencies and clearly translating goals into execution.

The Project Manager is the central figure of every project carried out at NELOMAX. They are responsible for bringing the project from the idea to a measurable business result. Their work combines the roles of a leader, organizer, and coordinator of many people, as well as the owner of the plan: they decide on priorities, solve problems, and ensure consistent communication with stakeholders (Management, Specialists, subcontractors, partners). This means not only planning and supervising, but also making budget decisions and managing risks to keep the project on track towards agreed-upon goals.

leader and coordinator

Project Manager

• Proactivity – anticipating risks, initiating actions, making decisions before a problem escalates.

• Independence – managing a project without constant supervision, with regular reporting on key stages.

• Analytics – working with data from project databases, making decisions based on facts and indicators.

• Communication – clear briefs/agreements, online meetings, documenting decisions.

• Flexibility – readiness to work across industries and with teams of various profiles.

• Responsibility – full accountability for budget, quality, deadlines, and people.

• Results and value orientation – ownership mentality; a project can become a company or be sold (participation in profits).

Expectations

Team and delegation — selects roles, delegates tasks, removes blockers; builds an environment conducive to efficiency and the development of competencies.

The objectives and clarity of tasks — defines the goal and DoD (Definition of Done), communicates requirements specifically. Does not "constantly correct" the same deficiencies – cares for the team's execution maturity.

Evaluation and knowledge — after the project's completion, it assesses the results, documents the conclusions, and enriches the organization's knowledge base.

Optimization — implements tools/methods, standardizes processes; increases efficiency and quality without losing control over risk.

Budget and settlements — plans and controls the budget, settles the costs of the team/subcontractors, and cares for the return on investment (ROI).

Communication and strategy — maintains constant contact with the Management Board, provides directional recommendations; translates strategy into tasks and assesses the quality of their implementation.

Monitoring and corrections — tracks status in task databases, reacts to deviations, corrects the plan, and periodically reports progress.

Planning — establishes operational goals, schedule, and milestones; organizes the scope so that the team can realistically implement the plan.

Scope of duties:

Pros: stable, dedicated team, faster communication, higher quality of repetitive tasks.

Cons/risks: limited access to other resources → greater burden on the chosen team and less flexibility during work peaks.

The Project Manager has access to the full database of Specialists, allowing them to match tasks to specific competencies. They can also assign (reserve) several Specialists to a project for a longer duration.

Team Building

A good result means benefits for the company, the team, and the leader; failure carries real consequences (loss of bonuses, repercussions for the team). SP cares not only about tasks but also about people and the reputation of the project.

Success and failure have consequences.

The Project Manager is aware that they are working with real funds (private and/or EU grants). Every financial decision must be justified, well-thought-out, and accountable – over-investment or waste impacts people and the organization.

Responsibility for funds

In NELOMAX, the Project Manager can become a co-owner of the enterprise that has emerged from the project. In the case of project sale, it is possible to have a profit share – as a one-time reward and/or a long-term stake.

Co-ownership and "exit"

Owner-Financial Perspective

The specialist does not collaborate directly with other specialists but can simultaneously carry out tasks for multiple project managers. They operate within clearly defined competencies and on behalf of the leader, which allows them to have a real impact on the progress of work. Their responsibility is not only to complete the task but also to ensure quality, timeliness, and compliance of the results with the project's assumptions.

The Specialist is a key member of the NELOMAX system, responsible for carrying out tasks that are part of larger projects led by Project Managers. His role combines independence, reliability, and creativity. The projects he engages in cover various industries — from e-commerce and mobile applications to ecology and training, as well as military projects. Therefore, the Specialist's work requires flexibility, quick learning, and adaptability.

Project Manager Assistant

The most important aspect of this role is understanding the objective. It is not about following instructions step by step, but about achieving the expected result in the best possible way. This means having the ability to analyze problems, seek solutions, make decisions, and be open to various forms of action. A specialist is also a developmental role — the experience gained can lead to a promotion to Project Manager and, in the longer term, to participation in the creation of new initiatives within NELOMAX.

Specialist

• Independence and Initiative — no step-by-step instructions; the ability to seek solutions matters.
• Creativity and Resourcefulness — quickly finding methods, tools, and inspiration.
• Communication Skills — precise questions about the goal and expected outcome instead of asking about every detail.
• Reliability — tasks completed once and well, without burdening the Project Manager with corrections.
• Openness to Diversity — projects can relate to completely different areas (e.g., training, marketing, analysis).
• Willingness to Grow — readiness to learn new tools and techniques and to upgrade qualifications.

Expectations

1. Collaboration with Management – reports, recommendations, updates.

2. Coordination of Project Managers' Work – organizational and scheduling support.

3. Collaboration with Subcontractors – contact, briefs, quality supervision.

4. Coordination of Work of Other Employees and Teams – integration of activities, information flow.

5. Research – market, competitive, and industry analyses.

6. Social Media – content, communication, monitoring, analytics.

7. Databases – handling and updating project structures (e.g., Airtable).

8. Presentations and Websites – visual materials, project pages, WebWave.

9. Recruitments – support for the process and onboarding of new personnel.

10. Correspondence – email and phone communication with clients, partners, and the team.

11. Data Analysis and Reporting – summaries and conclusions for teams and management.

12. Creating Operational Procedures – instructions, work standards, process documentation.

Areas of action

Scope of activities:

Care for quality — the completed task should be polished and ready for use without the need for multiple corrections. The Specialist's role is to support the Project Manager, not to add to their responsibilities by requiring them to check and correct every piece of work.

Managing priorities — tasks vary in complexity: from simple to elaborate, requiring several days of work. A specialist should therefore be able to accurately assess the time needed for their completion and appropriately plan their actions.

Independent problem-solving — tasks often do not have ready-made instructions, so the Specialist decides how to achieve the goal, demonstrating initiative in seeking improvements. Finding better methods can not only shorten the execution time but also eliminate unnecessary activities.

Execution of tasks assigned by Project Managers — in accordance with the scope of duties and expected outcomes.

At the same time, the role of the Specialist offers opportunities for development – both substantive and organizational. A Specialist can be promoted to the position of Project Leader, participate in the financial success of the venture, and even help create its ownership structure. This role is for individuals who not only perform tasks but also understand the purpose of project work and want to create something larger than their own position.

A specialist at NELOMAX should remember that every project is a real business undertaking, involving financial resources, the work of people, and the company's reputation. The failure of a project has consequences for the team, the company, and the investors, which is why every action must be thoughtful, reliable, and timely.

Financial resources that support projects often come from investors, business partners, or institutions such as the European Union – they cannot be treated lightly.

Awareness of Responsibility and Development

A specialist can report their availability for new tasks – this builds trust and increases the chances of getting more projects. Have you finished all your tasks and have some free time? It would be a big plus to inform the Project Manager of your readiness for further cooperation.

Self-initiated skill enhancement is also valued. Searching for new solutions and improving the use of tools allows the specialist to develop their skills and raise the quality of the tasks performed.

Additionally, the specialist can express a desire to collaborate on the project in another capacity. Are you an experienced coach, and would you like to conduct a course in a training project? There is a possibility of signing an additional contract and establishing cooperation – propose your idea to the Project Manager.

Proactivity

Project Managers share their opinions on the strengths and weaknesses of Specialists to better match tasks to their competencies. As a result, Specialists can fully utilize their skills. For example, a person with a very good knowledge of databases, presentations, or social media may more often receive tasks in that area and may also be recommended to other Project Managers. Such collaboration allows for assessing the level of engagement and competencies of each Specialist and identifying areas that require further development.

Collaboration and Specialization

Specialists communicate directly with Project Managers, so this should proceed smoothly and effectively. Understanding the goal and the intended outcome is crucial, so the Specialist must demonstrate the ability to ask good questions and choose the most appropriate communication method.

• Do you have a quick but important question? Call.
• Do you need a longer conversation to clarify the details of the task? Send an email requesting to schedule a meeting.

Two-way and effective communication

The boss defines the goal, while the method of execution depends on the Specialist. They are responsible for research, selecting helpful tools, and finding ways to overcome difficulties. In this job, creative thinking and a flexible approach to problems are crucial. Tasks performed using standard methods can take several days, while with proper information searching, they can be shortened to just a few minutes.

Instead of writing to the Project Manager or the team for step-by-step instructions, it is worth first trying to find a solution independently and demonstrating initiative.

Independence

Collaboration model

Collaboration principles:

• Clear communication – tasks, goals, and deadlines are clearly defined and communicated in project management systems and during online meetings.
• Role division – the Project Manager is responsible for strategy and direction, the Specialist for operational implementation, and subcontractors for specialized services.
• Responsibility for results – each team member is accountable for the quality and timeliness of their part of the work.
• Coordination and support – the Specialist often acts as a link between the Project Manager and subcontractors, ensuring smooth execution.
• Focus on development – collaboration is seen as an opportunity to gain new experiences and share knowledge.

In practice, the Specialist:

• selects and engages subcontractors for specific tasks,
• establishes the terms of cooperation and provides briefs,
• monitors the status of implementation and updates it in project systems,
• organizes online meetings to discuss details,
• maintains contact with subcontractors and controls the quality of their work,
• reports progress to the Project Manager and raises issues requiring strategic decisions.

External cooperation

For subcontractors, the Specialist is the decision-maker in operational matters – there is no need to confirm their arrangements with the Project Manager each time. This model shortens response time and eliminates unnecessary formalities while maintaining control over quality.

The specialist works in close collaboration with the Project Manager, but within an established plan, has full authority to issue executive orders independently. This allows the work to proceed smoothly, and the Manager can focus on strategic aspects.

Internal cooperation

• Project Manager – plans and sets strategic goals.
• Specialist – carries out operational tasks, supervises their quality, and reports progress.
• Team – operates based on project systems, where everyone can see their responsibilities and the status of work.

In NELOMAX, projects are carried out as a team, with a clear division of roles and responsibilities. The Project Manager is responsible for strategy and direction, while the Specialist is in charge of operational implementation and task coordination. This ensures that each project is conducted in an orderly and efficient manner.

Collaboration in projects

• Independence – can act without constant supervision, responsibly making decisions.

• Initiative – proposes new solutions, improvements, and actively engages in project development.

• Communication Skills – clearly and professionally conveys information within the team and in external contacts.

• Flexibility – adapts to different industries, work modes, and situations.

• Commitment – evident in the quality, timeliness, and willingness for continuous development.

• Understanding of Company Structure – ability to work in systems such as Airtable, knowledge of procedures and task-based work principles.

• Post-Implementation or Internship Tests – assess readiness for work, competencies, and developmental potential.

• Reports and Data Analyses – evaluation based on progress in projects, results of actions, and quality of work, measurable through project databases.

• Task Evaluation in Project Management Systems – verification of quality, timeliness, independence, and communication methods.

• Summaries and Observations – notes and recommendations from supervisors collected in company tools, influencing decisions on promotions or changes in responsibilities.

At NELOMAX, employee evaluation is based on a combination of specific operational results, the quality of tasks performed, and personality traits that influence team effectiveness and workplace culture. The company employs a multidimensional approach, taking into account data from project systems and managerial observations.

Evaluation of work and criteria for a "good employee"

NELOMAX