Richard Broo
Project Management Turnaround Specialist and Founder of True North PMP Consulting
Sample Podcast Questions for Richard Broo
- 1
Why do well-funded projects fail and what are the warning signals leaders and project teams should pay attention to if they want to avoid failure?
- 2
You’ve been brought into situations where teams were talented, and well-funded—yet nothing was getting accomplished per the plan. What usually explains that disconnect?
- 3
How can companies tell the difference between a project that is “on track” and one that is “off Track”?
- 4
A lot of leaders feel pressure to add new tools, software, or AI when projects stall. Can you share a time when adding more tools made things worse?
- 5
For leaders who feel like problems only surface once they’re already on fire, how do you coach them to avoid this scenario?
- 6
You’ve worked with organizations that spent heavily on outside advice but still didn’t get results. Why does this scenario usually occur?
- 7
Think back to a project turnaround that didn’t start with a dramatic overhaul, but with fixing something simple. What was that simple moment, and why did it matter so much?
- 8
What role does executive management play in a successful project outcome?
- 9
What are the costs associated with poor project management?
- 10
When should a company kill a project?
- 11
If you had 30 days to stabilize a failing project, what would you focus on and what would you ignore?
Latest episodes
Key topics
The hidden cost of letting “almost ready” projects drag on
Most delayed launches aren’t blocked by technology or talent-they’re stalled by unresolved definitions and decision paralysis that no one feels empowered to fix. Teams keep refining specs instead of shipping value, while leadership assumes progress is being made because activity is visible. Richard unpacks how experienced leaders learn to distinguish healthy iteration from expensive stagnation.
The simplest way leaders can reduce project risk without spending more money
Reducing risk doesn’t require new headcount or tools-it requires earlier clarity and firmer decisions. Richard explains how disciplined upfront thinking eliminates entire categories of downstream rework. The value for listeners is learning what to fix before projects demand rescue.
Why project audits only work when consultants stay long enough to prove their advice
Most leaders have paid for recommendations that sounded smart but changed nothing. Richard explains why advice without implementation creates false confidence and why real improvement requires skin in the game. This conversation challenges the traditional consulting model and reframes what leaders should demand before trusting external expertise.
View all topics →
Latest episodes
Key topics
The hidden cost of letting “almost ready” projects drag on
Most delayed launches aren’t blocked by technology or talent-they’re stalled by unresolved definitions and decision paralysis that no one feels empowered to fix. Teams keep refining specs instead of shipping value, while leadership assumes progress is being made because activity is visible. Richard unpacks how experienced leaders learn to distinguish healthy iteration from expensive stagnation.
The simplest way leaders can reduce project risk without spending more money
Reducing risk doesn’t require new headcount or tools-it requires earlier clarity and firmer decisions. Richard explains how disciplined upfront thinking eliminates entire categories of downstream rework. The value for listeners is learning what to fix before projects demand rescue.
Why project audits only work when consultants stay long enough to prove their advice
Most leaders have paid for recommendations that sounded smart but changed nothing. Richard explains why advice without implementation creates false confidence and why real improvement requires skin in the game. This conversation challenges the traditional consulting model and reframes what leaders should demand before trusting external expertise.
View all topics →