Anna is one of our senior Project Managers. She has a Masters in Translation Studies and Project Management combined with fluency in French and significant experience of delivering translation services to large corporate clients with complex requirements.

Her enjoyment of her role stems from her client relationships and from managing the intricacies of her various projects.  

If Anna worked for a much larger company, her role would be limited to the pre-determined processes associated with project creation, implementation and delivery.

However, Anna has the ability and desire to offer much more. Rather than perceiving limits to her role, Anna encourages the delegation of greater levels of responsibility and decision making. This is also something that eTeams promotes as part of our team development.

This whole approach forms the basis of the way in which we deliver personalised care, rather than the alternative taken by many of our competitors with the execution of their production environments.

What does this mean in practice?

With a production environment, a client requirement is passed like a baton through a process.  For example, to translate source material into 3 languages may result in it being sent to one department for analysis, then to another department to decide the approach to your project, then to sales for pricing and quotation, then to other Project Managers who will handle the relationship with different translation agencies that actually perform the work. The Project Manager becomes detached from your project in order to allow him/her to ready the organisation for the next one.

By comparison, Anna will own and make all the important decisions regarding your project, from analysis, pricing, building your translation team and then delivery.  This has 2 significant consequences.

Firstly, Anna knows the state of your project without needing to ‘locate the baton’, because it stays with her.

Secondly, Anna understands the details of your project, thereby placing her in the best position to offer a close working relationship and to recommending future service improvements.

The exploration and agreement to new concepts and ideas can be arranged quickly because Anna, like her colleagues, reports to director-level within our organisation, rather than having to wade through middle-management.

Of course, it can be argued that the eTeams personalised approach can be achieved because of our smaller organisation.

The directors of eTeams respond by saying that this is much preferred to having innovations diluted and decisions delayed because of organisational constraints.

Anna simply restates the value to her clients, who benefit from the breadth of her role and experience and from her increased job satisfaction.

“eTeams – translations you can trust”