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Vincit in Turku is seeking a Senior Project Manager to own demanding custom software projects, ensuring delivery is both successful and profitable. You will work closely with customers and delivery teams to create clarity when priorities shift, tighten decision rights, and manage commercial expectations.
You will maintain credible project forecasts, understand pricing and staffing implications, and drive changes through clear customer agreements to protect margins and maintain trust.
As a Senior Project Manager, you’ll take ownership of demanding custom software projects and work closely with customers and delivery teams to make sure we deliver the right things – successfully and profitably.
But there’s an important twist. Some projects become difficult for reasons that have little to do with technology. Stakeholders are not united. Decision authority is unclear. Additional and conflicting requirements appear after commitments have been made. Agreed ways of working are challenged, and scope, schedule and commercial reality begin to diverge. In this role, you’ll create clarity in those situations. You’ll establish decision‑making, make consequences visible, negotiate workable boundaries and restore delivery control while maintaining a constructive customer relationship.
This is also a commercial role. You’ll maintain a credible project forecast, understand how pricing, staffing, subcontracting and unbilled work affect profitability, and handle changes through clear customer agreements rather than allowing uncertainty to become margin leakage.
You’ll do well in this role if you understand both software delivery and the commercial reality of consultancy projects. You can move comfortably between steering groups, customer decision‑makers and delivery teams, and you know how to turn a difficult situation into a plan people can act on.
You enjoy working with complex customer organisations. You can listen carefully, challenge directly and remain constructive when stakeholders disagree or expectations need to be reset. You understand that sometimes progress requires a decision, a change agreement, a re‑baseline or an explicit stop to uncontrolled work.
You should also be comfortable supporting a wider delivery portfolio. This means recognising where intervention is needed, challenging optimistic assumptions and helping other Project Managers strengthen forecasting, governance, scope control and recovery practices.