Grant Program Management

Translating grant agreement milestones into internal delivery gates with clear owners, acceptance criteria, and evidence packages ready for agency review — maintained continuously, not assembled at report time.

Drafting and coordinating interim and final technical progress reports that satisfy funding agency KPI frameworks without diverting engineering and PI time from active R&D.

Single coordination layer across universities, industry partners, and international collaborators — joint governance cadences, data sharing agreements, IP assignment tracking, and decision logs.

Mapping agency-required KPIs to internal engineering OKRs so program progress is measured once and reported in the format each stakeholder audience requires.

Maintaining expenditure records aligned to agency eligibility rules — salary rates, indirect cost caps, subcontractor documentation — to protect the program from audit findings at claim time.

Continuous maintenance of the evidence trail required by funding agencies: meeting minutes, decision logs, IP disclosures, ethics approvals, and data management plans — audit-ready at all times.

Engineering teams focus on the technical problem, not the agency-defined deliverable definition. Without a dedicated PM, the work delivered and the milestone claimed diverge until reporting forces a reconciliation.

Interim and final reports fall to the PI or CTO by default, diverting senior leadership from R&D at the exact moments when technical decisions are most consequential.

Multi-institution consortia lack a single coordination layer. Every deliverable interface between partners becomes a potential delay point with no one accountable for resolution.

Ineligible cost claims or incomplete documentation are discovered months after expenditure — often during a final audit, when corrective action is both expensive and time-constrained.