Meet a MAKEENer
It’s not just about the technical delivery; it’s about helping people achieve something that is important to them.
With more than 15 years at MAKEEN Energy, Leandro Coelho has seen projects from every angle, from hands-on installation work around the world to his current role shaping how projects are managed across the organisation. Recently appointed as PMO (Project Management Office) Coordinator, he continues to combine technical expertise with a passion for structure, teamwork, and communication.
Please tell us about yourself and your role.
I’m a project manager based in Porto, Portugal. Most of the time, I manage what we call B and C projects – smaller or more standard LPG solutions that we’ve delivered in various forms before. They might not be as complex as the large A projects, but they’re just as important for our customers and for MAKEEN Energy’s business.
I’ve been with the company since 2008. My background is in engineering, electronics, and computers, and before joining MAKEEN Energy, I worked in industrial maintenance. That experience taught me a lot about the mechanical side of things – pneumatics, hydraulics, and how machines behave in real conditions.
I started here as a supervisor, travelling to installation sites around the world. About 11 or 12 years ago, I transitioned into project management as I wanted to travel less and spend more time with my family. Luckily, the company supported that change. Having someone with hands-on technical experience in a project manager role is valuable, both for the technical teams and the customer.
Since then, I’ve been working to develop my skills as a PM. I earned a CAPM certification from the Project Management Institute and was preparing for the next level, PMP, when a new opportunity came along and I was appointed PMO Coordinator. It’s a role that lets me support other project managers while still staying involved in projects myself.
What does your work as PMO Coordinator involve?
The PMO is all about improving how we run projects as a global organisation. Jonas, who manages the PMO, works on the strategic side. I focus more on the operational level: creating templates, reports, and procedures that help our project managers in their daily work and ensure that everyone follows the same standards.
It’s about making sure that project management at MAKEEN Energy is aligned and efficient, no matter where it happens. When everyone uses the same tools and methods, it becomes easier to share knowledge, compare performance, and deliver projects more profitably.
What personal skills do you use most as a project manager?
Communication, without a doubt. It covers so many aspects – understanding the customer’s expectations, identifying all the stakeholders, and keeping everyone aligned from start to finish.
Clear communication also means adapting your language and approach to the situation. Some projects involve big state-owned companies with many layers of consultants and decision-makers. Others are with small, family-owned businesses investing their savings in a new filling line. You need to know how to navigate both realities. When to be formal, when to simplify, and when to just listen.
Adaptability is another key skill. No matter how much you plan, there’s always something unexpected – a delivery delay, a regulatory change, a global pandemic. You can’t control everything, so you need to be comfortable with uncertainty and able to react constructively when plans change.
Is there a project that stands out as a learning experience?
Every project teaches you something. Even when we deliver a fairly standard solution, there are always unique factors. It can be that specific customer’s processes, local regulations, or the physical environment. These considerations are what makes it a project and not just an equipment sale.
One early experience I’ll never forget was on a trip where I left my laptop and documents in the hotel room while I went out to shop at a nearby supermarket. When I came back, they were gone. And that was the first day of my trip! Since then, I’ve been much more careful – especially when travelling in unfamiliar places.
But beyond that, the biggest learning is how to use each project to improve the next one. If something caused a delay last time, we analyse what happened and make sure to adjust our procedures so it doesn’t happen again. Continuous improvement is what keeps us moving forward.
When is your job most challenging?
When expectations aren’t aligned from the start. If there’s a misunderstanding between us and the customer – whether during sales, contract negotiation, or project planning – it can create a shaky foundation that affects everything that follows.
That’s why it’s so important to be thorough in the early stages and use clear procedures and terminology. If we do run into problems later, communication becomes even more important. We have to show the customer that we care, that we take responsibility, and that we’ll do what’s needed to make things right. As one of our company values goes: We don’t leave anybody behind.
What’s the most rewarding part of being a project manager?
It’s’ a bit of a cliché, but for me, it’s seeing a project successfully completed. Even more so when I can tell it really means something to the customer on a personal level. I’ve worked with small, family-owned companies where people have spent years saving up to modernise their filling lines. When you see their gratitude and pride in what we’ve delivered, it’s a great feeling.
It’s not just about the technical delivery; it’s about helping people achieve something important to them. That human element is what makes the job so satisfying.
