Project Revolution

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Portland, OR
Project Revolution

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Keynote Speaker | Creator of High Voltage Execution (HVX) | Leadership & Execution | Author | Making execution repeatable and inevitable instead of occasional.

Speaker · Team Trainer · PMP Accelerator · Author Project Managers are the front runners for the advancement of our society. Project management is projected to grow by 22 million new jobs by the year 2027. Employers will need nearly 88 million people to fill positions within project management. What kinds of projects will these roles serve? Combating global warming, clean energy, advances in technology, infrastructure, government projects, innovative software development, space exploration, agriculture, and advances in science? With these opportunities we can see the role that project management plays in our society and how it will be the ultimate driver for change. With great change comes the need for great leaders. We need project management to step up and lead our new world. Project completion is not just about the product, it is about the change, value, and purpose that product brings. We are at a stage where society needs project success for improving life and the planet. Project management training needs to go from years to months due to the demand for successful projects. We have the knowledge and the drive to start the Project Revolution! I enjoy helping individuals understand and embrace their leadership potential by empowering them to connect passion with purpose to create meaning and excitement in everything they do both personal and professional. Everyone has a leader within them, and with proper mentoring/guidance, everyone can unleash that leader to become extremely powerful and impactful. I have over 15 years of experience in complex roles requiring exceptional project coordination, problem solving, and management skills. My passion and energy allow me to approach each role with dedication and enthusiasm while maintaining balance with the organization’s core mission. Comfortable in collaborative and independently driven roles, I am a future-focused leader with refined analytical and critical thinking skills. I am a strong communicator with natural interpersonal strengths that drive me to effectively engage with my peers and other stakeholders. My background includes program/project management, partnering with executive leaders on high-level decision making, and leading change initiatives. From coaching and developing talented personnel to implementing solutions designed to optimize efficiency and productivity, my consistent focus on remaining at the forefront of rapidly evolving technology allows me to drive enterprise-wide innovation and maintain a competitive advantage. Jeremiah R. Hammon, Jr., PMP

10/09/2026

The project engineer tossed his marker onto the conference table, grabbed his laptop, and walked out.

Ten seconds later, the shop superintendent looked over at me and shook his head.

“That guy lives in a fantasy world. If we stop production to change that drawing, it has to go back through the customer for approval.
That could take two weeks, and we’ll miss our ship date. We’ve built these before. If we find a crack, we repair it. Why shut down the entire floor for something we know how to fix?”

Five minutes later, the project engineer was standing in my doorway.

“He doesn’t get it. The bevel prep is the problem. That edge is hardened, and after we weld it, we’re getting hairline cracks. I mean really, J, we know what’s causing it, so why would we keep building it that way and risk the integrity of the joint?”

They were looking at the exact same problem, and neither one was wrong.

The superintendent had crews on the clock, and a ship date he was responsible for hitting.

Changing the drawing could stop work for two weeks while it went back through customer approval.

The engineer had a known defect creating hairline cracks in a welded joint he was responsible for signing off on.

From his perspective, repairing cracks after they happened made no sense when we already knew what was causing them.

They were both protecting what they were accountable for.

And both were completely convinced the other guy was being stubborn.

I’ve seen this happen more times than I can count.

We assume someone is pushing back because they don’t understand our position.

But most of the time, they understand your position perfectly.

They’re just carrying a risk you aren’t.

If you want to influence someone, stop trying to prove why you’re right long enough to understand why they believe they’re right.

10/09/2026

A project manager looked me dead in the eye and told me he didn’t have 30 minutes a week for risk and issue reviews on a mission-critical project.

A typical day for this guy was three monitors glowing, 20 tabs open, and a stack of drawings powered by coffee.

He seriously looked wiped out, working 12 hours a day just trying to keep the floor moving.

“Jeremiah, I don’t have time to sit in a room with you and do risk management.”

Two weeks later, an unverified piece of material slipped through.

The wrong grade material was put into a subassembly with incorrect documentation.

Production ground to a dead stop.

Everything had to be cut back out, delaying a critical shipment to the site.

Guess what happened to his calendar?

Suddenly, he had eight hours a day for war rooms.

He had time to inspect drawings line by line.

He had time for daily calls with furious executives and root-cause reports.

He didn’t magically find extra hours in the day. The cost of ignoring the risk just became too expensive to negotiate with.

It wasn’t that he didn’t have time.

It just wasn’t a priority.

10/08/2026

When I was a junior project manager, I marched into my boss’s office to ask for a raise.

I walked out with a brutal lesson in business instead.

We had doubled our capacity. Projects were flying out the door, I assumed we were crushing it.

So I walked in with a list of everything we had accomplished and all the reasons I had earned more money.

He listened to my entire speech and asked one question:

“Do you understand margin?”

I remember thinking, of course I do.

Then he showed me the numbers.

Revenue was up, but so were labor, overhead, and operating costs.

We had spent a lot of money to increase capacity while our pricing stayed relatively flat.

We were bigger, busier, and producing more.

But our margins were getting smaller.

I had never looked at the business that way. In my mind, more work meant we were winning.

I had confused being busy with being profitable.

That conversation changed my career. I became obsessed with understanding the numbers and how the decisions I made on projects influenced them.

You can hit the date and still hurt the business.

You can deliver every requirement and still lose money doing it.

Delivering the project is only part of the job. You also need to understand whether the way you delivered it improved the bottom line.

When you only manage schedules, you’re an overhead cost.

When you protect margins, you’re an asset.

P.S. Do you understand the handful of numbers that determine whether your projects are actually profitable?

10/06/2026

Anyone can pull off a miracle on a project once.

One deadline dragged across the line on pure adrenaline and burnout.

Leadership calls it "dedication" and hands out awards.

Every broken assumption and missed handoff that caused the dumpster fire just got validated as "the way we do things."

And the worst part?

Now leadership expects a miracle every single quarter.

What if we asked a different question. Do you actually know why it worked?

Because if your explanation is:

"We just had great people."

"Everyone stepped up and found a way."

"We pulled a rabbit out of the hat."

Then your ex*****on system is running on lucky moments fueled by personal sacrifice.

You cannot scale a hero.

But you will definitely scale burnout.

Stop managing by miracle.

Make ex*****on repeatable instead of occasional.

10/05/2026

When leaders don't tell the story, employees invent their own.

And they never assume the best.

During an acquisition I went through, new investors brought in a new CEO.

Total silence from leadership about what it actually meant for the company or our jobs.

Within days, the team started doing their own research on the guy.

They found out he had worked at a company that went bankrupt, and the rumor immediately took off:

He was hired to dismantle the business and shut us down.

People stopped focusing on the work. Gossip took over most conversations and people panicked and started quitting.

I spent weeks trying to calm the team down, explaining how business works, and telling them the only thing that protects our program is ex*****on.

By the time leadership finally held an all hands meeting months later, it was too late. The message felt polished and incomplete.

They had already lost their credibility.

Silence isn't neutral. When you don't give your people the facts, rumors replace ex*****on.

Give your team the context before they make up their own.

Been there?

10/02/2026

No one handed me a project management career.

I kept stepping into work I wasn't technically ready for.

When six PMs ahead of me quit, I had a choice: keep watching or step up.

So I stepped up.

I didn't have formal project management training.

I just had work that needed to get done.

So I learned in the field.

I made mistakes. I figured things out. I took on more responsibility and eventually I realized experience alone wasn't enough.

That's when I earned my PMP.

The field taught me ex*****on under fire. The PMP gave me the structure to make it repeatable.

That combination changed my career.

I was flown across the country to work on nuclear power plant safety.

I found myself in defense work. I was leading programs responsible for the safety of our nation's bridges.

None of those opportunities started because I felt completely ready.

They started because I was willing to step into the work, then build myself to meet it.

That's been one of the biggest lessons of my career:

You don't have to be fully ready for the next opportunity.

But you better be willing to become ready once you step into it.

Happy Friday. Enjoy the weekend 💥

10/01/2026

For years, I thought my peers and I were wired backwards because we needed the fire to feel fully alive.

Put us in a calm room with no real deadline, and we get restless.

Give us tight margins, a compressed schedule, and millions on the line, and our focus locks in immediately.

I assumed it was a defect until I saw data from an eight-year study tracking 30,000 adults.

The finding was wild: high stress only damaged health in people who believed pressure was toxic. The people carrying heavy pressure who viewed it as fuel had the lowest risk profile in the entire study.

Pressure is not a flaw in your design. It is your system mobilizing energy to meet a demand.

Look at what you actually have to strip away to live a life with zero stress:

• Ambition.
• Real responsibility.
• Hard conversations.
• People depending on you.
• Skin in the game.

Strip away all the pressure and you don't find peace. You just put out your own fire.

I have zero patience for manufactured panic.

But I also have no interest in an easy career where nothing is at stake.

The goal was never less stress.

The goal is building the capacity to carry the weight of a mission that matters.

P.S. Does high pressure freeze you up, or does it bring out your sharpest focus?

09/30/2026

Ever been held accountable for an outcome when you have zero authority over the team?

Welcome to leadership.

I’ve spent years in that position working with engineers, subcontractors, foremen, supervisors, PMs, customers, and executives.

You own the outcome and a lot of the people you need don't report to you.

Three things changed how I lead without authority:

𝟭. 𝗙𝗶𝗻𝗱 𝘁𝗵𝗲 𝗽𝗲𝗿𝘀𝗼𝗻 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗹𝗼𝗼𝗸𝘀 𝗮𝘁.

Forget the org chart for a minute, read the room.

When a difficult decision comes up, watch people's eyes.

Who does everyone look toward before they commit?

The lead engineer?
The senior foreman?
The person who barely speaks but everyone checks with before moving?

That's real influence.

Find it.

𝟮. 𝗜𝗳 𝘆𝗼𝘂 𝗰𝗮𝗻’𝘁 𝗴𝗲𝘁 𝘁𝗵𝗲 𝘁𝗿𝘂𝘁𝗵 𝗶𝗻 𝘁𝗵𝗲 𝗺𝗲𝗲𝘁𝗶𝗻𝗴, 𝗳𝗶𝗻𝗱 𝗶𝘁 𝗼𝘂𝘁𝘀𝗶𝗱𝗲 𝘁𝗵𝗲 𝗺𝗲𝗲𝘁𝗶𝗻𝗴.

Some of the most important conversations I've had happened before the meeting or five minutes after everyone else left.

If someone says yes in public but does nothing afterward, don't immediately push harder.

Get curious. Have the private conversation. Find the why.

𝟯. 𝗠𝗮𝗸𝗲 𝗱𝗲𝗽𝗼𝘀𝗶𝘁𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗻𝗲𝗲𝗱 𝘄𝗶𝘁𝗵𝗱𝗿𝗮𝘄𝗮𝗹𝘀.

If the only time someone hears from you is when you need something, you don't have a relationship.

You have a transaction.

Clear roadblocks for people when there's nothing in it for you.

Then when the hard moment comes, you're not starting from zero.

Anyone can lean on authority when they have it.

The real test of influence is what happens when you don't.

What has helped you lead people who don't report to you?

09/29/2026

I was 15, in a wheelchair, wondering if my life would ever be the same.

Then I met Ben and Christy.

I’d survived a violent car wreck, spent seven days unconscious, and landed in a convalescent center for months of rehab.

Ben had been hit by a VW bus and thrown into an electric fence. He had severe brain trauma.

And somehow, that kid showed up for his recovery, giving everything he had, every day.

Taught me to show up my best when I feel my worst.

Then there was Christy.

A horse had rolled over on her. She couldn’t move or speak.

I’d wheel over to sit with her, talk, and sometimes play guitar.

She couldn’t answer me. But she taught me the raw power of simply showing up for another human being and just being present.

I went in trying to get my life back.

I left realizing I needed to do something with the life I got back.

That has never left me.

On 10/14/26 I get to bring a piece of that mission to PMI Michiana.

2.5 hours.

Highly interactive, you have been warned.

We’re doing the real work of building ourselves for what’s next.

I can’t wait for this and to meet you all in the wild!

09/29/2026

Ever gone on vacation and realized your body made it there but your brain never left work?

You're sitting there trying to relax, but part of your mind is still in the meeting.

Did they finish that?
Did I send that email?
What am I walking back into?

I used to drive my partner crazy with this.

Fourth of July.
Thanksgiving.
Trips we'd planned for months.

I was there.
But I wasn't really there.

And for years, I thought that was just the price of carrying a lot of responsibility.

Turns out, something very specific was happening inside my brain.

And tomorrow morning, Project Insight and I are going to show you what it is.

Sign up here: https://www.linkedin.com/safety/go/?url=https%3A%2F%2Fprojectinsight%2Ecom%2Fproject-management-webinars%2Fthe-art-of-productivity-for-project-leaders%3Futm_medium%3Dpartner%26utm_source%3Dvando%26utm_campaign%3Droderickconwi&urlhash=T0wF&mt=qn1EbUN9xauwr8OJ8VPY-mUt4V8u3ycztWVWfa7_9Hotllm4jW7p6Hq-KCamy1X6aOKVvCfFpsnF29xDnOS21VH0tWva9HWJzUNMaScm0rX3HzFGMEdMUlVWtQ&isSdui=true

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