Making Project Sponsorship Visible: From Intent to Impact

Earlier this year, I received the Autumn issue of Project, the official journal of the Association for Project Management (APM). Seeing my article, How to Be a Great Project Sponsor, published on pages 49–51 marked an important moment in my professional journey.

Not because of the publication alone, but because it represented the culmination of a year spent making project sponsorship more visible, more intentional, and more practical for executives leading change.

Project sponsorship remains one of the most critical yet under-developed leadership roles in transformation. In almost every programme I have worked on, the quality of project sponsorship has been the decisive factor between momentum and drift. Yet many project sponsors step into the role with little preparation, unclear expectations, and limited support.

This is not a question of commitment. It is a question of structure.

Too often, project sponsorship becomes reactive under pressure. Decisions are delayed, ownership blurs, and benefits are left unprotected after delivery. Awareness of the role for the project sponsor exists, but awareness alone does not create impact.

Throughout 2025, my work with executives and change leaders across sectors has reinforced the same insight: project sponsorship must be treated as a capability, not a title. It requires focus, rhythm, and disciplined behaviours, especially when complexity and competing priorities increase.

My APM article reflects this thinking. It draws on real experience to highlight what effective project sponsorship looks like in practice, and how project sponsors can lead with clarity, confidence, and intent. It is not about doing more, but about focusing on what matters most.

Having the opportunity to contribute this perspective through Project felt particularly meaningful. I have read the journal for many years, and it has shaped my own approach to professionalism and delivery. Writing for it was a way to give back to the profession and to continue the conversation around strengthening project sponsorship at executive level.

If you are currently acting as a project sponsor, or preparing to take on the role, the question remains a simple one:

What does it take to be a great project sponsor in today’s environment of transformation and change?

I hope this article encourages reflection and provides practical insight for those accountable for turning strategic ambition into delivery outcomes.

📖 Read the full LinkedIn post here. 📄 Access the full article here.