TIARA
OWENS

Every project manager has a moment where they realize they're wired for this kind of work. For me, it came early — at Meeting Expectations in Atlanta, where I was handed 6–8 corporate client projects a year and told to make them happen. Registration projects for large corporate events: tight budgets, high stakes, lots of moving pieces, and very little room for error.

I thrived in it. I started looking at the data, identifying where we were bleeding time and money, and proposing changes. The results were real: a 30% reduction in operational inefficiencies, a 20% improvement in forecast accuracy, and registration lines that moved 25% faster. It wasn't glamorous work, but it taught me the fundamentals: if you understand your constraints, communicate proactively, and stay on top of your data — you can deliver.

After a period of deep personal growth (more on that in Chapter Three), I joined Destination Think — a destination marketing consultancy — as a Client-Facing Project Manager. This is where I grew fast. I was managing 6 projects simultaneously totaling over $500K in portfolio value, working across international clients, and being held accountable to both budget and brand outcomes.

The $150K flagship project I directed came in on time and 40% under budget. Not by luck — by tracking spend obsessively, making smart resource allocation decisions early, and flagging risks before they became problems. I also introduced Agile frameworks on half my projects and ran gap analyses that resulted in an 84% improvement in team delivery efficiency. That number still makes me proud.

In 2019, I did something terrifying and necessary: I bet on myself. I had been diagnosed with uterine fibroids and, through intensive personal research and lifestyle changes, I successfully decreased their size naturally. After a myomectomy and a commitment to preventing them from returning, I realized I had knowledge that other women desperately needed — particularly women of color, who are disproportionately affected by fibroids and often underserved by traditional healthcare.

So I founded Tiara Bebbs Nutrition and Wellness, LLC. I was the founder, the project manager, the marketer, the curriculum designer, and the delivery team. I launched 12 programs and workshops, reaching 650+ women. I implemented email automation, SEO strategies, digital campaigns, and client management systems — all from scratch.

Running a business taught me what no corporate job ever could: true end-to-end ownership. When something went wrong, there was no one else to escalate to. I had to solve it, learn from it, and build something better. That instinct — to build systems, document processes, and create structure that scales — is now the foundation of how I manage every project I touch.

In late 2024, I made a deliberate pivot back to structured project management at Convergent — and this time I came with five years of entrepreneurial experience under my belt, two new certifications (PMP and CSM), and a much clearer sense of where I create the most value.

The role was titled Client Success Manager, but the reality was full PMO operations: managing 10–15 concurrent projects, owning documentation governance, building Asana structures, drafting contracts, training staff, and leading the organization through a company merger — handling template standardization, process review, and change management simultaneously.

This chapter clarified something important: I am most effective when I'm the person who brings order to complexity. Not just executing tasks, but designing the systems that make execution possible for everyone around me.

Today I'm a PMP- and CSM-certified Senior Project Manager with 10+ years of experience and a genuine passion for mission-driven work. I hold a strong PMP certification and a Certified ScrumMaster credential — both earned in 2023 — and I bring hands-on expertise in PMO governance, Agile and hybrid methodologies, change management, and stakeholder communication.

My background spans nonprofits, destination marketing, corporate event management, and consumer wellness entrepreneurship. I've managed everything from $50K registration projects to $500K+ marketing portfolios to a wellness business that I built from the ground up. That breadth is not a liability — it's a perspective that most project managers simply don't have.

I'm also someone who deeply values the why behind the work. I'm drawn to organizations where the mission matters, where what gets delivered actually improves people's lives, and where structure and systems are seen as enablers rather than obstacles.

My next chapter is about stepping fully into Senior Project Manager and PMO leadership roles — where I can bring not just execution but architecture: designing intake processes, governance frameworks, and systems that scale. I'm targeting organizations in nonprofit, education, healthcare, or mission-driven tech where my background and values align with the work.

Within 2–3 years, I'm working toward PMO Manager and Program Manager roles — overseeing multiple project tracks, mentoring PMs, and helping organizations build the kind of delivery infrastructure that makes ambitious goals achievable. I know how to do this work. Now I'm looking for the right home to do it in.