Find the perfect Project Managers in Zurich in minutes from over 15,000 CVs with the power of AI
Need delivery control for ERP rollouts, product launches, or cross-functional transformation work? Find freelance project managers who handle planning, stakeholder alignment, risk tracking, and clean handover. Get fast, precise matching with vetted, available experts.
About the role
Delivery control
A freelance project manager keeps work moving when timelines are tight and teams are spread across functions, vendors, or locations. They define scope, build the plan, and keep owners aligned when priorities shift.
- project charter and delivery plan
- milestone tracking and dependency management
- stakeholder updates and decision logs
- risk, issue, and change control
- handover and final project reporting
Typical work
Project managers are often brought in for product launches, IT implementations, process redesign, office moves, compliance work, and turnaround projects. In Zurich, they are especially useful for companies that work with international teams, regulated processes, or multiple external partners.
They bridge business, IT, and operations. A strong project manager keeps meetings focused, documents decisions clearly, and turns open questions into action.
Key skills
Good project managers combine structure with calm judgment. They need clear communication, sharp prioritization, and the discipline to follow up without losing the wider picture.
- planning and scheduling
- stakeholder management
- budget and scope control
- risk management
- workshop facilitation
- reporting and governance
Methods and tools
The right method depends on the project. Some engagements need classic waterfall planning, others benefit from agile ceremonies, hybrid delivery, or program-level coordination. Many project managers work with Jira, Confluence, Microsoft Project, Excel, Miro, or similar tools.
For Zurich clients, language skills can matter when local teams expect German in workshops and written updates, while international sponsors may prefer English. The best freelancers adapt to both without slowing delivery.
When to hire
Companies usually bring in a freelance project manager when internal teams are overloaded, when a project has drifted off track, or when specialist coordination is needed for a limited period. This is also a smart choice when you need an interim lead for a change initiative, but do not want a permanent hire.
Freelancers are a good fit when the task has a clear start, clear deliverables, and visible milestones. They can step in quickly, set structure, and leave behind a clean handover.
What strong people do
The best project managers do more than chase deadlines. They make trade-offs visible, keep scope realistic, and prevent small issues from becoming delivery problems.
A strong freelance project manager:
- keeps the plan simple and usable
- escalates early, not late
- documents decisions in a way teams actually follow
- protects the team from unnecessary churn
- stays steady under pressure and keeps the project moving
Meet FRATCH Project Managers
Banashankari Naragundkar
Senior IT Project & Program Manager
Last position:
Senior IT Project Manager, Data and Integration Platform at MCH Group, Group IT
Led implementation of an Azure cloud-based, event-driven enterprise integration platform connecting Salesforce, Momentus(event) and ERP applications. Reduced overall costs by 60%, lowered operational errors to under 1%, and delivered on time.
- Led the full project lifecycle from initiation to delivery using agile and hybrid methods - platform vision, feasibility, technical blueprint, architecture, implementation, integration, testing, rollout and business adoption.
- Built the engineering team from the ground up, leading teams across Switzerland, Bulgaria and India using Scrum and Kanban; established Jira, Confluence, Asana and SharePoint for delivery and reporting.
- Established and managed frequent steering meetings, reporting that gave stakeholders transparency and drove key decision-making.
Lenka Pytelkova
Enterprise HR Project Manager | Workday Solution Architect
Last position:
Workday Technical Architect at Swisscom
(Project Assignment via consulting company HighPerfPeople)
- Lead the Workday Optimization Board, defining and presenting the Workday enhancement roadmap; drive prioritization based on stakeholder input, system analysis, and identified capability gaps.
- Challenge business requirements and proposed solutions to ensure alignment with long-term architecture principles, platform strategy and operational sustainability.
- Own the complete lifecycle of Workday enhancements from business discovery and solution design through implementation governance, testing strategy, deployment and stabilization.
- Act as functional/technical lead for key product areas including Peakon, Workday Learning, and Talent/Performance processes (e.g., year-end cycle, goal setting).
- Define and implement Workday branding and communication standards (templates, notification design, messaging structure) to improve consistency and employee experience.
- Build and enhance manager- and HR-facing tools (reports, dashboards, guidance/Journeys, process support assets) to reduce manual effort and improve decision-making.
- Translate complex system behavior, security/privacy constraints, and process implications into clear options for business stakeholders and leadership.
- Drive cross-functional collaboration with HR process owners, IT/security, and vendors to resolve issues and enable scalable solutions.
- Strong focus on adoption: ensure changes are usable, understandable, and actionable for employees, managers, and HR teams.
Lenka Pytelkova
Enterprise HR Project Manager | Workday Solution Architect
Last position:
Workday Technical Architect at Swisscom
(Project Assignment via consulting company HighPerfPeople)
- Lead the Workday Optimization Board, defining and presenting the Workday enhancement roadmap; drive prioritization based on stakeholder input, system analysis, and identified capability gaps.
(Project Assignment via consulting company HighPerfPeople)
- Lead the Workday Optimization Board, defining and presenting the Workday enhancement roadmap; drive prioritization based on stakeholder input, system analysis, and identified capability gaps.
- Challenge business requirements and proposed solutions to ensure alignment with long-term architecture principles, platform strategy and operational sustainability.
- Own the complete lifecycle of Workday enhancements from business discovery and solution design through implementation governance, testing strategy, deployment and stabilization.
- Act as functional/technical lead for key product areas including Peakon, Workday Learning, and Talent/Performance processes (e.g., year-end cycle, goal setting).
- Define and implement Workday branding and communication standards (templates, notification design, messaging structure) to improve consistency and employee experience.
- Build and enhance manager- and HR-facing tools (reports, dashboards, guidance/Journeys, process support assets) to reduce manual effort and improve decision-making.
- Translate complex system behavior, security/privacy constraints, and process implications into clear options for business stakeholders and leadership.
- Drive cross-functional collaboration with HR process owners, IT/security, and vendors to resolve issues and enable scalable solutions.
- Strong focus on adoption: ensure changes are usable, understandable, and actionable for employees, managers, and HR teams.
- Challenge business requirements and proposed solutions to ensure alignment with long-term architecture principles, platform strategy and operational sustainability.
- Own the complete lifecycle of Workday enhancements from business discovery and solution design through implementation governance, testing strategy, deployment and stabilization.
- Act as functional/technical lead for key product areas including Peakon, Workday Learning, and Talent/Performance processes (e.g., year-end cycle, goal setting).
- Define and implement Workday branding and communication standards (templates, notification design, messaging structure) to improve consistency and employee experience.
- Build and enhance manager- and HR-facing tools (reports, dashboards, guidance/Journeys, process support assets) to reduce manual effort and improve decision-making.
- Translate complex system behavior, security/privacy constraints, and process implications into clear options for business stakeholders and leadership.
- Drive cross-functional collaboration with HR process owners, IT/security, and vendors to resolve issues and enable scalable solutions.
- Strong focus on adoption: ensure changes are usable, understandable, and actionable for employees, managers, and HR teams.
Vitaly Podkopaev
IT Project Manager UCC
Last position:
IT Project Manager UCC at Office for Informatics, Canton of Zurich
- Collaboration with and deputizing for the service manager for UCC (product owner)
- Interface management for UCC with other functionalities as part of the digital workplace
- Control of infrastructure tests and rollout, monitoring dependencies with other sub-projects
Vitaly Podkopaev
IT Project Manager UCC
Last position:
IT Project Manager UCC at Office for Informatics, Canton of Zurich
- Collaboration with and deputizing for the service manager for UCC (product owner)
- Interface management for UCC with other functionalities as part of the digital workplace
- Collaboration with and deputizing for the service manager for UCC (product owner)
- Interface management for UCC with other functionalities as part of the digital workplace
- Control of infrastructure tests and rollout, monitoring dependencies with other sub-projects
- Control of infrastructure tests and rollout, monitoring dependencies with other sub-projects
Piotr Seredyn
CTO Program Manager, Theme Owner / Senior Project Manager
Last position:
CTO Program Manager, Theme Owner / Senior Project Manager at Avaloq Group AG
- Clients: Central banks of the most developed economies in the world, German, Swiss, Luxembourgish, Monegasque, Singaporean, Japanese wealth managers and universal/private banks, world’s largest investment banks
- Accountable for managing the delivery of a portfolio of digital wealth and consumer relationship management initiatives
- Project managing portfolios of projects within CTO product and technology business area (cyber security, architectural changes, re-organisational transformation, 3rd party apps)
- Products: Kernel & Parametrisation for Core Avaloq Banking Platform; modules: CRM, client data management, wealth management, portfolio management (generating over 90% of company revenues)
- Key responsibilities:
- Reporting to Head of Disruptive Innovation Division; stakeholder to five product owners & two domain owners
- Accountable for delivery of annual themes and quarterly key deliverables
- Managing demand vs supply via QBR process: book of work, execution, reporting, risk management
- Directly managing around 40 external consultants (front-end/back-end engineers, BAs, designers)
- Hiring and managing resources in eight countries
- Running quarterly divisional closure meetings presenting achievements and challenges
- Resolving cross-team dependencies and internal/external conflicts
- Owning and controlling maintenance budget; planning, forecasting, execution; ensuring demand matches supply
- Identifying and staffing key roles with chapter leads
- Approach: Agile, Scrum of Scrums, QBR/OKRs
- Technology: Angular, PL/SQL, JavaScript, Confluence, JIRA (JQL)
Piotr Seredyn
CTO Program Manager, Theme Owner / Senior Project Manager
Last position:
CTO Program Manager, Theme Owner / Senior Project Manager at Avaloq Group AG
- Clients: Central banks of the most developed economies in the world, German, Swiss, Luxembourgish, Monegasque, Singaporean, Japanese wealth managers and universal/private banks, world’s largest investment banks
- Accountable for managing the delivery of a portfolio of digital wealth and consumer relationship management initiatives
- Clients: Central banks of the most developed economies in the world, German, Swiss, Luxembourgish, Monegasque, Singaporean, Japanese wealth managers and universal/private banks, world’s largest investment banks
- Accountable for managing the delivery of a portfolio of digital wealth and consumer relationship management initiatives
- Project managing portfolios of projects within CTO product and technology business area (cyber security, architectural changes, re-organisational transformation, 3rd party apps)
- Products: Kernel & Parametrisation for Core Avaloq Banking Platform; modules: CRM, client data management, wealth management, portfolio management (generating over 90% of company revenues)
- Key responsibilities:
- Reporting to Head of Disruptive Innovation Division; stakeholder to five product owners & two domain owners
- Accountable for delivery of annual themes and quarterly key deliverables
- Managing demand vs supply via QBR process: book of work, execution, reporting, risk management
- Directly managing around 40 external consultants (front-end/back-end engineers, BAs, designers)
- Hiring and managing resources in eight countries
- Running quarterly divisional closure meetings presenting achievements and challenges
- Resolving cross-team dependencies and internal/external conflicts
- Owning and controlling maintenance budget; planning, forecasting, execution; ensuring demand matches supply
- Identifying and staffing key roles with chapter leads
- Approach: Agile, Scrum of Scrums, QBR/OKRs
- Technology: Angular, PL/SQL, JavaScript, Confluence, JIRA (JQL)
- Project managing portfolios of projects within CTO product and technology business area (cyber security, architectural changes, re-organisational transformation, 3rd party apps)
- Products: Kernel & Parametrisation for Core Avaloq Banking Platform; modules: CRM, client data management, wealth management, portfolio management (generating over 90% of company revenues)
- Key responsibilities:
- Reporting to Head of Disruptive Innovation Division; stakeholder to five product owners & two domain owners
- Accountable for delivery of annual themes and quarterly key deliverables
- Managing demand vs supply via QBR process: book of work, execution, reporting, risk management
- Directly managing around 40 external consultants (front-end/back-end engineers, BAs, designers)
- Hiring and managing resources in eight countries
- Running quarterly divisional closure meetings presenting achievements and challenges
- Resolving cross-team dependencies and internal/external conflicts
- Owning and controlling maintenance budget; planning, forecasting, execution; ensuring demand matches supply
- Identifying and staffing key roles with chapter leads
- Approach: Agile, Scrum of Scrums, QBR/OKRs
- Technology: Angular, PL/SQL, JavaScript, Confluence, JIRA (JQL)
Philipp Siegenthaler
Business Information Systems Specialist (IT Consultant, IT PM, PMO, Portfolio Manager)
Last position:
Equity Portfolio Manager - Digital Wealth Management at Interactive Brokers LLC
- Solely responsible for two portfolios totaling USD 1 million with an average monthly performance of 2%
- Responsible for the investment strategy, specializing in US equities and ETFs (exchanges: NASDAQ and NYSE)
- Market, trend, data, and technical chart analysis
- Risk management – diversification, daily/weekly risk mitigation measures (rebalancing) to ensure optimal portfolio profitability
Philipp Siegenthaler
Business Information Systems Specialist (IT Consultant, IT PM, PMO, Portfolio Manager)
Last position:
Equity Portfolio Manager - Digital Wealth Management at Interactive Brokers LLC
- Solely responsible for two portfolios totaling USD 1 million with an average monthly performance of 2%
- Responsible for the investment strategy, specializing in US equities and ETFs (exchanges: NASDAQ and NYSE)
- Solely responsible for two portfolios totaling USD 1 million with an average monthly performance of 2%
- Responsible for the investment strategy, specializing in US equities and ETFs (exchanges: NASDAQ and NYSE)
- Market, trend, data, and technical chart analysis
- Risk management – diversification, daily/weekly risk mitigation measures (rebalancing) to ensure optimal portfolio profitability
- Market, trend, data, and technical chart analysis
- Risk management – diversification, daily/weekly risk mitigation measures (rebalancing) to ensure optimal portfolio profitability
Roland Arato
Project Manager and Senior Business Analyst
Last position:
Project Manager and Senior Business Analyst at Init Services GmbH
- Project management: Implementation of SAP & EBX integration for master and reference data management and led development of AI supported services for data management and privacy-oriented solutions
- Business analysis: Executed in-depth requirement gathering and data analyzes for MDM implementation, supported service integration using REST APIs to enhance service interoperability, led the requirement gathering, analysis, and implementation of agent-based AI services
- Technologies: SAP BP & FICO & MM, Tibco EBX, n8n, custom AI development in Java, Python, RDBMS, cloud
Roland Arato
Project Manager and Senior Business Analyst
Last position:
Project Manager and Senior Business Analyst at Init Services GmbH
- Project management: Implementation of SAP & EBX integration for master and reference data management and led development of AI supported services for data management and privacy-oriented solutions
- Project management: Implementation of SAP & EBX integration for master and reference data management and led development of AI supported services for data management and privacy-oriented solutions
- Business analysis: Executed in-depth requirement gathering and data analyzes for MDM implementation, supported service integration using REST APIs to enhance service interoperability, led the requirement gathering, analysis, and implementation of agent-based AI services
- Technologies: SAP BP & FICO & MM, Tibco EBX, n8n, custom AI development in Java, Python, RDBMS, cloud
- Business analysis: Executed in-depth requirement gathering and data analyzes for MDM implementation, supported service integration using REST APIs to enhance service interoperability, led the requirement gathering, analysis, and implementation of agent-based AI services
- Technologies: SAP BP & FICO & MM, Tibco EBX, n8n, custom AI development in Java, Python, RDBMS, cloud
Astrid Benker
Co-Founder & Project Director
Last position:
Co-Founder & Project Director at UTU Food4Good
- Responsible for successful series A and B equity financing which secured USD 11 Mil
- Established governance, HR, finance and operations structures and policies
- Expanded, trained and led team from 2 to 10 full-time staff members
- Managed set up of first of its kind test kitchen in Africa
- Managed development of 3 new recipes to be launched in East Africa
Astrid Benker
Co-Founder & Project Director
Last position:
Co-Founder & Project Director at UTU Food4Good
- Responsible for successful series A and B equity financing which secured USD 11 Mil
- Established governance, HR, finance and operations structures and policies
- Responsible for successful series A and B equity financing which secured USD 11 Mil
- Established governance, HR, finance and operations structures and policies
- Expanded, trained and led team from 2 to 10 full-time staff members
- Managed set up of first of its kind test kitchen in Africa
- Managed development of 3 new recipes to be launched in East Africa
- Expanded, trained and led team from 2 to 10 full-time staff members
- Managed set up of first of its kind test kitchen in Africa
- Managed development of 3 new recipes to be launched in East Africa
Nelli Hörner
Project Manager and Business Analyst
Last position:
Project Manager and Business Analyst at Semiconductor (NDA)
- Project lead for a global organization improvement project impacting tax model, global organization, Order 2 Cash (O2C), Procure 2 Pay (P2) processes, supply chain, finance, tax, assets, HR and IT systems including ERP
- Implemented new way of working, including process changes, documentation of work instructions and updates to IT systems including ERP and HR systems
- Success: new operating model implemented and delivering expected benefits
Nelli Hörner
Project Manager and Business Analyst
Last position:
Project Manager and Business Analyst at Semiconductor (NDA)
- Project lead for a global organization improvement project impacting tax model, global organization, Order 2 Cash (O2C), Procure 2 Pay (P2) processes, supply chain, finance, tax, assets, HR and IT systems including ERP
- Project lead for a global organization improvement project impacting tax model, global organization, Order 2 Cash (O2C), Procure 2 Pay (P2) processes, supply chain, finance, tax, assets, HR and IT systems including ERP
- Implemented new way of working, including process changes, documentation of work instructions and updates to IT systems including ERP and HR systems
- Success: new operating model implemented and delivering expected benefits
- Implemented new way of working, including process changes, documentation of work instructions and updates to IT systems including ERP and HR systems
- Success: new operating model implemented and delivering expected benefits
Stefan Hurni
Senior Project Manager
Last position:
Senior Project Manager at Bechtle Schweiz AG
- Led multiple client projects according to the PRINCE2 standard in the healthcare sector, focusing on migrating existing infrastructures and applications to Bechtle Clouds
- Technologies used: MS Azure, Azure AVD, Exchange Online, SharePoint Online, Intune, Autopilot, Meraki vMX Firewall, and Bechtle Smart Workplace
- Improved and documented project-related processes
Stefan Hurni
Senior Project Manager
Last position:
Senior Project Manager at Bechtle Schweiz AG
- Led multiple client projects according to the PRINCE2 standard in the healthcare sector, focusing on migrating existing infrastructures and applications to Bechtle Clouds
- Led multiple client projects according to the PRINCE2 standard in the healthcare sector, focusing on migrating existing infrastructures and applications to Bechtle Clouds
- Technologies used: MS Azure, Azure AVD, Exchange Online, SharePoint Online, Intune, Autopilot, Meraki vMX Firewall, and Bechtle Smart Workplace
- Improved and documented project-related processes
- Technologies used: MS Azure, Azure AVD, Exchange Online, SharePoint Online, Intune, Autopilot, Meraki vMX Firewall, and Bechtle Smart Workplace
- Improved and documented project-related processes
Majk Kupferberg
Program Manager Core, Aggregation, Edge Network 4.0
Last position:
Program Manager Core, Aggregation, Edge Network 4.0 at Deutsche Glasfaser GmbH
- Roll-out of 12 core locations in Germany (covering core routers, route reflectors, border routers, CGNAT, Sedges)
- Roll-out of 40 aggregation locations in Germany (covering aggregation routers and BNG functionality)
- Roll-out of 230 edge locations in Germany (covering several edge routers per site)
- Network topology (re-) planning (core-to-core, core-to-agg, edge rings planning) including carrier management
- BNG (customer) migration to new network infrastructure including IT support
- Lawful interception and LIMS
- Network documentation with FNT Command, ServiceNow
- Network engineering handover to operations, process management
- Commercial and technological management, supplier management
- Management of architecture and design progress (HHLD, HLD, LLD)
Majk Kupferberg
Program Manager Core, Aggregation, Edge Network 4.0
Last position:
Program Manager Core, Aggregation, Edge Network 4.0 at Deutsche Glasfaser GmbH
- Roll-out of 12 core locations in Germany (covering core routers, route reflectors, border routers, CGNAT, Sedges)
- Roll-out of 40 aggregation locations in Germany (covering aggregation routers and BNG functionality)
- Roll-out of 230 edge locations in Germany (covering several edge routers per site)
- Roll-out of 12 core locations in Germany (covering core routers, route reflectors, border routers, CGNAT, Sedges)
- Roll-out of 40 aggregation locations in Germany (covering aggregation routers and BNG functionality)
- Roll-out of 230 edge locations in Germany (covering several edge routers per site)
- Network topology (re-) planning (core-to-core, core-to-agg, edge rings planning) including carrier management
- BNG (customer) migration to new network infrastructure including IT support
- Lawful interception and LIMS
- Network documentation with FNT Command, ServiceNow
- Network engineering handover to operations, process management
- Commercial and technological management, supplier management
- Management of architecture and design progress (HHLD, HLD, LLD)
- Network topology (re-) planning (core-to-core, core-to-agg, edge rings planning) including carrier management
- BNG (customer) migration to new network infrastructure including IT support
- Lawful interception and LIMS
- Network documentation with FNT Command, ServiceNow
- Network engineering handover to operations, process management
- Commercial and technological management, supplier management
- Management of architecture and design progress (HHLD, HLD, LLD)
David Barreto Schmidt
External Project Manager in the Supply Chain Network
Last position:
External Project Manager in the Supply Chain Network at DEUTZ AG
- Project management (SAP BN (Ariba) onboarding, support for SAP ECC and SAP TM for supplier topics)
- Standardization of global value creation processes
- Basic training as well as central contact person for suppliers and support for planners
David Barreto Schmidt
External Project Manager in the Supply Chain Network
Last position:
External Project Manager in the Supply Chain Network at DEUTZ AG
- Project management (SAP BN (Ariba) onboarding, support for SAP ECC and SAP TM for supplier topics)
- Standardization of global value creation processes
- Project management (SAP BN (Ariba) onboarding, support for SAP ECC and SAP TM for supplier topics)
- Standardization of global value creation processes
- Basic training as well as central contact person for suppliers and support for planners
- Basic training as well as central contact person for suppliers and support for planners
Bartosz Porzezinski
Senior Project Manager, Product Owner
Last position:
Senior Project Manager, Product Owner at SoftwareONE
- Led a global enterprise-platform upgrade across 60+ countries, coordinating multiple localizations, integrations, and stakeholder groups from multiple locations, including Europe, US and India.
- Product Owner for a delivery team focused on platform usability, performance, and reliability—owning backlog, roadmap, and KPI outcomes.
- Implemented governance and audit-ready processes that made change safer and more predictable, and improved platform compliance with regulatory requirements.
Bartosz Porzezinski
Senior Project Manager, Product Owner
Last position:
Senior Project Manager, Product Owner at SoftwareONE
- Led a global enterprise-platform upgrade across 60+ countries, coordinating multiple localizations, integrations, and stakeholder groups from multiple locations, including Europe, US and India.
- Led a global enterprise-platform upgrade across 60+ countries, coordinating multiple localizations, integrations, and stakeholder groups from multiple locations, including Europe, US and India.
- Product Owner for a delivery team focused on platform usability, performance, and reliability—owning backlog, roadmap, and KPI outcomes.
- Implemented governance and audit-ready processes that made change safer and more predictable, and improved platform compliance with regulatory requirements.
- Product Owner for a delivery team focused on platform usability, performance, and reliability—owning backlog, roadmap, and KPI outcomes.
- Implemented governance and audit-ready processes that made change safer and more predictable, and improved platform compliance with regulatory requirements.
Daniel Lisak
SQL, .NET and VBA Developer
Last position:
SQL, .NET and VBA Developer at Postfinance AG
- For the internal MIS, which gathers data in a complex, comprehensive system landscape and loads it into a central database via ETL, existing processes and packages had to be maintained and new KPIs analyzed, specified, and implemented.
Daniel Lisak
SQL, .NET and VBA Developer
Last position:
SQL, .NET and VBA Developer at Postfinance AG
- For the internal MIS, which gathers data in a complex, comprehensive system landscape and loads it into a central database via ETL, existing processes and packages had to be maintained and new KPIs analyzed, specified, and implemented.
- For the internal MIS, which gathers data in a complex, comprehensive system landscape and loads it into a central database via ETL, existing processes and packages had to be maintained and new KPIs analyzed, specified, and implemented.
Michael Morgen
Field Engineer/Project Lead Windows Platform, Cloud Integration
Last position:
Field Engineer/Project Lead Windows Platform, Cloud Integration
- Medical software, migration from on-prem to cloud
- Requirements management, development, lifecycle based on Windows, Azure, O365, subsystems
Michael Morgen
Field Engineer/Project Lead Windows Platform, Cloud Integration
Last position:
Field Engineer/Project Lead Windows Platform, Cloud Integration
- Medical software, migration from on-prem to cloud
- Requirements management, development, lifecycle based on Windows, Azure, O365, subsystems
- Medical software, migration from on-prem to cloud
- Requirements management, development, lifecycle based on Windows, Azure, O365, subsystems
Ala Lutz
VR/AR/ML Project Site Lead (contract by Experis)
Last position:
VR/AR/ML Project Site Lead (contract by Experis) at Meta
- Acted as project lead in different internal projects, including the development and implementation of innovative solutions based on machine learning, virtual and augmented reality with the aim of providing great user experience
- Drove project planning, execution and reporting, designed risk mitigation and schedule adjustment plans to bring the projects on the green path
- Directed the process optimization and conducted project reviews by being the liaison between engineering teams and executive stakeholders
- Served as agile coach and led the scrum ceremonies such as daily stand-ups, sprint planning, sprint review and sprint retrospective
Ala Lutz
VR/AR/ML Project Site Lead (contract by Experis)
Last position:
VR/AR/ML Project Site Lead (contract by Experis) at Meta
- Acted as project lead in different internal projects, including the development and implementation of innovative solutions based on machine learning, virtual and augmented reality with the aim of providing great user experience
- Acted as project lead in different internal projects, including the development and implementation of innovative solutions based on machine learning, virtual and augmented reality with the aim of providing great user experience
- Drove project planning, execution and reporting, designed risk mitigation and schedule adjustment plans to bring the projects on the green path
- Directed the process optimization and conducted project reviews by being the liaison between engineering teams and executive stakeholders
- Served as agile coach and led the scrum ceremonies such as daily stand-ups, sprint planning, sprint review and sprint retrospective
- Drove project planning, execution and reporting, designed risk mitigation and schedule adjustment plans to bring the projects on the green path
- Directed the process optimization and conducted project reviews by being the liaison between engineering teams and executive stakeholders
- Served as agile coach and led the scrum ceremonies such as daily stand-ups, sprint planning, sprint review and sprint retrospective
Discover over 15,000 top freelancers
Project Managers statistics
Aggregated from the professional profiles of matched freelancers.
Experience
23 years
Position duration
3.3 years
Positions per freelancer
14
Top business areas
Project Management, Information Technology, Product Development
Top industries
Information Technology, Banking and Finance, Professional Services
Certification focus areas
Project Management, Information Technology, Product Development
Bachelor's degree or higher
81%
Master's degree or higher
69%
Doctorate
13%
Certifications per freelancer
3
Most common languages
German, English, French
Speak two or more languages
100%
Daily Rate Distribution
The chart shows how the daily rates of freelancers in this role are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows how many freelancers charge within that range. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Average rates for Project Managers & Seniority distribution
Rates are based on recent contracts and do not include FRATCH margin.
The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Frequently Asked Questions
Need clarity? Check out our simple overview of FRATCH
A strong Project Manager sets the structure for delivery and keeps everyone aligned on what happens next. That usually includes planning, meeting cadence, action tracking, risk management, and reporting. In practice, the role is there to make sure work moves from idea to finished result without losing control of scope or timing.
Look for clear communication, good prioritization, and a structured way of working. A strong Project Manager should handle stakeholder alignment, create usable plans, and keep decisions documented. If the project touches several teams, calm coordination matters just as much as tools or templates.
A Project Manager focuses on delivery of a defined piece of work, with scope, timeline, and dependencies under control. A Program Manager usually oversees several related projects, while a Product Owner is more focused on the product backlog and feature priorities. If you need execution discipline across one initiative, Project Manager is often the better fit.
Freelance support makes sense when the work is time-bound, urgent, or tied to a specific change effort. A Project Manager on a freelance basis is useful for launches, transitions, recovery work, and peak periods where internal capacity is not enough. It is also a practical choice when you need senior coordination without adding a permanent role.
Both models can work, but the right setup depends on the project. A Project Manager can handle planning, reporting, and many coordination tasks remotely, while workshops, steering meetings, or sensitive stakeholder sessions may benefit from being on site in Zurich. For hybrid setups, the key is clear routines and fast access to decision-makers.
Expect concrete outputs, not just status updates. A Project Manager should be able to provide a plan, meeting notes, action lists, risk logs, milestone tracking, and concise reports for sponsors or leadership. If needed, they should also prepare handover material so the team can continue without gaps.
Ask for examples of similar projects and how they handled delays, scope changes, or conflicting stakeholders. A good Project Manager explains their approach clearly, shows how they keep governance simple, and can describe what they would do in the first days of the assignment. Strong candidates sound practical, not theoretical.
Zurich companies often need project coordination in finance, insurance, technology, consulting, operations, and transformation work. A Project Manager who can work with both business and technical teams is especially valuable in these settings. Local teams may also expect comfort with English and German, depending on the stakeholder group.
The average hourly rate for Project Managers in Zurich is 125 €, which corresponds to a daily rate of about 1,001 € based on an 8-hour working day.
Of the freelancers working as Project Managers in Zurich, 81% hold at least a Bachelor's degree, 69% hold at least a Master's degree, and 13% hold a doctorate.
On average, freelancers working as Project Managers in Zurich have 23 years of professional experience, with a single engagement typically lasting around 3.3 years.
The most common languages among freelancers working as Project Managers in Zurich are German (95%), English (95%), and French (55%).
The most common industries among freelancers working as Project Managers in Zurich are Information Technology (90%), Banking and Finance (65%), and Professional Services (60%).
The most common business areas among freelancers working as Project Managers in Zurich are Project Management (95%), Information Technology (90%), and Product Development (70%).
FRATCH Project Managers main locations
Our freelancers and interim experts are at home across the DACH region — available on-site in the major business hubs or fully remote. Choose a location to discover matched specialists, local market insights and up-to-date availability.
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Philipp Thomaschewski
FRATCH CEO
