Kat Allarde is an accomplished project management executive with over 15 years of experience leading project management offices (PMOs), change management initiatives, and strategic process improvements. Her career highlights include building high-performance teams, establishing best-in-class project management methodologies, and driving impactful digital initiatives for clients such as The Smithsonian, The Kennedy Center, and AARP.
Kat is known for operationalizing and scaling PMOs to enhance project efficiency, documentation, and cross-functional collaboration. Her expertise in translating complex client visions into actionable strategies has consistently delivered results on time, within budget, and in alignment with organizational goals.
We recently got the chance to catch up with Kat as she settles into her newly-appointed role of VP of our Project Management Office and ask about her vision for the future.
You first joined Coforma in 2020 when it was still &Partners. Can you give us a sense of how the company and your role have evolved over the last four years?
Initially, I was focused on tactical project delivery, working directly at the intersection of client and Coforma teams to deliver successful projects. Throughout the 4+ years I have been here, I’ve played a pivotal role in the growth and evolution of Coforma’s project management capabilities. And as Coforma scaled, so did my responsibilities.
In the last few years, I’ve had the opportunity to help establish and operationalize the PMO, setting standards for project management methodologies, tools, and best practices across the company. I’ve championed cross-departmental collaboration, improved project visibility, and developed a resourcing model to optimize project health and status tracking. My work has helped shape the internal PMO structure and reinforce Coforma’s reputation through high-stakes client interactions, advocating for innovative project delivery solutions and ensuring alignment with company goals and strategic priorities.
As a member of Coforma’s leadership team, I’ve been deeply involved in shaping the company’s strategic direction, actively contributing to developing organizational goals and priorities. My role extends beyond project management; I participate in business strategy and development discussions, focusing on initiatives that enhance operational efficiency and team alignment with Coforma’s mission. By setting transparent and accountable objectives for my team and collaborating closely with other VPs and senior leaders, I help ensure that the PMO’s priorities resonate with Coforma’s broader visions and reinforce its long-term growth and impact in the industry.
What’s one thing our PMO does differently, and what makes that stand out for you?
Our commitment to servant leadership stands out. We focus on supporting the project team first, ensuring they can concentrate on their tasks. At the same time, we manage any scope changes, active risks, and resource needs and facilitate cross-departmental communication and alignment. This approach allows our team to operate smoothly without disruptions, empowering them to excel in their roles. Our PMO team leads with empathy, consistently stepping up to handle any distractions that could impact project performance, which fosters a strong sense of purpose and satisfaction.
We’re also dedicated to continuous improvement. We collectively invest in our development through learning initiatives like Scaled Agile Framework (SAFe), Release Train Engineer (RTE) training, and new and continuous agile certifications. We also engage in monthly collaborative exercises like CoToast—a program modeled after Toastmasters that helps our PMO team improve communication skills.
Our culture of support and growth is reflected in our high retention rate and the cohesive, purposeful environment we’ve built together. It’s incredibly rewarding to lead a team where I can support each person's growth while fostering a sense of success and fulfillment in their work.
What initiative are you particularly looking forward to leading in 2025?
In 2025, I’m particularly excited to lead the development and rollout of a tech challenge playbook across the company. This initiative involves creating a comprehensive guide that will standardize our approach to tech challenges, making it accessible to all employees. Once the playbook is ready, some other folx in leadership and I will host an internal learning session to introduce it, providing folx with an initial understanding of its purpose.
I’d also love to organize some mock tech challenges, which will give teams hands-on experience and a deeper understanding of what’s involved in a tech challenge, ultimately strengthening our collective ability to navigate these.