Prioritization & capacity
Coordinates engineering and project management resources across the U.S. and Canada, balancing project dependencies, workload, resource constraints, and customer commitments.
North American portfolio leadership
Pittsburgh, PennsylvaniaGaurav Sharma
Engineering & project
portfolio leadership.
Gaurav Sharma leads ProMinent’s North American engineering and project management portfolio. His remit connects functional engineering, project managers, resource planning, delivery risk, and portfolio performance across the United States and Canada.
An international career since 2007 spans India, the UAE, Canada, and the United States.
Current role
Senior Project Engineering Manager, North America
ProMinent Fluid Controls Inc. · June 2023–Present
- Current remit
- United States & Canada
- Portfolio scope
- Engineering & project management
- Leadership focus
- People, execution & performance
01 Portfolio remit
Engineering decisions
in a portfolio context.
Gaurav’s role extends across concurrent projects and the functions that deliver them. He aligns priorities, engineering capacity, project controls, and commercial considerations so teams can make informed decisions across the North American portfolio.
Regional coordination
United States Canada
Shared priorities. Cross-border engineering capacity.Functions led
- Project Managers
- Project Engineers
- Electrical Engineers
- Mechanical Designers
- Technical Documentation
Governance & delivery risk
Leads North American PMO practices, reviews portfolio performance and delivery risks, supports escalations, and strengthens common standards for planning, reporting, and execution.
Commercial performance
Connects scope and contract-risk reviews with engineering effort, cost, and delivery implications. Works with Finance and other stakeholders on commercial milestones and portfolio performance.
People & stakeholder leadership
Coaches project managers and engineers, supports recruitment and capability development, and coordinates with Sales, Procurement, Manufacturing, Quality, Finance, and Service.
02 Selected impact
Portfolio performance,
supported by practical change.
Two reported improvements show how process analysis, team coordination, and performance visibility translate into more consistent execution.
Delivery reliability
Engineering document submission
99.8%
Up from 83% over two years.
Before83%
After99.8%
97% KPI requirement
- Challenge
- Engineering document flow was affecting customer satisfaction and needed a more reliable submission process.
- Leadership action
- Gaurav analyzed stakeholders and constraints, applied Lean Six Sigma to eliminate waste, refined the workflow, and established a KPI for timely submission.
- Result
- Document submission performance reached 99.8%. Teams exceeded the 97% requirement for 11 consecutive months.
Performance reported October 2026.
Commercial performance
Portfolio profitability
Above benchmark.
Improved from below the internal benchmark.
- Challenge
- Portfolio profitability was below the internal benchmark, with process waste and limited visibility of financial performance requiring attention.
- Leadership action
- Led a combined improvement effort involving waste reduction, Kaizen, regular Scrum sessions, an AI-based systems library, a lessons-learned register, and greater profitability visibility for stakeholders.
- Result
- Portfolio profitability moved above the internal benchmark following the combined program of changes.
Result reported October 2026.
03 AI leadership
Building AI capability
across engineering teams.
Gaurav coaches Application Engineering and Project Engineering teams in practical AI use, with guardrails and professional accountability. The focus is on building capability across the team and improving the way work is delivered.
Develop judgment through practice
Helps engineers work through relevant applications, frame useful questions, and assess whether AI outputs support the task and its engineering requirements.
Make previous experience reusable
An AI-based systems library and lessons-learned register help teams access project knowledge and bring previous experience into current engineering work.
Keep responsibility with people
Coaching emphasizes review, guardrails, and professional accountability. Technical judgments and commercial commitments remain the responsibility of the people making them.
Business objectives
- Higher engineering throughput
- Stronger quote-to-order conversion
- Improved portfolio profitability
Executive learning
Artificial Intelligence: Business Strategies and Applications · Berkeley Haas · 2024
View qualifications04 International career
Experience across India,
the UAE, Canada & the USA.
A progression from technical sales and proposals to project delivery, engineering supervision, and North American portfolio leadership brings both technical and commercial context to the current role.
- USAJun 2023–Present
Senior Project Engineering Manager, North America
ProMinent Fluid Controls Inc. · Pittsburgh
Engineering and project management portfolio responsibility across the U.S. and Canada, including PMO practices, resource alignment, delivery risk, people development, and performance improvement.
- CanadaJul 2015–Jun 2023
Progressive project & engineering leadership
ProMinent Canada · Guelph, Ontario
- Senior Project ManagerApr 2021–Jun 2023
- Project Engineering SupervisorJan 2019–Apr 2021
- Team Leader (Projects)Jan 2016–Dec 2018
- Project LeadJul–Dec 2015
- UAEJun 2013–Feb 2015
Senior Engineer — Projects (Proposals)
Petronash FZE · Dubai
Technical and commercial proposals, multidisciplinary inputs, project budgets and schedules, vendor coordination, and customer progress reporting.
- IndiaSep 2007–May 2013
Technical sales, projects & proposals
- Senior Engineer, Projects & Proposals · Milton Roy IndiaApr 2011–May 2013 · Noida
- Project Engineer · S.K. SystemsApr 2009–Mar 2011 · New Delhi
- Sales Engineer · DanfossSep 2007–Mar 2009 · New Delhi
05 Credentials
Management discipline.
AI business perspective.
Professional certifications in project management and agile practice, complemented by executive learning in AI strategy and business applications.
PMI certification
Project Management Professional (PMP)®
Project Management Institute
Issued September 11, 2020
Valid through September 11, 2029
PMI certification
PMI Agile Certified Practitioner (PMI-ACP)®
Project Management Institute
Issued July 24, 2021
Valid through July 24, 2027
Berkeley Haas · Executive learning
Artificial Intelligence: Business Strategies and Applications
University of California, Berkeley, Haas School of Business
Issued November 25, 2024
Certificate of completion
Google Project Management Certificate
Google · Coursera · 2022
Credential recordCertified ScrumMaster (CSM)
Scrum Alliance · Awarded 2020
View credential historyAcademic foundation
B.E., Mechanical EngineeringVisvesvaraya Technological University · 2006
Postgraduate Diploma, Business ManagementICFAI · 2012–2013
06 Recommendations
Leadership seen across
engineering and sales.
Selected excerpts from LinkedIn recommendations received on October 15, 2026.
Direct manager
“strives for deep connections with everyone while still driving constant improvement.”
Cross-functional colleague
“a thoughtful, customer-focused perspective”
Senior colleague
“combines technical capability with a practical, customer-focused approach.”
07 Leadership opportunities
Engineering, program
& portfolio leadership.
Gaurav welcomes conversations about senior roles combining engineering and project management leadership, portfolio governance, people development, and responsible AI adoption.