A senior project manager works at a company that is not yet profitable but has many innovative projects. Most project timelines have slipped and staff are overwhelmed. What should the project manager do to help meet financial objectives?

The company is not yet profitable, indicating a critical need to improve financial performance. Prioritizing projects that directly contribute to profit generation is the most effective way to address this. While quality and on-time delivery are important, they don't inherently guarantee profitability, especially if the projects themselves are not strategically aligned with financial goals. Hiring more staff would increase costs without a clear path to profitability, and fast-tracking a project might recover time but could compromise quality or further strain resources without ensuring financial return. Therefore, a strategic re-prioritization based on financial impact is essential.