Leading a Horizon Europe bid can bring influence, visibility and strategic control — but it also comes with significant responsibility. Sometimes, the smarter choice is to join the right consortium rather than coordinate it. In previous posts, I’ve explored why great ideas don’t always get funded and why building the right consortium matters more than simply bringing together lots of partners.
This time, I’d like to tackle another common misconception.
Myth: “It’s always better to be the coordinator, or to lead the bid.”
Coordinating a Horizon Europe project is a significant achievement. It demonstrates leadership, raises your organisation’s profile and places you at the heart of an international collaboration.
But it’s also a major commitment.
The coordinator isn’t just leading the science or innovation. They are responsible for bringing the consortium together, shaping the proposal, maintaining momentum, managing communications, negotiating the Grant Agreement, liaising with the European Commission, coordinating reporting, monitoring progress, managing risk and ensuring the project is delivered successfully over several years.
For some organisations, that’s exactly the right role.
For others, becoming a highly influential project partner is the smarter strategic decision.
Before deciding whether to coordinate or join, I encourage organisations to ask themselves some honest questions.
Do we have the experience and capacity to coordinate an international consortium?
Have we built strong relationships with the right partners?
Can we commit the time and resources required before we even know whether the proposal will be funded?
Do we have the governance and project management capability to lead a large collaborative programme?
Or could we deliver greater value by leading a key work package within someone else’s consortium?
A lesson from experience
I once worked with an organisation that was determined to coordinate its first European collaborative project.
They had an excellent idea, strong technical expertise and genuine ambition.
As we explored the opportunity together, it became clear that what they really wanted was influence over the scientific direction of the project—not necessarily the responsibility of coordinating every aspect of a complex international consortium.
Instead, they joined an experienced consortium, led one of the project’s major technical work packages and became one of its most influential partners.
The proposal was successful.
More importantly, they developed valuable Horizon Europe experience, strengthened their international network and built the confidence and credibility to coordinate future projects from a much stronger position.
Sometimes the best leadership decision is recognising which role will give your organisation the greatest opportunity to succeed.
There is no hierarchy in Horizon Europe that says coordinators are more successful than partners.
The strongest organisations make strategic decisions about where they can create the greatest value.
Supporting organisations beyond the proposal
This is a conversation I regularly have with organisations before a funding call even opens.
Sometimes the right strategy is to coordinate. Sometimes it’s to become a strategic partner within an existing consortium.
And sometimes organisations would like to coordinate but are understandably concerned about the additional responsibilities that come with leading a multi-million euro international project.
The good news is that you don’t have to do it alone.
Through Tytherleigh Consulting, I support organisations throughout the entire Horizon Europe journey—from consortium development and proposal preparation through to project delivery.
That can include helping to establish effective project governance, facilitating consortium meetings, coordinating partner activities, supporting communication with the European Commission, liaising with Project Officers, monitoring milestones and deliverables, coordinating technical and financial reporting, managing amendments and helping keep complex international collaborations running smoothly.
This enables coordinators to focus on delivering outstanding research and innovation, knowing that the project management and coordination framework is being supported by someone who understands the complexities of collaborative European funding.
Horizon Tip
Don’t ask:
“Can we coordinate?”
Ask:
“Where can we make the greatest contribution—and where are we most likely to succeed?”
The answers are not always the same.
What are your thoughts?
What factors influence your decision to coordinate a collaborative project—or to join as a partner?
I’d be interested to hear your experiences and perspectives in the comments below.