Exactly, which is why, even though I've been the lead on this project for quite some time, I've tried to take a non-confrontational, non-blaming approach. When I've noticed issues, I've always notified the whole team, explained why things need to be done a certain way, etc. After all, it is a tough project. Anybody could make mistakes or missteps. I've never singled anyone out, because it doesn't hurt the rest of the team to get a friendly reminder. But, more than two years down the road, it looks like this lady either 1) just won't realize that she is the problem unless I single her out or 2) disagrees so strongly with the way I am doing things that she has chosen to do things her way instead. So sami's approach is a place to start. To address possibility #1, she and I need to have a non-confrontational conversation about some of the balls that have gotten dropped. To address #2, I've started adding my reasons for making certain decisions. I rarely make decisions for the team in a vacuum -- I talk with management, marketing, R&D, etc. But that doesn't mean that other members of the team necessarily know that I'm not making arbitrary decisions. So now I'll share more information, even for things that seem like common sense to me. What I will also do, however, is start building a portfolio of stuff -- not nit-picky stuff -- just the giant, expensive gaffes. That way, if I am forced to talk with her management, I have some ammunition and it doesn't look like a personal attack.