With globalization, companies tend to expand their own locations to new areas or regions. Effective communication between project members plays an important role in a project environment. The communication between Austrian and Chinese project members can be difficult, which could lead to misunderstanding or misinterpretation. Therefore, the relationship between a meeting manager and a Chinese interpreter might play a key role for project success. This study explores the relationship between a meeting manager and an interpreter in a project situation. After a comprehensive literature review participant observation was used to collect data, which was analyzed with a thematic analysis - a qualitative approach according to Braun and Clark (2006). The base for the analysis are the cultural model of Hofstede (2010), House (2014), and the meeting structure model of Lewis (2006). The results showed that intercultural challenges can arise in different cultural dimensions. A functional relationship between meeting manager and interpreter sets a foundation for the remaining members of the team and is essential for facilitating effective communication and setting the tone for collaborative efforts. Navigating through them and finding possible solutions is essential to ensure a smooth flow of a project meeting in distributed IT project teams of manufactural automatization projects.