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regional UKIMEA strategy to life. She quickly branded it ‘The Big 5’, which was clear and memorable. By using colleague stories and encouraging open discussions with leaders on progress, she helped employees understand the ‘why’ behind the strategy and their role in delivering it, while staying aligned to Arup’s purpose. This approach engaged colleagues across the region and positioned the communications team as a strategic enabler of business success. As a direct result, Shalini was able to grow the team to five permanent members, strengthening its capability and reach.
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