IntermediateLEADERSHIP
Give an example of when you took the initiative to improve a communication process for U.S. clients (such as status reporting, meeting structure, or documentation). What problem were you seeing, what exactly did you change, and how did you measure the impact?
Custom Role
General

Sample Answer

With one of our key U.S. clients, I noticed every weekly status call turned into a 60–75 minute detective session. They’d say, “I’m not seeing this in the deck,” or, “Where are we against the original plan?” Even though we were doing the work, our updates were scattered across slides, Jira, and email threads, and the client’s VP had lost confidence in our predictability. I proposed a single-page, color‑coded status brief that we sent 24 hours before the meeting. It had three consistent sections: what shipped, what slipped (with causes and mitigations), and what was coming next, all tied to the original roadmap. I also cut the meeting to 30 minutes and shifted deep dives to ad‑hoc follow‑ups. Within six weeks, meeting time dropped by 40%, “what’s the status of X?” questions in email fell by about 60%, and our client satisfaction survey for communication jumped from 7.1 to 9.0 out of 10.

Keywords

Identified confusion and loss of confidence due to scattered status informationDesigned a one-page standardized status brief tied to roadmap and sent pre‑meetingRe-structured meetings to be shorter and more decision-focusedMeasured impact via reduced meeting time, fewer status emails, and higher CSAT
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