The secret to strong project management? Communication.
Just ask Michelle Simon, manager of branded app operations at Circle, a digital business software company. Simon said she keeps her team organized through clear and frequent communication, which creates transparency.
“We put an emphasis on building systems that get everyone on the same page and help us prevent potential issues before they materialize,” Simon said.
Clear communication is a critical part of product development at BAE Systems, Inc., an aerospace and defense company, too — especially when challenges arise.
“Clarity also takes courageous leadership,” Scott Pichette, senior product line director at BAE Systems, Inc., said. “We don’t sugarcoat risks or ignore bottlenecks.”
Srirekha Kannan, a senior technical project manager, echoed the importance of being able to translate complicated project details to a variety of different stakeholders at SaaS HR solution provider Workhuman.
“This job is as much about translation as tracking,” Kannan said. “You need to explain technical progress to a director in two minutes and explain a business priority to an engineer in a way that actually lands.”
Looking for your next program or project management role at an employer that prioritizes clarity and transparency? Look no further. Built In spoke in detail with all three project leaders about how each one uses clear and strategic communication to see each project to the finish line.
BAE Systems, Inc. is an aerospace, defense and security company.
What’s it like to work on the program or project management team at your company?
Working on the program management team at BAE Systems, particularly within controls and Military Aircraft Systems, is about far more than schedules and budgets. It puts you at the forefront of national defense and aerospace innovation, in a high-energy environment where the mission is the North Star and the drive to “win the day” is shared by everyone.
Our culture runs on ownership and bravery. Program managers don’t just oversee projects, they own them. There’s real pride in steering a complex aircraft system from concept to cockpit, knowing your leadership directly affects the safety and success of the warfighter.
What sets this team apart is the synergy between vision and execution. As program managers, we drive the direction, but we’re always in lockstep with engineering, supply chain, finance and operations. Our wins are never solitary.
Beyond daily victories, we’re committed to “leveling up” the entire business. That means being a part of a continuous improvement loop, whether that’s integrating new technology, streamlining a process, or mentoring the next generation of leaders. You don’t just contribute to a specific program; you help evolve the way the company operates.
How does your team create clarity across complex projects, priorities or stakeholders?
Clarity isn’t a byproduct of our process; it’s the primary objective of our program leadership. In the high-stakes environment of MAS, where a single missed technical control can have life-altering consequences for the warfighter, ambiguity is a risk we cannot afford. We anchor every action to our ultimate purpose: protecting the person in the cockpit.
It starts with a “cosmic perspective.” Amid complex projects, we train our teams to separate the urgent from the important. Stepping back to view daily challenges through a long-term lens lets us communicate the core priorities that actually move the needle.
We also embrace the philosophy of “winning the day” by breaking the mission into discrete, daily victories. When everyone knows what winning looks like for the next 24 hours, the path forward becomes transparent.
Clarity also takes courageous leadership. We don’t sugarcoat risks or ignore bottlenecks; we challenge assumptions and speak openly, so stakeholders are never surprised.
Finally, clarity relies on trust. We aim to be the trusted partner through flawless technical integrity and “performance with kindness,” creating a safe space where information flows freely.
What should candidates know about the communication, leadership or organization skills needed on your team?
To thrive on the MAS team, know that we work at the intersection of high-performance engineering and human-centered leadership. The skills here go beyond traditional project management. They call for technical discipline, emotional intelligence and a genuine commitment to the mission.
We value courageous leadership. We’re not looking for people who simply report status; we want those brave enough to flag risks early and challenge assumptions. We translate complex technical data into actionable insights, while keeping a “cosmic perspective” and communicating with calm precision under pressure.
If you own the program, you own the win. But we also prioritize “performance with kindness,” pairing a gold standard of excellence with genuine goodwill toward every colleague, supplier and partner.
You’ll master the incremental victory and “win the day,” managing the details of a complex aircraft system without losing sight of the goal. Our team works to stay proactive in “leveling up,” while identifying bottlenecks before they become crises. Ultimately, we are looking for those who are as passionate about the growth of their teammates as they are about the success of the mission.
Workhuman provides SaaS HR solutions that help companies meet today’s biggest human capital challenges.
What’s it like to work on the program or project management team at your company?
No two days look the same. One day I’m reviewing engineering dependencies with principal engineers and engineering managers, the next I’m helping a director see where a program actually stands. I run a daily cross-functional standup that pulls updates from engineering, product and leadership into one place, so I’m constantly moving between deep technical detail and big picture priorities. It keeps the work sharp and forces you to stay close to both the people building things and the people making decisions about them.
How does your team create clarity across complex projects, priorities or stakeholders?
We rely on consistent cadence over one-off updates. A daily standup surfaces blockers before they become problems and a short async pre-read gives directors the key numbers before we even meet, so time together is spent solving, not reporting. We keep the format the same every time. When people know exactly where to look for status, they stop chasing each other for answers and that alone removes a lot of confusion.
What should candidates know about the communication, leadership or organization skills needed on your team?
This job is as much about translation as tracking. You need to explain technical progress to a director in two minutes and explain a business priority to an engineer in a way that actually lands. Writing matters more than people expect. A recognition post, a meeting invite, a Slack update, they all need the right tone for the right audience. Staying organized is table stakes. What sets people apart is being able to read a room and adjust how they communicate without losing the message.
Circle is the AI-powered home for your digital business.
What’s it like to work on the program or project management team at your company?
The branded apps project team at Circle manages the white-labeled app implementation process for customers on our highest-tier plan. What’s that like? Honestly, it’s a lot of plates spinning at once and I mean that in the best way. On any given day my team has hundreds of customer projects at different stages. No two are identical, so you can’t run this job on autopilot. You have to move fast, make calls without waiting for permission and trust the people around you to do the same.
That last part is honestly my favorite thing about this team: You’re working with driven, compassionate teammates invested in our customers’ success. Being able to dream up ways to continuously improve our workflows, knowing that there’s room for creativity to try things without certainty that they’ll work, all while supporting each other is a really special combination. We’ve built a culture of trust reinforced by people consistently showing good judgment under pressure.
How does your team create clarity across complex projects, priorities or stakeholders?
Transparency and context are top priorities. As we’ve grown, we’ve worked through several iterations of scrappy systems and maturing our tools to give all stakeholders visibility into customer progress. Yes, there’s still a level of grit needed to get things done, but wherever possible we’re reducing single points of failure. We put an emphasis on building systems that get everyone on the same page and help us prevent potential issues before they materialize. I appreciate that our team balances solving for the immediate needs with creating structure that supports where we’re headed.
What should candidates know about the communication, leadership or organization skills needed on your team?
In my experience, a lot of care goes into how we communicate here. There’s a level of candor and respect that echoes through teams and across all levels of the organization. Understanding your audience and ensuring the right amount of context goes into your delivery helps your message land well across teams. I think that’s a huge part of what helps us form strong relationships in a fully remote environment.
That said, we hold the bar high and every time we hire, the bar goes up. This is a team where we take ownership, show up for each other and give praise where it’s due. It’s motivating to be on a team where everyone is invested in delivering high quality work to customers and continuously improving their craft.
