MoveInSync Power 100
Top 100 Corporate Mobility and Workplace Innovators
Full Name
*
Work Email
*
example@example.com
Your current organisation
*
Total years of experience
*
LinkedIn Profile Link
*
Your recent wins (Awards, Certifications, Keynotes, Speaking Engagements, etc)
*
What does your role involve managing?
*
Employee Commute
Workplace Management
Both of the above
How are you reimagining facilities from a cost center into a driver of employee experience, sustainability, and productivity?
*
Thought starter - Describe any shifts you are making in how facilities are planned, run, and measured. You could cover changes in space design (collaboration spaces, focus areas), policies (hybrid work, flex seating), technology (booking tools, occupancy sensors), or partnerships (HR, IT, business units).
What’s the core philosophy driving your work in Workplace Management?
*
Thought starter - Focus on the belief or approach that shapes how you manage workplaces. For example, you might prioritize “experience first with guardrails on cost,” “data-driven space decisions,” or “safety and compliance as the foundation for everything else.”
How do you balance cost optimization with employee experience when making workplace decisions?
*
Thought starter - Share how you trade off between saving costs and keeping employees happy and productive. You can mention: what metrics or inputs you look at, where you are willing to spend more to preserve experience, or where you consciously optimize cost without hurting people.
Can you share one innovation/practice that made a real difference, big or small, in your workplace management operations?
*
Thought starter - We use just 8K desks for 32k employees reusing real estate multiple times over with our S2-S2 framework.)
What’s the core philosophy driving your work in Employee Commute Management?
*
Thought starter - Think about the guiding belief or principle behind how you run commute programs. Are you optimizing more for safety, employee experience, cost efficiency, sustainability, or business continuity?
State the biggest challenges you faced in making employee commute safe, efficient, and sustainable, and how did you tackle them?
*
Thought starter - Look back at the last 12–24 months and pick a major challenges (for example: driver shortages, rising costs, safety incidents, compliance, employee dissatisfaction). Briefly describe the situation, what made it difficult, and what action you took to address it (policy change, new vendor, new tech, new process, cross-functional collaboration, etc.).
Can you share one innovation/practice that made a real difference, big or small, in your daily transport operations?
*
Thought starter - We reduced 20% of our fleet size without adversely impacting operations.
What’s the core philosophy driving your work in Employee Commute and Workplace Management?
*
Thought starter - What unifies your approach to both commute and workplace? You might focus on end-to-end employee journey, safety and well-being, inclusivity, sustainability, or business resilience. You could mention what works as a “north star” statement for both functions?
State the biggest challenges you faced in making your workplace safe, efficient, and sustainable, and how did you tackle them?
*
Thought starter - Pick a significant challenges (for example: under/over-utilized spaces, safety incidents, aging infrastructure, rising costs, stakeholder resistance). Outline the problem context, why it was hard, what interventions you tried (policy, design change, tech, vendor change, governance), and what results you saw.
Can you share one innovation/practice that made a real difference, big or small, in your daily commute and workplace operations?
*
Thought starter - We reduced 20% of our fleet size without adversely impacting operations and use just 8K desks for 32k employees reusing real estate multiple times over with our S2-S2 framework.
How are you reimagining facilities from a cost center into a driver of employee experience, sustainability, and productivity?
*
Thought starter - Share concrete ways you are repositioning facilities as a strategic asset. You might mention new KPIs (experience, collaboration, wellbeing), new governance (involving HR/IT/business earlier), and experiments in design or technology that directly support how people work and feel at the office.
How do you see the role of workplace teams evolving from operations to a strategic driver of culture and productivity?
*
Thought starter - Reflect on how your workplace/facilities team is moving beyond “fix-it” and day-to-day operations. Describe how you are involved in topics like new technology adoption, culture, talent attraction, hybrid work strategy, ESG, or productivity.
The below questions won’t be a part of the judgment criteria but will help us showcase your story in a more wholesome way.
What’s one “transport/workplace horror story” your team will never forget? (Optional)
Thought starter - Tell a real incident that had a big impact, something that went very wrong, was stressful, or became a “never again” moment. You can anonymize details if needed.
If you could automate one task in your daily operations instantly, what would it be? (Optional)
Thought starter - Think about the most repetitive, manual, or time-consuming activity in your day or week (for example: exception handling, reporting, vendor coordination, approvals, manual data cleanup).
In your own words, share anything about yourself that you’d like us to know.(Optional)
Submit
Should be Empty: