From day one to driving impact: Haresh on his early journey at AtkinsRéalis

At AtkinsRéalis, leadership begins with ownership from day one. For Haresh, joining the organisation wasn’t just about stepping into a new role it was about shaping direction early, building capability, and setting the foundation for long‑term impact. 

In his first few months, he has focused on understanding the business, strengthening delivery models, and working closely with teams across geographies to drive alignment and growth.

What motivated you to join AtkinsRéalis?

I joined AtkinsRéalis because it’s an organisation where senior leaders have the mandate to shape outcomes, not just deliver projects, but build practices, develop leaders, and influence the future of the business. 

The scale and breadth of the organisation create a unique opportunity to drive strategic growth while maintaining a strong focus on technical excellence and societal impact. 

What resonated with me most was the expectation of ownership at the leadership level, setting direction, strengthening capability, and building high‑performing, resilient teams across geographies. 

The emphasis on sustainability, digital transformation, and integrated delivery aligns closely with how I view leadership today. I saw AtkinsRéalis as a place where my experience in leadership, business growth, and people development could add immediate value, while also offering the opportunity to mentor the next generation of leaders. 

That balance of responsibility, trust, and long‑term vision was a key motivator for me. 

How has your experience been so far in your first few months? 

My experience so far has been very positive and affirming. The first few months have given me a strong appreciation for the depth of talent, technical capability, and collaborative culture within AtkinsRéalis.

I’ve spent this initial phase listening closely to understanding the business, engaging with teams and stakeholders, and gaining clarity on priorities and opportunities.

At the same time, I’ve been able to contribute early, whether through shaping direction, strengthening delivery and people processes, or supporting growth initiatives.

Overall, the experience has reinforced my decision to join and given me confidence in the opportunity ahead to build a high‑performing, future‑ready practice.

What kind of work have you been involved in so far? 

In the early phase, my focus has been less on individual projects and more on shaping how work is delivered across the practice. 

I’ve been working closely with Middle East and regional leaders across multidisciplinary engineering engagements to better understand delivery models, capability strengths, and areas where we can create greater value. 

A key part of my role has been strengthening integration between the Global Technology Centres in India and Cairo and the Middle East project teams, ensuring alignment, efficiency, and quality in delivery. 

Alongside this, I’ve been involved in practice development initiatives, including improving operating models, enhancing quality, and defining pathways for the GTC to move further upstream in the value chain. 

This has provided a broad strategic view of the portfolio and a clear understanding of where focused leadership can significantly enhance impact. 

What have been your key learnings or highlights so far?

One of the biggest highlights has been the openness and maturity of the leadership teams. 

There is a strong willingness to reflect, challenge existing ways of working, and drive change, particularly in areas like project delivery, capability building, and talent development. 

That level of engagement creates real momentum and makes transformation practical rather than aspirational.

How would you describe the team, culture, and work environment? 

The teams across the Global Technology Centres in India and Cairo are highly capable, committed, and increasingly leadership‑driven. 

There is a strong concentration of technical expertise across disciplines, combined with a deep understanding of global delivery standards and client expectations. Teams are experienced in working across time zones and geographies, which has created a strong culture of collaboration, accountability, and delivery excellence. 

What’s particularly encouraging is the cultural shift underway, from a pure execution model to a more integrated global partnership. 

Leaders actively encourage ownership, decision‑making, and proactive engagement with global stakeholders. There is openness to challenge, continuous improvement, and a clear alignment with global goals while leveraging local strengths. 

At the same time, there is a strong focus on people development, building leadership depth, creating clear career pathways, and ensuring long‑term capability building alongside delivery excellence. 

What would you say to someone considering joining AtkinsRéalis? 

I would say this is an organisation for people who want their work to matter and who want the opportunity to grow while making a real impact. 

AtkinsRéalis offers exposure to complex, meaningful projects, but just as importantly, it gives individuals the space to take ownership, build capability, and influence outcomes. 

What sets it apart is the combination of global scale and a genuinely collaborative culture. You’re surrounded by strong technical and business leaders who are open, supportive, and focused on long‑term success. 

For anyone motivated by learning, responsibility, and the chance to shape the future of infrastructure and engineering, this is a place where you can do meaningful work, be trusted as a leader, and continue to evolve professionally. 

Inspired by Haresh’s journey? Explore opportunities at AtkinsRéalis and be part of a team shaping the future of global infrastructure.