Crafting Impact, Building Trust: Shilpi Jain on Communication That Matters

Shilpi Jain, Head of Corporate Communications at IPE Global, discusses purpose-led strategy, leadership, and storytelling impact.

As Head of Corporate Communications at IPE Global, Shilpi Jain brings a powerful blend of strategic insight and purpose-led storytelling to the development sector. With over a decade of experience spanning impact-driven campaigns, stakeholder engagement, and brand building, she has consistently used communication as a catalyst for social change. Her work sits at the intersection of clarity, creativity, and credibility—driving narratives that resonate and results that matter.

From navigating self-doubt to stepping into leadership, Shilpi’s journey reflects resilience, curiosity, and a commitment to continuous learning. She believes great communication is rooted in empathy and thrives in collaboration. In a candid conversation with Corporate World, Shilpi reflects on the defining moments of her journey, her approach to building high-performing teams, and why effective communication is as much about connection as it is about clarity.

Q. You’ve led communication functions aligned with organisational vision and mission. What has been the most defining moment in your communications career so far?

Being entrusted with the responsibility of leading the corporate communication function for IPE Global at a time when I wasn’t convinced that I was ready for it myself!

In that moment of self-doubt, I realized something critical - leadership doesn’t begin when you feel completely prepared; it begins when you decide to grow into the role. I stepped in with cautious optimism, and what followed was a deeply immersive experience where I was learning more, doing more all the while leaning on the support of mentors and peers who believed in me even before I believed in myself.

Over time, I discovered that communication leadership is not just about crafting narratives; but about cultivating trust, amplifying impact, and championing voices that often go unheard. Today, as I look back, I’m thankful for that leap of faith - a defining chapter in my professional journey that taught me readiness often reveals itself in the doing, not the waiting.

 Q. In your experience, what are the key ingredients of an effective communications strategy, especially in today’s fast-paced digital world?

Digital alone cannot do wonders! In today’s world, attention spans are shorter than a reel and trends change faster than you can imagine.

An effective communication strategy doesn’t start with platforms or posts - it starts with a purpose. It needs to be nimble, authentic, insight-driven, and emotionally resonant. This means leading with a clear “why does it matter, and to whom?” before jumping into the “how do we do it?” Once this foundation is in place, the strategy can be shaped to inform, inspire, or influence - not just to reach people, but to move them. To achieve that, it must go beyond messaging and into meaning: weaving in storytelling that sparks emotion, builds trust with data that guides smart, timely choices.

And, beyond this, is yet another important element - execution with intent - making sure message is not just well-crafted, but also well-delivered. Because the best strategies come alive only when they’re consistently applied, adapted across touchpoints, and measured for real impact.

Q. What’s your approach to leading a high-performing communications team, and how do you ensure alignment between strategy and execution?

Trust your Team. They’re there because of their caliber, not coincidence. I believe in creating a space where creative minds can challenge, collaborate, and caffeinate together! As a leader, I encourage the team to go beyond the brief, encourage bold thinking, and, if required, push back with clarity and humility. It’s all about challenging ideas, not people. Because at the end of the day, a high-performing team isn’t just about outputs - it’s about outcomes, ownership, and delivering on the calendar together with sanity and synergy.

While I’m big on co-owning the vision, am even bigger on breaking it down into actionable, real-world plans. For me, a strategy is only as good as its ability to be implemented - no fancy ones’ that sound good in a pitch deck but disappear at the execution stage. Thus it starts with clarity: translating the broader ask into specific goals, timelines, and team responsibilities. It also means asking the hard questions early on: Is this doable? Who owns it? How will we know it’s working?   Hence, what matters just as much for me is the follow-through: consistently monitoring progress, course-correcting when needed, and celebrating small wins that build momentum. It is in these moments - the doing, the adapting, the growing - that strategy turns into sustained impact.

Q. How do you balance creative storytelling with the strategic business objectives of an organisation?

Making development a ground reality …our tagline says it all. Working in the development sector, our focus is on transforming lives and not just chasing metrics. Therefore the ‘creative’ part of storytelling isn’t a “nice to have”- it’s mission-critical for us; it’s a strategic tool to connect numbers to narratives, and purpose to people.

I see my contribution as part a orchestrator, part storyteller, part strategist. Therefore, the challenge isn’t choosing between creativity and business goals - it’s making them work in harmony. It’s about translating evidence-backed impact into inspiration and bringing strategy to life in a way that is both emotionally compelling and operationally sound.  

Q. What strategies do you use to build strong networks and alliances both within and outside the organisation?  

For me building strong networks is less about collecting contacts and more about cultivating meaningful connections for a shared purpose.

Internally, I believe the key lies in creating alignment across teams by encouraging open dialogue, breaking silos, and building a culture where collaboration is valued over hierarchy. The idea is to have people feel seen, heard, and part of the larger narrative to help build trust and momentum from within. Further, I believe each one of us is a brand ambassador in the company. How we speak, act, and show up reflects our identity. Therefore, I endeavor to focus on engaging people meaningfully, so they connect with our purpose and represent the brand with authenticity and pride.

Externally, I focus on authentic engagement-not just pushing out messages but creating spaces for dialogue. Whether it’s through media collaboration, knowledge platforms, or sector peers, I believe in shared visibility. Relationships built on reciprocity are the ones that endure.

At the end of the day, a strong network isn’t just about who knows you - it’s about why they want to work with you. That comes from consistency, credibility, and communication that’s as strategic as it is human. Because ultimately, networks don’t just amplify your voice - they expand your impact. 

Q. What personal qualities or skills do you believe have been the biggest contributors to your success as a communications leader?   

 I’d say it’s been a mix of staying grounded, having clarity of thought, and knowing when to obsess over details and when to let things go. I try to keep things simple - whether it's simplifying jargon or turning a half-baked idea into something people can use and understand. And in that aspect, strong command over content has helped - especially when the message needs to walk the fine line between sounding smart and making sense.

Beyond the checklists and timelines, I’ve also been lucky to learn from some brilliant mentors and work alongside teammates who bring their A-game! It’s the belief in building a supportive environment - whether my peers or mentors that makes a real difference. Because great communication doesn’t happen in isolation - it’s a team sport where ideas are nurtured, feedback is welcomed, and every voice counts.