Supply Chain Now en Espanol
Season 2, Episode 4

Resumen del Episodio

En este episodio de Supply Chain Now en español, el presentador Enrique Alvarez le da la bienvenida al programa a Gladis Araujo, VP de Calidad Global de Mattel. Escuche a esta dinamo de liderazgo, mientras habla sobre su amor de toda la vida por el aprendizaje, su experiencia en ingeniería y calidad, y su extraordinaria carrera. Aprenda de Gladis mientras comparte su mensaje de ser valiente, romper los estereotipos de género y la importancia de la alianza y la tutoría. ¡Escuchen!

Transcripción en Español

[00:00:37] Muy buenos días y bienvenidos a otro nuevo episodio de Supply Chain Now en español. Mi nombre es Enrique Álvarez y tengo el gusto y el placer de entrevistar a una mujer que ha hecho muy buena carrera, no solo en Mattel, sino con muchas otras organizaciones y tengo el placer de platicar con ella. Vicepresidenta de Calidad Global de Mattel, Gladys Araujo. Cómo estas? Muy buenos días.

 

[00:01:01] Pues muy contenta de estar aquí con ustedes en su Play Change Now en español. Muchísimas gracias por la invitación, Enrique, un placer.

 

[00:01:10] El placer es todo nuestro y bueno, en base a lo que platicábamos antes de empezar a grabar este show, creo que tenemos mucho, muchos temas de que de que comentar y es un placer tenerte aquí con nosotros para todas las personas que nos están escuchando en Latinoamérica o en todas partes del mundo. Si les gustan este tipo de entrevistas y les gustan y les motivan este tipo de pláticas, no dejen de suscribirse. Y bueno Gladys, empecemos un poco con contigo. Tú cuéntanos un poco de tu vida. Dónde naciste? De dónde eres?

 

[00:01:40] Claro que sí. Mira, pues yo soy regia, como nos dicen aquí en Monterrey. Nací en Monterrey, México, nací, crecí aquí, soy la mayor de cuatro hermanos, tengo un hermano y tres y dos y dos hermanas. Tradición una familia tradicional mexicana es mi papá, pues trabajo de tiempo completo, mi mamá dedicada al hogar. Mi papá es ingeniero civil y trabajó por más de 30 años en una de las industrias de aquí de vitro, pero siempre tuvo miles de trabajos e incansable para poder sacar a la familia adelante. El como su carrera es ingeniero civil y apasionado de la construcción, pues siempre tuvo trabajos, este por fuera de construir escuelas, plazas, puentes, edificios, casas de todo un poco como él dice y pues él lo que su sueño de toda la vida y su propósito porque así no lo manifestaba a nosotros, era asegurar que sus cuatro hijos, pues tuvieran una carrera profesional y él buscaba y anhelaba que fuera en una buena institución. Entonces todo su trabajo, todos sus ahorros, todos sus enfoques iban a eso. Y algo que él mencionaba mucho, es decir, la mejor herencia que nosotros les podemos dejar es la educación. Y de ahí, pues ustedes se abren paso también. Otra de las cosas que yo aprendí, que es el sello que llevo hasta el día de hoy de mis padres, en especial de mi papá, es el el aprender continuamente en aquellas épocas. Pues la verdad no es como hoy de que había internet, había una librería en cada esquina, es difícilmente conseguir libros en inglés, etcétera, y la forma en que se hacía en aquellas épocas era no sé si te acuerdas Enrique, o te tocó que te vendían así casa por casa y unas enciclopedias.

 

[00:03:35] Consulté la Enciclopedia Salvat y la Británica

 

[00:03:39] Y de todo quiero en colecciones bien grandes, de más de cien, doscientos libros y no sé, de todo

 

[00:03:47] Un patrimonio. No era si era realmente una compra fuerte, porque no estaban baratas, porque

 

[00:03:53] Esta era una inversión muy, muy fuerte. Pero ellos este como creían muy firmemente en la educación, que el típico de que pagos semanales o pagos mensuales y ya no sé, pero era una inversión bastante grande y pues fue Navidad para mí el día que llegué a la sala de mi casa y vi todo el monstruo de cajas llenas de libros y pues te puedo decir que prácticamente los leí todos, este mi niñez hasta la adolescencia y pues lo que aprendí es amar a los libros. Aprendí a que a través de los libros vives muchas vidas y ganas muchas experiencias y a partir de ahí pues me considero como dicen en inglés On life long learning de continuo aprendizaje y pues hasta el día de hoy

 

[00:04:41] No está muy interesante. Y si como tú dices eran definitivamente la tecnología no estaba tan avanzada para ponerlo de alguna manera amable, pero no, qué interesante. Y bueno, se ve que tuviste un ejemplo de vida y de trabajo muy importante, tanto de tu papá como de tu mamá. Te acuerdas a lo mejor de alguna cosa como buen familia mexicana, de algo que te decía constantemente tu mamá o algún algo, algún recuerdo así que te ayudó y te impulsó para llegar hasta donde estás ahora.

 

[00:05:11] Pues mira este. Lo que yo veía mucho en casa era el trabajo. Este mi papá, como te decía, trabajaba de día, trabajaba de tarde, trabajaba de noche. Entonces creo que como dicen las acciones hablan más que mil palabras. Entonces el ejemplo que yo veía es que aún y después de largas horas de trabajo. Leía hasta las 2 3 de la mañana y los fines de semana, siempre haciendo actividades o manualidades con sus hijos. Entonces eso es algo que como dicen, son cosas que se que se viven en el día a día en tu casa y que te te dejan marcada, verdad? Entonces, y pues lo que siempre decía es la importancia de la educación, entonces eso es lo que lo que yo creo que realmente queda en mi DNA de esas épocas y

 

[00:06:01] De haber tocado una época muy interesante. No decías que trabajó para para Vitro y en ese momento me imagino que todavía era un monopolio. Yo trabajé para para Vitro, fue mi primer trabajo.

 

[00:06:10] Oye, quién no

 

[00:06:12] Dijiste que en alguna de sus

 

[00:06:14] Encuentros con el alcalde

 

[00:06:16] Yo estaba en medio plano, pero creo que le había tocado en Monterrey. En general, todas las industrias estaban realmente en un boom impresionante, creciendo rápidamente, agarrando su lugar en el mundo,

 

[00:06:31] Que era una epopeya industrial, o sea, Cemex, bitro, cervecería, etcétera. Todos los grandes emprendedores.

 

[00:06:41] Bueno, cuéntanos un poco sobre tu trayectoria profesional. Me dijiste un poco de tú, de tu infancia, cómo te fuiste encaminando hacia hacia la logística, hacia la calidad, hacia lo que haces ahora.

 

[00:06:53] Mira, pues yo estudié Ingeniería Química y me gradué del Tec con todas las ilusiones de mi padre y pues yo muy contenta. Este me apasionaba en las matemáticas, la química, la ingeniería y me graduó y digo no, pues yo quiero trabajar en una planta química y como estudié ingeniero químico y de sistemas, que es la parte de Haití, este en aquella época no hombre, era revolucionario. Entonces yo quería trabajar en la parte de control de procesos, de alguna manera era compaginar la página, digo la, la, la cuestión tecnológica con la cuestión de ingeniería química. Oye, pues no empiezo a buscar trabajo y con algo muy específico, este no. Más que nada, que no me querían contratar por ser mujer.

 

[00:07:37] En serio? Bueno, eso está muy interesante, pero antes de que entremos a esta parte, que es un pasito antes adelante, por qué no un pasito para atrás? Por qué ingeniería química y de sistemas? O sea que porque

 

[00:07:52] Esta es una muy buena pregunta. Es una buena pregunta y que va a llevarnos a una pata muy importante más adelante. Realmente este pues como a lo mejor algunos de tus radioescuchas, yo estaba en la prepa, no sabía que estudiar, lo único que yo sabía y que yo le decía a mi papá pues no sé que quiero estudiar, pero lo único que sé es que yo quiero estudiar algo en el que yo pueda ayudar a la gente, yo quiero ayudar a la gente, etc. Entonces me decía bueno, pues si quieres trabajar en esto tienes que trabajar algo como servicio social. Y dijo Pues ese tipo de carreras están aquí en México, en Monterrey no había tenido aceite a Ciudad de México, yo no estaba dispuesta en mi mente, no cabía cambiarme de residencia, irme a vivir sola, ir a trabajar. Y dije pues no, entonces realmente dije bueno, cuáles otras habilidades yo tengo que que a mí me gustaría explorar y revisando las carreras disponibles porque así era antes o ya

 

[00:08:50] No

 

[00:08:50] Es lo que uno sueña y es lo que hay. Sí, y este pues era me gustaba mucho las matemáticas, me iba bien, me gustaba mucho la química y me gustaba y tenía la inquietud de la parte de sistemas que era lo nuevo que venía de O cuando estaba en prepa fue cuando salieron las primeras Macs. Hay que ubicarnos en el tiempo. Yo sé que me veo de 25, pero bueno, este entonces este decidí yo estudiar la carrera de Ingeniero Químico de Sistemas y pues lo que yo me dije a mí misma por realmente este en cualquier carrera uno puede ayudar a los demás. Entonces dije bueno, vamos a explorar esa carrera. Y así fue como decidí entrar a la carrera de Ingeniero Químico y de sistemas y pues me fui apasionando en mi mente no cabía, claro que me

 

[00:09:37] Decía no tenía, pero no tenía todavía el conocimiento. Te fuiste enamorando de la carrera y de la profesión conforme fuiste?

 

[00:09:44] Sí, no, no me gustaba Matemáticas y química y sistemas y después me fui enamorando. Pero creo que si me decían oye Gladys, pues como que estás medio loca porque realmente está bien difícil. La carrera empieza x número de gente terminan bien pocos, no hay mujeres, no vas a conseguir trabajo. O sea, yo no creía que

 

[00:10:04] Solo abriendo brecha

 

[00:10:07] No hacía oídos sordos, o sea, como que no creía. Y luego ya cuando me gradué es cuando ya regresamos al punto, verdad? Entonces yo empezaba, veía como mis compañeros, digo algunos, hasta digo yo era de las más sobresalientes ahí en la carrera y veía como todos se iban encontrando trabajo y pues yo no y pues hasta que me armé de valor y preguntaba oye, pues por qué es que me faltaba verdad? Porque serán trabajos para recién egresados. Me dice no! Lo que pasa es que yo busca en plantas químicas y en la parte de control de procesos. Decía No, pues es que no hay uniformes de seguridad, no hay zapatos, no hay baños, no hay esto, no hay lo otro. Y yo me quedé por primera vez en mi vida me cayó el balde de agua fría. Entonces empecé a entender este porqué yo no encontraba trabajo.

 

[00:10:56] Y la diferencia tan grande que hoy todavía desgraciadamente existen muchos en todos los países y hay que hay que tratar de resolver,

 

[00:11:05] Claro, y luego ya han ido cambiando y ha ido cambiando bastante. Entonces en eso salió este el anuncio para trabajar en Mattel, en la planta de Monterrey como supervisora de laboratorio de pruebas de calidad. Entonces yo me acuerdo en ese entonces, pues el que es ahora mi esposo, que era mi novio, me dice mira Gladys, esta es una muy buena oportunidad, buscan ingenieros químicos y pues eso es algo que nos pasa mucho a las mujeres, de que queremos llenar el 100 por ciento los requisitos para atrevernos siquiera a levantar la mano a un proyecto o a un este, a un nuevo puesto le decía no, no cumplo más que el 50 por ciento, pues yo no voy a aplicar. Y luego volvió a insistir una semana o semanas. Oye, sigue saliendo, me volvió a insistir este y pues yo decía no, pues no, y luego le quitaban dos o tres cositas. Decía Bueno, ya cumplió el 70 por ciento, decía está bien, nada más voy a ir para complacerte, pero no porque cumpla, yo lo

 

[00:12:07] Repita más y mira nada más.

 

[00:12:10] Ahora no, pero esa es una muy buena lección, que yo hablo mucho con las chicas del inning, que ahorita platicamos un poquito de ese proyecto de apoyo a las mujeres ejecutivas. Entonces el el imagínate la oportunidad que se hubiera perdido cuando ahora ya tengo toda una trayectoria, oportunidad de trabajar en diferentes partes del mundo con diferentes roles, por el simple, sencillo, simple de que no cumplo todos los puntos. Entonces algo que que empecé a aprender desde muy temprana edad pero que se fue reforzando, haz de cuenta como cada dos o tres años es de que uno va a aprender en el camino, que es que tienes que salir de tu zona de confort para aprender y crecer y que hay que vencer los miedos para. Porque todo lo que buscas y todo lo que anhelas siempre va a estar ahí.

 

[00:13:00] Y más porque seguramente estabas como mucha gente aplicando y compitiendo con hombres que no tienen ni el 10 por ciento y dicen que tienen el 100 por ciento.

 

[00:13:09] Esa seguridad se las admiro y las admiro,

 

[00:13:14] Pero no creo que sea normal. Digo, no creo que sea necesariamente del sexo. Es un poco la sociedad y la cultura y lo que tú has dicho que nos ha llevado a creer que ciertos trabajos son para hombres y otros son para mujeres y es totalmente erróneo. Me da muchísimo gusto que rompiste, rompiste un estereotipo en la carrera y luego rompiste un estereotipo en el trabajo.

 

[00:13:37] Y luego ahí lo que sucedió es que ya después que iba progresando bien en la entrevista, que hoy es la parte que te digo, que lo aprendí a temprana edad, pero se ha ido reforzando a través de los años de que decía yo oye, pero yo Gladys, nunca he manejado gente y soy recién egresada, como que voy a tener 35 técnicos a mi cargo, o sea, no me cabía en mi cabeza. Y luego el motivo por el cual me querían contratar era para arrancar y construir el primer laboratorio químico de todo el sistema Mattel. Y yo decía pero yo. O sea, cómo entonces la falta de confianza, el que pues uno puede aprender en el camino, el vencer ese miedo y obviamente que era algo que yo anhelaba y que yo quería, entonces aún con el miedo decir sí, voy para adelante y pues gracias a Dios la verdad me fue muy, muy bien. Obviamente abrimos el laboratorio químico, hubo allí otras vicisitudes de términos

 

[00:14:37] De género,

 

[00:14:38] Me decían dónde está el como? Quien dice dónde está tu papá para negociar, verdad? Porque yo tenía 21 años en esas épocas, pero bueno, datos y hechos cambian en cinco minutos la conversación y hace que se centre en lo que se tiene que centrar y este. Y empecé después a crecer, a tener más áreas de responsabilidad dentro del área de calidad. Por eso estudié la Maestría en Calidad y Manufactura, porque yo quería ser suficientemente competente para el otro tiempo.

 

[00:15:07] Pasó de que acabaron obviamente contratando para ese puesto.

 

[00:15:12] Como entré un año a dos años, ya estaba yo teniendo otras áreas a mi cargo y cada año fui teniendo más áreas hasta que ya tenía todo lo que es el área de calidad. Y luego ahí viene la parte de en aquellas épocas era nuevo ISO 9000. De hecho no había compañías registradoras aquí en México.

 

[00:15:30] No fue la primera empresa que abrió el laboratorio de.

 

[00:15:35] De Monterrey, a nivel global, a nivel global y global, a nivel global. Y luego quién iba a decir oye, que

 

[00:15:41] Orgullo siendo también mexicanos y en México. Porque esa es la otra cara de la moneda que siempre uno se espera que se abra en Francia, o en Estados Unidos o en Alemania. La primera fue en México,

 

[00:15:52] Las cosas que hemos hecho orgullosamente mexicanas y de hecho yo fui la primera expatriado en Malasia de todo el sistema Mattel, Nigeria y allá está. No se sabía ni los procedimientos, pero bueno, hemos sabido brecha en muchas cosas y este y pues me dijeron ahora queremos que te hagas responsable de la implementación y ya es toda la planta de lo que es el sistema de calidad ISO 9000 y otra vez. Oye, yo no sé nada de estas. Yo no, nadie sabía ni quién era. No te preocupes, sabemos que puedes aprender, aprendes rápido y lo vas a lograr si esconde miedos y todos vamos para

 

[00:16:31] Que tenías también muy buenos jefes y mentores. Me imagino que porque por un lado estás tú siendo valiente y rompiendo estereotipos y paradigmas y y atreviéndose. Y por el otro lado tiene que haber la contraparte que te dé la oportunidad. Y eso ya se ve que Mattel tiene una cultura muy.

 

[00:16:46] Sí, estoy totalmente de acuerdo, muy, muy bendecida, porque aunque no había muchas mujeres en puestos de liderazgo, siempre tuve hombres que fueron rol models y que creyeron y me apoyaron para seguir creciendo dentro dentro de la organización y pues así fui escalando. Después vino otra apertura, una apertura de una planta y se seleccionaron a cuatro de los en esas épocas gerentes para promoverse a dirección, para abrir la planta. Y me dice a mí el general Narayen en Monterrey, en Monterrey, el general manager de la planta existente iba a ser el general manager de la nueva planta o un americano. Entonces me dice Oye Gladys, quiero que te unas al equipo, pero yo pensaba que en calidad porque yo venía de calidad, ya tenía mi maestría en calidad. También estudié la maestría en Desarrollo Organizacional porque me di cuenta

 

[00:17:41] Que yo era de esperar. Ya te saltaste ahí dos, tres partes. A qué hora? A qué estudiaste?

 

[00:17:45] Dos, y tuve tres hijos en el camino.

 

[00:17:49] Bueno, como tu papá, entonces te dormías a las 2 3 de la mañana, todos

 

[00:17:53] Los días en 4 horas dormía yo con 4

 

[00:17:55] Horas estás fresca? Si, ese es el secreto.

 

[00:17:58] Ya, ya, ya duermo más, ya duermo más este, pero más que nada la parte de desarrollo organizacional, porque yo venía de áreas muy técnicas. Entonces yo me di cuenta con el sistema de calidad ISO 9000, que tú puedes tener el mejor sistema de trabajo técnicamente hablando, pero si la gente no lo acepta como forma de vida y no como más trabajo, sino como mejor trabajo, empecé a entender la parte de los de la cultura de la gente. Me apasionó todo eso y creo que eso fue algo pues factores de éxito, verdad? Porque este el mezclar la parte humana con la parte técnica y la tecnología, pues realmente es un catalizador para los procesos de transformación y crecimiento en las organizaciones. Entonces por eso estudié la Maestría en Desarrollo Organizacional

 

[00:18:48] Y para también

 

[00:18:51] En la ADM, en la UNAM la estudié y en el TEC la de manufactura y calidad. Entonces el ya Dan Dan Gilbert que fue el que me habla y me dice oye, pues que queremos que seas parte del equipo. Yo súper feliz porque quería estar en la apertura de una nueva planta, porque yo lo veía como un laboratorio gigante. Poder poner en práctica todo lo mejor de lo mejor

 

[00:19:14] Es el perdón. Que te interrumpa nuevamente que en esta época Mattel está manufacturado. Qué son Barbies?

 

[00:19:20] Son muchas, pero no las Barbies y los Hot Wheels, que es parte del core business de materias manufactura en Asia. Por eso estuve allá trabajando

 

[00:19:28] Que era la planta de

 

[00:19:30] Que era la planta. Principalmente son los accesorios de Mattel para la Barbie, como las campers. El juguete número uno a nivel mundial se produce orgullosamente en Monterrey, que es la Barbie Dream House. Eso esos fueron hechos 100 por ciento en Monterrey para el mundo entero. Así que si

 

[00:19:49] Divertido como mujer trabajar en una empresa que realmente su primer producto es bueno, tienes los coches pero tienes también a las Barbies. Creo que

 

[00:19:56] Sí. Es un ambiente

 

[00:19:57] Divertido y muy divertido para ti.

 

[00:20:00] No, yo desde que pisé la planta yo dije aquí pertenezco porque rodeada de juguetes este en la parte de calidad. Pues ver la funcionalidad, la durabilidad, los riesgos de seguridad y saber que por cada pieza de juguete lleva felicidad a un hogar.

 

[00:20:18] Oye y tus hijos que

 

[00:20:21] Todos los juguetes habidos y por haber y jugaban con las cajas

 

[00:20:26] Como todo, como todos los niños del mundo,

 

[00:20:28] Si jugaban con las cajas de los juguetes, entonces que me dice mi? Me dice Gladys, pero queremos que seas la directora de Materiales y luego yo pues en Choco, porque yo decía

 

[00:20:41] Lo único que no habías estudiado era

 

[00:20:44] De planeación de la producción, el Master Planning en Desarrollo, Proveedores, Import Export, Control de almacenes de embarques,

 

[00:20:57] Elogies totalmente otra dimensión. Yo me

 

[00:21:00] Quedé. O sea, pensé que hasta se había equivocado. Y yo pues sí, soy de calidad y me estás ofreciendo el puesto a dirección de materiales. Y le dije a ver, obviamente que yo súper feliz de ser parte del equipo y de arrancar. Y claro que quería estar ahí, pero le digo este Dan. Yo toda mi experiencia es en calidad y esta es una nueva área y es un arranque de planta este lío. Estás consciente que pues no tengo la experiencia para hacer eso. Y me dijo Gladys algo bien importante que necesito que tú tengas bien claro. Yo puedo ir afuera al mercado y conseguir en un abrir y cerrar de ojos, pues a lo mejor cien personas que tienen la preparación para hacer este el trabajo que estamos buscando. Pero para mí lo más importante es dos cosas es que tengan el liderazgo y que hagan que las cosas sucedan, o si lo quieres ver como una liderazgo que haga que las cosas sucedan y no es fácil de conseguir. Además, pues a lo largo de tu trayectoria tú has demostrado que eres una persona que aprende y aprende rápido. Sí, entonces pues ya con eso que me dijeron, pues di con todo y los temores. Y aparte, no te preocupes, vamos a tener un año para entrenarte. Entonces pues ya con esas cuestiones, pues vamos para adelante con todo y temores y todo. Y pues ahí empecé la parte. Por eso estudié también la parte de en Thunderbird, en Arizona, la maestría en International Business e interactuar

 

[00:22:40] Con parte de esta capacidad, etc. en el año.

 

[00:22:44] Sí, y ahí empecé a abrirme en la parte de negociaciones internacionales, la cadena logística, el commodity management. Tú sabes bien porque tú estás en ese ramo, es inmenso, pues todo lo que tienes que aprender en la cadena de suministro de McEwen. Pero me apasioné el haber traído el sombrero uno de ingeniería, el 2, el de calidad. Tres, el de Organization and Development, pues fue una bomba exitosa. Por qué? Porque cuando vas a negociar y buscar oportunidades con los proveedores, yo me metí a conocer más de 100 procesos. Entonces es más fácil identificar las oportunidades para reducir costos, negociar mejor y asegurar la calidad y exigir la calidad que se buscaba. Entonces todo es en out. Este pues, me ayudó muchísimo,

 

[00:23:42] Muchísimo

 

[00:23:43] Para ser una mejor negociadora, para asegurar que las innovaciones o reducciones de costo estén no mermar a la calidad y la seguridad. Y si obtuviéramos este, pues los beneficios de costo que que necesitaba la compañía y obviamente poner en práctica todo lo que en ese entonces estaba en boga de que el canvas directo line, este BMI, este todo de proveedores este y empezar a acercar proveedores que se vinieran a relocalizar a México.

 

[00:24:19] Qué interesante! Está muy muy completo tu totalmente una escuela, una maestría en cadenas de suministro. Qué interesante! Y abrieron, abren la planta exitosamente, me imagino nos

 

[00:24:32] Fue muy bien. Y esta planta y que también es así como información

 

[00:24:36] Hay en ese momento, porque

 

[00:24:39] Había mucho talento emprendedor de nuestros principales. El principal competidor es Hasbro y Lego son los principales este. Pero sin embargo en Estados Unidos pues somos el número uno desde hace miles de años y pues de los eh ya ahorita Lego anda muy bien, pero a nivel mundial por mucho tiempo como número jugador número uno en la industria juguetes este más que nada calidad, seguridad y pues la innovación en los productos y lo que nosotros fabricamos o la razón de de esa nueva planta porque era una nueva planta en México era traernos la operación de Estados Unidos. Me tocó muchas transferencias, muchas aperturas, integraciones de nuevas operaciones y actividades de new sharing o de localización de proveedores. Este en esta época era la manufactura de Power Wheels. Power Wheels es una de nuestras. Marcas también icónicas, los jeeps desmontables eléctricos y es como la industria automotriz en la industria del juguete. De hecho, muchos de nuestros protocolos y compartiamos hasta proveedores con la industria automotriz. Dentro de la industria del juguete también están los protocolos de la industria de alimentos, porque tenemos por ejemplo Piqueras que tienen que ser FDA, cosméticos, las telas, lo que es vestido. Entonces mucha gente dice ah, son juguetes, pero realmente el protocolo de un juguete es bastante alto porque va diseñado a la persona más vulnerable, que es un niño o un bebé, que no solamente va a usar si no va a abusar del producto. Y ese producto, después de ser porque hacemos programas de caída, de estirones, etc. tiene que continuar siendo seguro aún y después del abuso y más los protocolos adicionales que tenemos que meter según el tipo de producto. Entonces la razón de abrir esa planta era la de la industria automotriz. En la industria del juguete que es está ruinas del mundo se fabrican aquí en Monterrey y pues se van a exportación.

 

[00:26:47] Hasta la fecha se siguen fabricando Narayen,

 

[00:26:49] Hasta hoy en día se siguen. La razón por la cual también estamos aquí es porque nuestro principal mercado es Estados Unidos y Canadá en Power Wheels. Y pues la cercanía y estás hablando del tamaño del producto, pues prácticamente es un refrigerador. Son productos muy muy grandes. Entonces tú sabes, el costo de fletes y transporte es imposible traerlo de Asia y después de ahí es de lo que vino. Es bueno, hay allí un momento histórico, verdad? En la historia de la industria del juguete de Mattel, muy conocido por los medios, en el 2007 tuvimos uno de los rincones más fuertes de la historia de de de. Se encontró en uno de los carritos de plomo y este. Pero fue en un monitoreo de los carritos Goodwill, en un monitoreo que se hizo en nuestros propios laboratorios y este ahí. Yo estaba en el área de Supply Change, en la apertura de la planta. Yo estaba acá en México y esto estaba sucediendo en Asia y este nosotros tenemos los esquemas de manufactura, aún es con proveedores que fabrican el producto terminado y otros con nuestras propias plantas que fabrican el corvinas de mate. Entonces este pues se encuentra. Eso fue un record voluntario

 

[00:28:11] En el lado del business o fue en el

 

[00:28:13] Que fue en el año del proveedor proveedor proveedor? Lo que sucedió fue que se hizo una subcontratación que no era permitida

 

[00:28:22] Y ahí es donde la calidad, el control de calidad se movió un

 

[00:28:25] Poco. Sí, entonces ahí empezamos. Este se hizo el record voluntario, nosotros mismos reconocimos la situación este se recolectaron todos los de

 

[00:28:38] Una empresa por todo lo que me has contado, con una cultura muy muy fuerte, con valores muy bien establecidos para

 

[00:28:46] Principales integridad inquebrantable. Y ahí fue en esos momentos donde la vimos en acción, porque muchas de las empresas lo que no te

 

[00:28:55] Cuesta evitarlas

 

[00:28:56] No pueden predicar las pero no realmente ejercerlas porque puedes perder hasta el negocio con una situación de este tipo. Pero todo momento se comunicó a todos los empleados de Mattel lo que estaba sucediendo, lo que se estaba haciendo. De hecho en esa época, recalcando lo de integridad inquebrantable. Era la primera vez que Mattel estaba como en una nominada y por Forbes no por Fortune como una de las mejores empresas para trabajar. Normalmente se hace en el último cuarto el release, pero en el verano, como en junio, más o menos pasa esto. Inclusive fue también otro momento histórico en que dicen oye, pues deberían estar, mátelo. No se lo cuestionaron y se decidieron hacer algo que normalmente no se hace es volver a aplicar todas las encuestas. Entonces, para ver si continuamos en ese listado de los top 100, entonces pone que eso pasó en el segundo cuarto y como por el tercer cuarto y ya estaban haciendo las encuestas y pues qué crees que pasó? Quedamos o no quedamos este? Pues no solamente quedamos, mejoramos hasta el lugar. Ya no me acuerdo los números ni nada.

 

[00:30:07] Es impresionante lo que muchas otras empresas a lo mejor lo habían querido esconder o hubieran querido darle la vuelta, o sea, siendo responsable, honesto y bueno con la política de integridad inquebrantable. Te ayudó al final de cuentas? Me dijeron que fue unos años difíciles, pero a final de cuentas tu imagen y la confianza que tenían tus clientes y tus proveedores de Mattel subió gracias a ser honesto. O sea, asumir la responsabilidad. Pero esto es lo que aprendimos de nuestros papás cuando teníamos cinco años. Básicamente no es nada del otro mundo, la verdad

 

[00:30:41] Tampoco correcto, pero son decisiones muy difícil solo cuando hay cuestiones financieras de por medio.

 

[00:30:47] Y totalmente de acuerdo.

 

[00:30:49] Y de repente, impresionante. Sin embargo, todos los empleados, pues nos sentimos muy orgullosos y se reflejó en en ese. En ese número y este y yo en un proceso de reconstrucción del sistema de calidad global. Yo estaba en materiales, en el arranque, en la planta. Entonces ahí yo empecé a trabajar a nivel global con todas las plantas de Mattel, implementando este pues procesos de mejora y de robustecimiento del sistema en

 

[00:31:16] Otra posición o la

 

[00:31:18] Otra. Moví, me moví de una posición local de dirección de materiales a una posición global de dirección senior global de Building de calidad. Y posteriormente trabajé un par de años en eso y después tuve la responsabilidad de calidad. Ya me quedé un poco más en calidad, en en calidad. En América tenía la responsabilidad de las plantas de México, de Canadá, que se había adquirido mega blocks. Es este la competencia de LEGO, la integración, ponerla en sistema de calidad ISO 9000, construir laboratorios. Trabajé mucho tiempo en Brasil, me la pasaba entre México, Brasil y Canadá, como que dos semanas en cada lugar. En Brasil era desarrollo de proveedores de producto terminado por por el lado de calidad, el desarrollar el mercado en aquella, en aquella región y este y también en esa época, como también parte del proceso de rehabilitan. Ya se me empiezan ahí a cruzar de las fechas, pero más o menos hay más o menos este. También me dieron la responsabilidad de los laboratorios a nivel global y los laboratorios a nivel global, pues estamos hablando de dos que pertenecen a Mattel y 40 que son en los del esquema de manufactura subcontratada. Entonces, en cincuenta y dos laboratorios de pruebas, ahora sin mecánicas, eléctricas, químicas, apertura de laboratorios y lo más importante es la transformación en cuanto a implementar el sistema de calidad ISO diecisiete 025, que es más estricto que el nueve mil para cuestiones de pruebas de desarrollo de pruebas y asegurar la estandarización al 100 en cualquier laboratorio del mundo y la integración tecnológica digital transformation en esas épocas de con la implementación de un sistema que le llamamos limp, que es Laboratorio Integridad Management System para tener total visibilidad de la operación en cualquier momento. Inclusive los equipos de prueba están interconectados.

 

[00:33:23] No era todavía desde Monterrey.

 

[00:33:26] Me imagino que bueno, aquí estaba, si no, no estaba en Monterrey, pero era un puesto, la verdad. Por ejemplo, en mi caso yo tengo muchísimos años, nada que ver con la pandemia entre trabajo remotos de trabajos globales, virtuales y multiculturales desde hace siglos, verdad? Entonces esto yo lo estaba manejando desde la operación de Monterrey como base en Monterrey y ya después viene la relocalización. Digamos que traía.

 

[00:33:54] Cuéntanos un poco porque eso está muy interesante en cómo acabaste en Malasia?

 

[00:33:59] Sí, entonces estaba yo trabajando con los laboratorios y con América. Entonces pues de alguna manera, pues se logró la integración de la planta de Canadá, se logró el desarrollo del mercado de Brasil, ya teníamos más estable la parte del RI Building global, la parte de la integración de los laboratorios. Entonces viene la oportunidad de trabajar para el core business de Mattel, que son Barbie Hot Wheels, que como te comentaba, la manufactura está en Indonesia, Malasia, Tailandia y China. Entonces la base este tenía que ser en Malasia. Entonces yo con mi familia, mis tres hijos, mi esposo y yo en el 2015 a dos mil, casi veinte, este a finales de 2019 más o menos este estuvimos viviendo y trabajando, estudiando en en Malasia, en una isla que se llama Penang, que ahí es donde está una de las plantas y pues ahí era desde desde la perspectiva de de calidad, pero siempre he estado muy de cerca, pues todo lo que es manufactura.

 

[00:35:02] Qué interesante estar en un país

 

[00:35:05] Sumamente

 

[00:35:06] Remoto, muy diferente, o sea no es

 

[00:35:08] Y pues continua el mismo como quiera continuar. Lo mismo que te decía yo lo que aprendí desde muy joven nada más se ha ido reforzando en el sentido de que oye Gladys, pues sabes. Ahora es otro país, verdad? Entonces, y no solamente es otro país, es otro mundo literal, porque son otra cultura, es una cultura musulmana. Este y este se reza cinco veces al día. Es un país muy, muy devoto. Este, pues, las mujeres visten con su con su burka. De hecho, en las instalaciones operativas nosotros tenemos como se ven como salones de baile, así gigantes, porque se hacen paros programados de aproximadamente 15 minutos en el que parte del protocolo es me lavo los pies e paso a la sala a hacer mis rezos mirando a la Meca. Este se separa en hombres de mujeres. Entonces tienes que tener un salón muy grande para hombres, un salón muy grande para mujeres. O sea, tienes que adaptar los procesos de manufactura a las costumbres y respetarlas. Este practican el Ramadán. Las comidas también son diferentes. Es es. Lleva todo un protocolo de rezo y de cómo se se mata al animal para que no sufra. Entonces la comida es diferente. También ellos este pues no comen el puerco este. También tienen el proceso del Ramadán que dura 40 días donde se hace ayuno por durante el día no comes, no tomas ni agua y nada más. En la noche puedes ingerir alimentos. Este mezquitas hay como los Starbucks en Nueva York en cada esquina son hermosas porque ellos rezan antes del amanecer, como al mediodía, al atardecer y después en el anochecer a uno o dos, o sea, antes de amanecer, luego como a las doce, luego en la tarde y luego en la noche. Algo así son. Son cinco veces al día, cinco veces al día

 

[00:37:18] Cual perdón que te vuelva a interrumpir, pero todas estas cosas que son bastante interesantes que has platicado. Cuál fue la que te costó más trabajo? Adaptarte. Me dijeron que todo esto era nuevo para ti y tu familia. Cuenta de

 

[00:37:31] Que es

 

[00:37:33] Una experiencia increíble e inolvidable también

 

[00:37:35] Y obviamente que es tanto para mi familia como para mí, pues realmente era desde comer. Era totalmente diferente a los alimentos de la máquina que venden aquí, no sabe como la de allá no usan. Por ejemplo, no es que usen palillos, Malasia es diferente, no es China. A veces confunden Malasia con China. El sudeste asiático es otro, otra gente de otra zona. Ellos en lugar de usar cuchillo y tenedor, se usan cuchara y tenedor. Entonces de ahí a como partir la carne usando cuchara y tenedor. Desde ahí empieza todo. Y los baños, digo, hay baños normales, pero también son los baños. Pues de pozo verdad? Este e inclusive en lugares bien, entonces este y luego la alimentación, la socialización. Tú no puedes. Por ejemplo, mi esposo, pues el que le da la mano para saludar a una mujer pues lo va a dejar con la mano estirada de lado. No se puede, no se puede tocar la realidad de la pregunta que me haces este. Nosotros lo disfrutamos enormemente. Yo creo que hay gente que no se adapta tan fácil o no tiene tanta flexibilidad. Nosotros adoramos la diversidad este. Yo siento que por esa experiencia tanto mis hijos como mi esposo como yo, este el, el ver que hay y a tan joven edad estar expuesto a diferentes formas de pensar. La tolerancia

 

[00:39:10] Es una enseñanza de por vida que le pudiste ofrecer a tu familia

 

[00:39:14] Y tu visión cambia. Desde mi perspectiva es de los líderes, no nacen, se hacen y como se hacen es a través de la diversidad de experiencias, a través de la diversidad, en las formas de pensar y en la inclusión de esas, de esas eres mejor líder porque tienes mayor versatilidad e inclusive a eso que llaman la intuición del líder. Pues bien, de todo eso que lleva detrás de ti, entonces este lo que nosotros vimos es que en Malasia en particular este como fue colonia inglesa, aparte de hablar el malayo, se habla el inglés, que con eso somos muy afortunados y hay escuelas británicas que era donde pueden estudiar mis hijos, pero había muchísimas nacionalidades por si solo. Malasia son el son tres culturas, es la malaya que es como un 70 por ciento o como un 20 por ciento son los chinos malayos y el 10 por ciento más o menos son los indios, entonces. Una vez en el día a día ya parece sin los expatriados. Tú ya ves en una mesa de discusión, en una mesa de negociación, tú puedes ver a un malayo, a un indio y a un chino. Este en esa diversidad la diversidad enriquece esto mucho la toma de decisiones, la innovación, la creatividad y apoya pues el trabajo en equipo. Si sabes manejar la inclusión y adicional, pues hay otras culturas porque hay muchos expatriados, principalmente de Australia, Inglaterra en Nueva Zelanda. Este son de los principales países que hay en otros. No sabía ni nos ubicaban porque no había mexicanos,

 

[00:41:04] No el único.

 

[00:41:05] Me imagino que a mí me decían que si era rusa lo creo por el acento, no sé.

 

[00:41:11] Oye, pues qué? Que qué increíble experiencia, no? Más allá de la parte profesional y más allá de todo lo que han de haber aprendido, yo creo que la experiencia humana que tuvieron tú y tu familia es envidiable. Imagino que, como tú decías, no es algo que busque. Los acompañará para toda su para toda su vida. No es algo. Y ahí estuviste hasta el 2019 entonces o hasta cuándo?

 

[00:41:35] Sí, sí, como el 2016, en el 2019

 

[00:41:37] Y todo esto. Eras la vicepresidenta global de

 

[00:41:39] Calidad hoy era este vicepresidenta de calidad manejando el sudeste asiático. También está

 

[00:41:47] Claro que según la normativa en India y

 

[00:41:50] Bueno, ahí, ahí lo que empezó a suceder también hay que ubicarnos en Supply Change, siempre está inherente en todo esto. Tenemos que ver que una de las principales tendencias en Supply Change por diferentes motivos en el pasado era acuérdate que estuvo muy fuerte, pues la guerra política de aranceles entre China y Estados Unidos. Entonces muchas empresas globales han estado buscando diversificar su manufactura a otros países fuera de China, pues para poder sopesar esas esas restricciones. Entonces, cuando yo estaba allá, pues me tocó la parte de apoyar desde la perspectiva de calidad que llevaba un fuerte control en la parte del desarrollo del proveedor a ser un proveedor fuerte a los estándares de Mattel, que a veces en los países de tercer mundo no necesariamente estándares

 

[00:42:47] Son estándares muy

 

[00:42:48] Muy hoy que hay que llevarlos de la mano. Entonces se decide, como muchas otras empresas a nivel global, empezar a diversificar en India y Vietnam. Entonces ahí pues me tocó también colaborar en esa parte y después con todo lo del COBIT, este sigue reafirmando más para la industria global, el estar más cerca de tu mercado y buscar la forma de localizar para evitar disrupciones en la cadena de suministro. Entonces, por eso también ahorita uno de los proyectos en los que estoy trabajando es le llamamos Mentoring Activities o localización de proveedores en México y Sudamérica. De manufactura de juguetes, verdad? Porque nuestro mercado principal está en Estados Unidos. Entonces estamos buscando pues estar más cerca de nuestro mercado principal y este y pues por eso precisamente regreso de Malasia a México este. Y ahí estuve un año trabajando en una asignación especial aquí en Monterrey, porque ya me cambié de sombrero, ya me fui ahora a Manufactura e Ingeniería de operaciones, otra vez Supply Chain y todo eso. Este porque lo que estamos buscando. Bueno, que seguimos trabajando en eso, pero ya va muy adelantado, es consolidar un negocio de manufactura en Monterrey en el cual se localice manufactura de China, Canadá y otras plantas de México, para que este mega site sea el que produce y envía todo a Estados Unidos. Entonces puede trabajar prácticamente para mí no existía la pandemia. Fue este cuatro porque era un reto de crecer la planta, pues de mil gentes a 4000 e transferencia de productos.

 

[00:44:41] Eso ya pasó. Eso es en lo que se trata en

 

[00:44:43] El 2020 2020.

 

[00:44:46] Ya todo eso está hecho así. Mega El Mega soy de manufactura y

 

[00:44:50] Está ahorita todavía funcionando. Faltaba una parte y ya está y falta nada más de integrar la parte de Canadá ya está funcionando y este y pues terminar esa asignación de transferir la parte de México de parte de integrarlo de México. Lo de lo de Asia es de asegurar el crecimiento, los indicadores y pues sí, fue un orgullo bastante grande porque ha hecho cuando se ra en diciembre este que es lo que más me. Las satisfacciones de que viene de la misma gente. Estás hablando de técnicos, líderes, supervisores, de que me pidieron que pusiera las huellas de mis manos en. Obviamente no es algo común que pase en manufactura porque pues la transformación que se había logrado en cuanto a las mejoras y el crecimiento y pues esta planta ya tenía, ya había sido anunciado en los medios de que iba a cerrar. Pero luego vino este, pues el cambio radical

 

[00:45:50] No sólo cerró, sino se convirtió en la planta más.

 

[00:45:52] Entonces la gente estaba muy agradecida por mantener su trabajo y no solamente por mantenerlo, sino que se creció y se dio más trabajo a más gente. Y pues ahorita regreso a Corporativo, aunque físicamente como estoy en trabajo remoto estoy en Monterrey, pero trabajo dese cuenta de que estoy en Los Ángeles, este en el área de calidad, pero ahorita estoy en varios proyectos muy interesantes en la transformación digital en Taiwán, pero en la parte de calidad estamos trabajando en la implementación de una le llamamos y Hommes que es Enterprise Quality Management System, que es para integrar todas las operaciones en una sola plataforma digital. Eso es un proyecto bastante ambicioso y obviamente transformacional. Y también pues como te comentaba otro de los proyectos, todo va encaminado si lo ligamos a lo que tú y yo andamos, que es Global Supply Chain, lo que vemos de las tendencias y de las estrategias uno es pues en general no nada más en Supply Chains es la transformación digital en general. La otra es la parte de la localización este, ya sea de materias primas o de producto terminado. Pues eso, estoy trabajando ahorita en México y en Sudamérica y en Haití estamos trabajando en eso. La parte de buscar la sustentabilidad en los proyectos que estoy trabajando, pues es ya manufacturar con bio resinas y 100 por ciento reciclables, pues la mayor parte de los componentes buscando el que la mayor parte de los componentes sean 100 por ciento reciclables. La sustentabilidad que es lo otro que viene, este ya sabes que ahora es ya de hecho no nos llamamos supply chencha, ahora hay que value, change y value.

 

[00:47:41] Bueno, ahora si a todo el mundo. Ahora si. Después de la pandemia ya todo el mundo valora un poco más lo que se hacía en la cadena de suministro,

 

[00:47:48] No ya desde cuenta jugadores claves y al corazón. Entonces tú sabes que ahora en la cadena de suministro tienes que hacer más. Qué quiere decir esto? Por ejemplo, si tú tienes un centro de distribución que pues antes nada más distribuía los productos, ahora hacen valor agregado. O sea, se convierten en un value change. Y ahí también hay networks con los que tienes que colaborar, porque no necesariamente tienes el nou de todo para hacer que las cosas sucedan. Porque qué pasa con el cliente? Todo para ayer.

 

[00:48:21] Se impaciencias han sido mucho mayores.

 

[00:48:24] Producto es el servicio, es la experiencia, es el entretenimiento. Nosotros ya no vendemos juguetes, simplemente vendemos películas, vendemos videogames, vendemos experiencias. En los retailers este tuvimos que hacer pues todo un proceso de transformación que muchas empresas lo están haciendo. Entonces también parte de lo que estoy trabajando es esos centros de distribución. Ahora son cuestiones de valor agregado, que también llevar un sistema de

 

[00:48:52] Nunca te vas a aburrir, me parece. Creo que tienes un trabajo y has tenido una carrera y una trayectoria admirable y ejemplar, sumamente destacada. Y me siento por un lado orgulloso de poder entrevistar a una mexicana este con tanto talento. La verdad creo que es algo importante el destacar que México y los mexicanos y los latinoamericanos y Hispanoamérica, todas las personas de Latinoamérica tienen un potencial enorme y tiene un rol muy importante en las cadenas de suministro y en muchas otras industrias en el mundo. Entonces, muchísimas gracias. Voy a cambiar rápido de tema porque lo podríamos platicar otras horas, tres o 4 horas y de hecho a lo mejor vale la pena hacer otra entrevista si tú estás dispuesta. Para mí ha sido un gran, gran honor y un gusto, como te decía. Pero si quiero dos cosas puntuales. Una, si tú te tuvieras que dar un consejo a ti misma 20 años en el pasado, cuál sería? Qué de toda esta trayectoria tan exitosa que has tenido? Qué consejo te darías a ti misma?

 

[00:50:05] Ahora, mira, yo el consejo que me daría a mí misma a lo mejor suena muy simple, pero te lo voy a platicar. Es que es. Es tener en la mente que no importa los retos, todo va a estar bien al final de cuentas. Con que me refiero con esto yo lo tomo como veo la la vida es que tenemos muchas metas, tanto en lo personal como en lo profesional, para mi están en la punta de las montañas y pues el hecho de de subir a esa montaña pues ya es un trabajo y un esfuerzo significativo para lograr alcanzar esa meta. Sin embargo, yo no lo veo como una línea recta al llegar a esa meta, yo lo veo como un zigzag que tiene caídas y subidas, caídas y subidas y cada una de esas caídas son situaciones que nos pasan, son retos que yo veo como mandatorio que tenemos que vivir, pero en ese momento no los entendemos, en ese momento nos sentimos que nos ahogamos, que nos asfixiamos. A veces inclusive tenemos que irnos a rastras para poder superar esos retos, llámese una pérdida de un ser querido, una enfermedad, un trabajo. Digo, no hablamos nada de la parte personal, pero obviamente yo tuve fuertes retos en que yo me sentía que nunca iba a salir y el que te preguntas para qué? Y al paso de los años lo descubres. El para qué no es inmediato.

 

[00:51:31] Este tuve la pérdida de un bebé, tuve cáncer, sobrevivió un incendio. Entonces hay momentos bien difíciles que te tumban, que te tumban, que sientes que ya no puedes más. Pero viéndolo yo en retrospectiva, de cada uno de esos momentos y de esos retos, hay un aprendizaje y es un superpoder que tienes que adquirir, porque si no tienes ese su superpoder en la siguiente etapa no lo vas a lograr. Necesitas el ir construyendo esa resiliencia o esas experiencias que tuviste que vivir con cada reto para que puedas superar de mejor manera en los siguientes retos. Y así hasta que tú llegas a tu meta. Pero siempre debes de tener la tranquilidad que cuesta creerlo. Este yo ya nada más por la edad y por las experiencias, te lo puedo decir, que a veces me tomó hasta cinco, ocho años el entender porque paso a pero era para que sucediera ve en cinco años después y para que yo realmente estuviera lista, porque si eso me hubiera pasado hace cinco años, yo no hubiera estado lista. Entonces este es el universo, es sabio este. Tenemos que tener esa confianza, este, pues los retos ahí van a estar, es parte de la vida, hay que afrontarlos y hay que salir adelante. Y muchas veces ahí lo voy a ligar con algo que hemos estado platicando a lo largo de la charla, el día

 

[00:52:57] Antes, antes que lo lleguemos, porque de hecho esa era mi segunda pregunta me ganaste? Y la pregunta pero las quiero. Pues quiero agradecerte por por la apertura que has tenido conmigo el día de hoy y por la fuerza y tu carácter y o sea, se nota que se nota que has sido muy exitosa, se nota que te ha costado trabajo, no ha sido fácil y nuevamente te interrumpimos para decirte que gracias. Creo que esta ha sido una muy buena entrevista. Estoy seguro que muchas personas nos están escuchando y no solo les vas a dar información adicional sobre las cadenas de suministro, sino un poco una inspiración para la vida diaria de cada uno de nosotros y el ejemplo a seguir para muchas mujeres y muchas niñas. No, gracias. Y ahora si la segunda parte es sencilla, tú dinos porque es lo que más me gusta a mí también la deseo de dar a los otros y la forma que has ayudado.

 

[00:53:55] Tu involucramiento en lo que iba a complementar de lo de los retos y de las montañas era más que nada que pues a veces en esos zigzags que vas en tu camino hacia tu meta, este cuando dices uno bueno que son mandatorio, son aprendizajes y me van a ayudar. Pero a la vez hay una parte que hemos hablado a lo largo de toda la conversación, que es vencer el miedo, salir de tu zona de confort y que a veces tienes que vencer esos miedos en esas, en esos baches, porque si no, a lo mejor te quedas estancada y nunca vas a subir, ni siquiera vas a vivir la experiencia de lo que tuviste que vivir y aprender para poder superar siguientes retos que viven en tu vida y para llegar a tu meta. Entonces necesitamos no quedarnos congelados y este y tener el coraje que yo sé que es más fácil decirlo que hacerlo, pero aún y con el miedo y temblando tus rodillas, hay que dar el paso, hay que dar el paso adelante este. Pero bueno, creo que ahora sí que

 

[00:54:57] La tengo y de hecho estoy viendo un poco y quiero obviamente ser muy respetuoso con tu tiempo también este te iba a ofrecer mejor. Que tal si nos dices un poco de este otro tema que es tu pasión por dar a los demás, por ayudar a los demás y toda la ayuda que tuviste al Hospital Lenín cuando esté en Malasia. Todo eso se me hace sumamente interesante, me gustaría, si te parece bien, obviamente, y no te quiero comprometer tampoco en vivo, como que ya podemos editarlo siempre, pero te parecería agendar otra tiempo sólo para hablar de eso? Pero ahorita tampoco un poco, un poco es un poco tu tu parte esta que integra de quien eres como persona. Y yo creo que refleja también un poco la cultura y valores de Mattel de ayudar a los demás, porque eso a mí me parece muy muy impresionante también y algo que vale la pena mencionar

 

[00:55:51] Y será un placer regresar contigo.

 

[00:55:54] Hagamos eso porque sé que se está. Démosle un poco de tiempo, dinos qué es lo que has hecho para ayudar a los demás con las organizaciones que tanto te apasionan y también lo que ha hecho Mattel para ayudar a la gente en general. Y hablemos. Aprendemos otra llamada para contar sólo de ese tema.

 

[00:56:11] Claro que sí. Y ese tema va a ir ligado con algo que mencionamos aquí al inicio. Recuerdan que en un inicio dije a mi padre es que yo quiero estudiar algo en el que yo ayude a la gente. Entonces de ahí nace el que también he aprendido que lo que sea que llames propósito de tu vida, tarde que temprano te encuentra y tarde que temprano se cristalizan. Pero hay que estar atento a las señales que te manda el universo. A lo mejor en mi caso fue sobrevivir a un incendio en el que decidí dejar de ser indiferente este y ayudar más en especial a mujeres, jovencitas y niños, que son las causas que percibo ahorita y que vamos a platicar un poquito más a detalle de las cosas tan interesantes que están haciendo. Y también pues cómo pueden a lo mejor ustedes iniciar sus propios proyectos de cambio y de transformación y de trascender. Creo que es la mejor forma que tenemos nosotros los seres humanos de realmente trascender y realizar un propósito en esta vida.

 

[00:57:15] Pues muchísimas gracias. Nuevamente vamos a agendar esta llamada que muchos, muchos van a querer escuchar para todos los que nos están escuchando nueva. Nuevamente mi nombre es Enrique Álvarez, esto ha sido un episodio más de Supply Chain Now en español y un gran gusto platicar con Gladys Araujo y como ya se comprometió en vivo será mínimo. Tendremos otro episodio más detallado a que nos platique un poco más su experiencia después del incendio y cómo su vida profesional y personal, me imagino, se fue transformando para ayudar a muchas otras personas. Gladys Nuevamente muchísimas gracias, un honor y un placer. Cuentas con todo mi apoyo y gracias por el gran ejemplo que nos has dado.

 

[00:58:01] Gracias a ti.

Episode Summary

In this episode of Supply Chain Now in Spanish, host Enrique Alvarez welcomes Gladis Araujo, the VP of Global Quality for Mattel, to the show.  Listen to this leadership dynamo, as she discusses her life-long love of learning, her engineering and quality background, and her extraordinary career. Learn from Gladis as she shares her message of being brave, breaking gender stereotypes and the importance of allyship and mentorship. Listen up!

Episode Transcript

[00:00:37] Good morning and welcome to another episode of Supply Chain Now. My name is Enrique Alvarez and I have the pleasure and pleasure of interviewing a woman who has made a very good career, not only at Mattel, but with many other organizations and I have the pleasure of talking with her. Mattel’s Vice President of Global Quality, Gladys Araujo. How are you? Good morning.

 

[00:01:01] Well, I am very happy to be here with you on your Play Change Now in Spanish. Thank you very much for the invitation, Enrique, my pleasure.

 

[00:01:10] The pleasure is all ours and well, based on what we were talking about before we started recording this show, I think we have a lot to talk about and it is a pleasure to have you here with us for all the people who are listening to us in Latin America and all over the world. If you like this kind of interviews and you like and are motivated by this kind of talks, be sure to subscribe. And well Gladys, let’s start a little bit with you. Tell us a little bit about your life. Where were you born? Where are you from?

 

[00:01:40] Of course it is. Look, I’m a regia, as they say here in Monterrey. I was born in Monterrey, Mexico, I was born here, I grew up here, I am the oldest of four siblings, I have one brother and three and two and two sisters. Tradition a traditional Mexican family is my dad, because he works full time, my mom dedicated to the home. My dad is a civil engineer and worked for more than 30 years in one of the industries here in vitro, but he always had thousands of jobs and was tireless to be able to support the family. As his career is a civil engineer and passionate about construction, he always had jobs outside of building schools, squares, bridges, buildings, houses, a little bit of everything as he says, and his lifelong dream and his purpose, because he did not say it to us, was to ensure that his four children would have a professional career and he was looking for and longed for it to be in a good institution. So all his work, all his savings, all his focus went into that. And something he mentioned a lot, that is, the best inheritance we can leave them is education. And from there, you also make your way. Another of the things that I learned, which is the seal that I carry to this day from my parents, especially from my dad, is to learn continuously in those times. Well, the truth is that it is not like today when there was internet, there was a bookstore on every corner, it is difficult to get books in English, etcetera, and the way it was done in those days was, I don’t know if you remember Enrique, or if it was your turn, they sold you from house to house and encyclopedias.

 

[00:03:35] I consulted the Salvat Encyclopedia and the Encyclopedia Britannica.

 

[00:03:39] And I want everything in very large collections of more than one hundred, two hundred books and I don’t know, everything.

 

[00:03:47] A heritage. It wasn’t whether it was really a strong buy, because they weren’t cheap, because

 

[00:03:53] This was a very, very heavy investment. But they believed very strongly in education, that the typical weekly payments or monthly payments and I don’t know, but it was a big investment and it was Christmas for me the day I got to my living room and saw the monster of boxes full of books and I can tell you that I practically read them all, from my childhood to my adolescence and what I learned is to love books. I learned that through books you live many lives and gain many experiences and from there I consider myself as they say in English On life long learning of continuous learning and so to this day.

 

[00:04:41] It is not very interesting. And yes as you say they were definitely the technology was not so advanced to put it in some kind way, but no, how interesting. And well, it is clear that you had a very important example of life and work, both from your father and your mother. Maybe you remember something like a good Mexican family, something that your mom constantly told you or something, some memory like that that helped you and pushed you to get to where you are now.

 

[00:05:11] Well, look at this one. What I saw a lot of at home was work. My father, as I was telling you, worked during the day, worked in the afternoon, worked at night. So I guess as they say actions speak louder than a thousand words. So the example I was seeing is that even after long hours of work. She would read until 2 3 in the morning and on weekends, always doing activities or crafts with her children. So this is something that, as they say, are things that you live day by day at home and that leave a mark on you, right? So, what I always said is the importance of education, so that’s what I think really remains in my DNA from those times and what I think is the most important thing in my DNA.

 

[00:06:01] Of having touched a very interesting era. You didn’t say he worked for Vitro and at that time I imagine it was still a monopoly. I worked for Vitro, it was my first job.

 

[00:06:10] Hey, who wouldn’t

 

[00:06:12] You said that in some of its

 

[00:06:14] Meetings with the mayor

 

[00:06:16] I was in the middle of it, but I think he had played in Monterrey. In general, all industries were really booming, growing rapidly, taking their place in the world,

 

[00:06:31] It was an industrial epic, that is, Cemex, bitro, brewery, etcetera. All great entrepreneurs.

 

[00:06:41] Well, tell us a little bit about your professional career. You told me a little about yourself, about your childhood, how you moved towards logistics, towards quality, towards what you do now.

 

[00:06:53] Look, I studied Chemical Engineering and I graduated from the Tec with all my father’s illusions and I was very happy. I was passionate about mathematics, chemistry, engineering and I graduated and I said no, I want to work in a chemical plant and since I studied chemical and systems engineering, which is the Haitian part, at that time I was not a man, it was revolutionary. So I wanted to work on the process control part, in a way it was to combine the page, I mean the, the, the, the technological issue with the chemical engineering issue. Hey, I don’t start looking for a job and with something very specific, not this one. Most of all, they didn’t want to hire me because I was a woman.

 

[00:07:37] Really? Well, that’s very interesting, but before we get to this part, which is a little step forward, why not a little step back? Why chemical and systems engineering? So because

 

[00:07:52] This is a very good question. It’s a good question and one that will lead us to a very important leg further down the line. Actually, like some of your listeners, I was in high school, I didn’t know what to study, the only thing I knew and the only thing I told my father was that I don’t know what I want to study, but the only thing I know is that I want to study something in which I can help people, I want to help people, etc. So I said to myself, well, if you want to work in this, you have to do something like social service. And he said Well, that kind of careers are here in Mexico, in Monterrey I had not had oil in Mexico City, I was not willing in my mind, I could not change my residence, go to live alone, go to work. And I said well no, so I really said well, what other skills do I have that I would like to explore and reviewing the available careers because that’s how it was before or already.

 

[00:08:50] No

 

[00:08:50] It’s what you dream of and it’s what you get. Yes, and this was because I really liked mathematics, I was doing well, I liked chemistry and I liked and had the concern for the systems part that was the new thing that came from O when I was in high school was when the first Macs came out. We must place ourselves in time. I know that I look 25, but well, I decided to study Chemical Systems Engineering and I told myself that in any career one can really help others. So I said well, let’s explore that career. And that’s how I decided to enter the career of Chemical and Systems Engineer and then I was passionate about it in my mind.

 

[00:09:37] He said he did not have, but he did not yet have the knowledge. Did you fall in love with the career and the profession as you went along?

 

[00:09:44] Yeah, no, I didn’t like math and chemistry and systems and then I fell in love. But I think that if they told me, hey Gladys, you’re kind of crazy because it’s really very difficult. The race starts with x number of people, very few finish, there are no women, you are not going to get a job. I mean, I didn’t think that

 

[00:10:04] Just breaking through

 

[00:10:07] He did not turn a deaf ear, that is, he did not believe. And then when I graduated, that’s when we got back to the point, right? Then I started, I saw how my classmates, I mean some of them, even I mean I was one of the most outstanding there in the career and I saw how everyone was finding a job and I didn’t and then I got the courage and I asked myself, hey, why is it that I was missing, right? Because they will be jobs for recent graduates. He says no! What happens is that I look in chemical plants and in the part of process control. He said No, because there are no security uniforms, no shoes, no bathrooms, no this, no that. And I stayed for the first time in my life I was hit with a bucket of cold water. Then I began to understand why I couldn’t find a job.

 

[00:10:56] And the difference is so great that today, unfortunately, there are still many in all countries and we must try to resolve it,

 

[00:11:05] Of course, and then they have been changing and it has been changing a lot. So that’s when this advertisement came out to work at Mattel, in the Monterrey plant as a quality testing lab supervisor. Then I remember back then, the man who is now my husband, who was my boyfriend, told me look Gladys, this is a very good opportunity, they are looking for chemical engineers and that is something that happens a lot to us women, we want to meet 100 percent of the requirements to dare to even raise our hands to a project or to a new position, I said no, I do not meet more than 50 percent, I am not going to apply. And then he insisted again for a week or weeks. Hey, he keeps coming out, he insisted again and I said no, well no, and then they took two or three little things away from him. I was saying Well, you have already fulfilled 70 percent, I was saying okay, I’m just going to go to please you, but not because I’m fulfilling my 70 percent, I’m just going to go to please you, but not because I’m fulfilling my 70 percent.

 

[00:12:07] Repeat more and look no further.

 

[00:12:10] Not now, but that is a very good lesson, which I talk about a lot with the girls in the inning, and we are just now talking a little bit about this project to support women executives. So imagine the opportunity that would have been lost when I now have a whole trajectory, an opportunity to work in different parts of the world in different roles, for the simple, simple, simple reason that I don’t meet all the points. So something that I started to learn at a very early age, but that was reinforced, like every two or three years, is that you learn along the way, that you have to get out of your comfort zone to learn and grow and that you have to overcome your fears in order to do so. Because everything you seek and everything you long for will always be there.

 

[00:13:00] And more so because you were probably like many people applying and competing with men who don’t even have 10 percent and say they have 100 percent.

 

[00:13:09] I admire them and I admire them,

 

[00:13:14] But I don’t think it’s normal. I mean, I don’t think it’s necessarily about sex. It’s a little bit of society and culture and what you said that has led us to believe that certain jobs are for men and others are for women and it’s totally wrong. I’m so glad you broke, you broke a stereotype in the race and then you broke a stereotype at work.

 

[00:13:37] And then what happened was that after I was progressing well in the interview, which today is the part I told you, that I learned it at an early age, but it has been reinforced through the years when I said, hey, but Gladys, I have never managed people and I am a recent graduate, I am going to have 35 technicians in my charge, I mean, it did not fit in my head. And then the reason they wanted to hire me was to start up and build the first chemical lab in the entire Mattel system. And I said but me. I mean, how then the lack of confidence, the fact that one can learn along the way, to overcome that fear and obviously it was something that I longed for and that I wanted, so even with the fear I said yes, I’m going ahead and thank God the truth is that it went very, very well. Obviously we opened the chemical laboratory, there were other vicissitudes of terms there.

 

[00:14:37] Gender,

 

[00:14:38] They told me where is the how? Who’s to say where your dad is to negotiate, right? Because I was 21 years old at the time, but well, data and facts change the conversation in five minutes and make you focus on what you need to focus on and this one. And then I started to grow, to have more areas of responsibility within the quality area. That’s why I studied the Master’s Degree in Quality and Manufacturing, because I wanted to be competent enough for the other time.

 

[00:15:07] It happened that they ended up obviously hiring for that position.

 

[00:15:12] As I entered one year to two years, I was already having other areas under my responsibility and each year I was having more areas until I had everything that is the quality area. And then there’s the part about at that time it was new ISO 9000. In fact, there were no cash register companies here in Mexico.

 

[00:15:30] It was not the first company to open the laboratory of.

 

[00:15:35] Monterrey, globally, globally, globally, globally, globally. And then who was going to say hey, that

 

[00:15:41] Pride in being Mexican and in Mexico. Because that is the other side of the coin that one always expects to be opened in France, or in the United States or in Germany. The first was in Mexico,

 

[00:15:52] The things we have done proudly Mexican and in fact I was the first expatriate in Malaysia of the whole Mattel system, Nigeria and there it is. They didn’t even know the procedures, but well, we have known the gap in many things and they told me that now we want you to be responsible for the implementation of the ISO 9000 quality system in the whole plant and again. Hey, I don’t know anything about these. I didn’t, nobody knew who I was. Don’t worry, we know you can learn, you learn fast and you will succeed if you hide fears and we all go for

 

[00:16:31] That you also had very good bosses and mentors. I imagine that because on the one hand you are being brave and breaking stereotypes and paradigms and daring. And on the other side there has to be the counterpart that gives you the opportunity. And that already shows that Mattel has a very strong culture.

 

[00:16:46] Yes, I totally agree, very, very blessed, because although there were not many women in leadership positions, I always had men who were role models and who believed and supported me to continue growing within the organization and so I climbed up the ladder. Then came another opening, a plant opening, and four of the then managers were selected to be promoted to management, to open the plant. And General Narayen told me in Monterrey, in Monterrey, the general manager of the existing plant was going to be the general manager of the new plant or an American. So he said to me, “Hey Gladys, I want you to join the team, but I thought that in quality because I came from quality, I already had my master’s degree in quality. I also studied for a Master’s degree in Organizational Development because I realized

 

[00:17:41] That I had expected. You already skipped two, three parts there. At what time? What did you study?

 

[00:17:45] Two, and I had three children along the way.

 

[00:17:49] Well, like your dad, then you would fall asleep at 2 3 in the morning, all

 

[00:17:53] The days in 4 hours I slept with 4

 

[00:17:55] Hours are you fresh? Yes, that’s the secret.

 

[00:17:58] Now, now, I sleep more, I sleep more this one, but mostly the organizational development part, because I came from very technical areas. Then I realized with the ISO 9000 quality system, that you can have the best work system technically speaking, but if people do not accept it as a way of life and not as more work, but as better work, I began to understand the part of the people’s culture. I was passionate about all that and I think that was one of the success factors, right? Because mixing the human part with the technical part and technology is really a catalyst for the processes of transformation and growth in organizations. So that’s why I studied the Master in Organizational Development.

 

[00:18:48] And also for

 

[00:18:51] At ADM, at UNAM I studied it and at TEC I studied manufacturing and quality. Then Dan Dan Gilbert, who was the one who talked to me and said hey, we want you to be part of the team. I was super happy because I wanted to be at the opening of a new plant, because I saw it as a giant laboratory. To be able to put the best of the best into practice

 

[00:19:14] It is forgiveness. Let me interrupt you again that at this time Mattel is manufactured. What are Barbies?

 

[00:19:20] There are many, but not Barbies and Hot Wheels, which is part of the core business of manufacturing materials in Asia. That’s why I was there working

 

[00:19:28] What was the plant of

 

[00:19:30] That it was the plant. Mainly it’s Mattel’s accessories for Barbie, such as campers. The number one toy worldwide is proudly produced in Monterrey, which is the Barbie Dream House. These were made 100 percent in Monterrey for the whole world. So if

 

[00:19:49] Fun as a woman to work in a company that really your first product is good, you have the cars but you also have the Barbies. I believe that

 

[00:19:56] Yes. It is an environment

 

[00:19:57] Fun and a lot of fun for you.

 

[00:20:00] No, as soon as I set foot in the plant I said I belong here because I am surrounded by toys in the quality part. See the functionality, the durability, the safety risks and know that every piece of toy brings happiness to a home.

 

[00:20:18] Hey and your children who

 

[00:20:21] All the toys they had and played with the boxes.

 

[00:20:26] Like everything else, like all the children in the world,

 

[00:20:28] If they played with the toy boxes, then what about me? Gladys says to me, but we want you to be the director of Materials and then me in Choco, because I was saying

 

[00:20:41] The only thing you hadn’t studied was

 

[00:20:44] Production Planning, Master Planning in Development, Suppliers, Import Export, Warehouse Control of shipments,

 

[00:20:57] Eulogies totally another dimension. I am

 

[00:21:00] I stayed. I mean, I thought he was even wrong. And me, yes, I am of quality and you are offering me the position to materials management. And I told him, obviously I was very happy to be part of the team and to start. And of course I wanted to be there, but I tell you this Dan. I all my experience is in quality and this is a new area and it’s a startup plant this mess. You are aware that I don’t have the experience to do that. And Gladys told me something very important that I need you to be very clear about. I can go out to the market and get in the blink of an eye, well, maybe a hundred people who have the skills to do the job we are looking for. But for me the most important thing is two things is that they have leadership and they make things happen, or if you want to look at it as leadership that makes things happen and that’s not easy to achieve. Moreover, throughout your career you have shown that you are a person who learns and learns fast. Yes, then with what they told me, I got rid of everything and the fears. And besides, don’t worry, we’ll have a year to train you. So, with these issues, we go forward with all our fears and everything. So that’s where I started the part. That’s why I also studied at Thunderbird, in Arizona, the Master’s in International Business and interacted with

 

[00:22:40] With part of this capacity, etc. in the year.

 

[00:22:44] Yes, and then I started to open up to international negotiations, the logistics chain, commodity management. You know well because you’re in that industry, it’s huge, because everything you have to learn in the McEwen supply chain. But I was passionate about bringing the one engineering hat, the 2, the quality hat. Three, Organization and Development, as it was a successful bomb. Why? Because when you go to negotiate and look for opportunities with suppliers, I got to know more than 100 processes. It is then easier to identify opportunities to reduce costs, negotiate better and ensure quality and demand the quality you were looking for. So it’s all in out. This one helped me a lot,

 

[00:23:42] Very much

 

[00:23:43] To be a better negotiator, to ensure that innovations or cost reductions are not detrimental to quality and safety. And if we obtained this, then the cost benefits that the company needed and obviously put into practice everything that was in vogue at that time, that the direct line canvas, this BMI, this all of suppliers and start to bring suppliers that would come to relocate to Mexico.

 

[00:24:19] How interesting! It is very very complete your totally a school, a master’s degree in supply chains. How interesting! And they opened, they opened the plant successfully, I imagine us

 

[00:24:32] It went very well. And this plant and that it is also so as information

 

[00:24:36] There is at that time, because

 

[00:24:39] There was a lot of entrepreneurial talent from our principals. The main competitor is Hasbro and Lego are the main east. However, in the United States, we have been number one for thousands of years and Lego is doing very well right now, but worldwide for a long time as the number one player in the toy industry, especially in terms of quality, safety and product innovation and what we manufacture or the reason for this new plant, because it was a new plant in Mexico, was to bring us the U.S. operation. I was involved in many transfers, many openings, integration of new operations and new sharing or supplier localization activities. This at this time was the manufacture of Power Wheels. Power Wheels is one of our. Also iconic brands, electric detachable jeeps and is like the automotive industry in the toy industry. In fact, many of our protocols and we even share suppliers with the automotive industry. Within the toy industry there are also the protocols of the food industry, because we have for example Piqueras that have to be FDA, cosmetics, fabrics, clothing. So many people say ah, they are toys, but really the protocol of a toy is quite high because it is designed for the most vulnerable person, which is a child or a baby, who is not only going to use but also abuse the product. And that product, after being because we do drop programs, stretch programs, etc. has to continue to be safe even after abuse plus the additional protocols we have to put in place depending on the type of product. So the reason for opening that plant was for the automotive industry. In the toy industry, which is the ruins of the world, they are manufactured here in Monterrey and are exported.

 

[00:26:47] Narayen are still being manufactured to this day,

 

[00:26:49] They continue to this day. The reason we are also here is because our main market is the United States and Canada for Power Wheels. And because of the proximity and you’re talking about the size of the product, it’s practically a refrigerator. They are very, very large products. So you know, the cost of freight and transportation is impossible to bring it from Asia and then that’s where it came from. It’s good, there is a historical moment there, isn’t it? In the history of Mattel’s toy industry, well known by the media, in 2007 we had one of the strongest corners in the history of de de. It was found in one of the lead carts and this one. But it was in a monitoring of the Goodwill carts, in a monitoring that was done in our own labs and this one there. I was in the Supply Change area, at the opening of the plant. I was here in Mexico and this was happening in Asia and this we have manufacturing schemes, even with suppliers that manufacture the finished product and others with our own plants that manufacture the mate corvina. So this then is found. That was a voluntary record

 

[00:28:11] On the business side or was it on the

 

[00:28:13] What was in the year of the supplier supplier supplier supplier? What happened was that subcontracting was done that was not allowed.

 

[00:28:22] And that’s where the quality, the quality control moved a

 

[00:28:25] Little. Yes, so that’s where we start. This was made the voluntary record, we ourselves recognized the situation this was collected all of the

 

[00:28:38] A company, from everything you have told me, with a very, very strong culture, with very well-established values for

 

[00:28:46] Main unwavering integrity. And it was in those moments that we saw her in action, because many of the companies what you don’t see in a company is that you don’t

 

[00:28:55] They are hard to avoid

 

[00:28:56] They can’t preach them but not really exercise them because you can even lose business with such a situation. But all the time it was communicated to all Mattel employees what was going on, what was being done. In fact at that time, emphasizing unwavering integrity. It was the first time Mattel was as in a nominee and by Forbes not Fortune as one of the best companies to work for. Normally it is done in the last quarter the release, but in the summer, like in June, more or less this happens. It was also another historic moment when they said hey, they should be there, kill him. They did not question it and decided to do something that is not normally done, which is to reapply all the surveys. So, to see if we continue in this list of the top 100, then it says that this happened in the second quarter and about the third quarter and they were already doing the surveys and what do you think happened? Shall we or shall we not meet this one? Well, we not only stayed, we even improved the place. I don’t remember the numbers or anything.

 

[00:30:07] It is impressive what many other companies may have wanted to hide or would have wanted to turn around, that is, by being responsible, honest and good with an unwavering integrity policy. Did it help you in the end? I was told it was a tough few years, but at the end of the day your image and the trust your customers and Mattel’s suppliers had in you went up because of being honest. In other words, to assume responsibility. But this is what we learned from our parents when we were five years old. Basically, it’s no big deal, really.

 

[00:30:41] Neither is correct, but these are very difficult decisions only when financial issues are involved.

 

[00:30:47] And I totally agree.

 

[00:30:49] And suddenly, impressive. However, all employees felt very proud and it was reflected in that. In that issue and this one and I in a process of rebuilding the overall quality system. I was in materials, in the start-up, in the plant. Then I started to work globally with all Mattel plants, implementing this process of improvement and strengthening of the system in

 

[00:31:16] Another position or the

 

[00:31:18] Other. I moved, I moved from a local materials management position to a global senior global Quality Building management position. And then I worked on that for a couple of years and then I had the responsibility for quality. I stayed a little more in quality, in quality. In the Americas, I was responsible for the plants in Mexico and Canada, which had acquired mega blocks. This is LEGO’s competence, integration, putting it into ISO 9000 quality system, building laboratories. I worked in Brazil for a long time, I spent a lot of time between Mexico, Brazil and Canada, about two weeks in each place. In Brazil it was the development of suppliers of finished product for the quality side, the development of the market in that region, in that region and this and also at that time, as part of the rehabilitation process. I’m starting to cross the dates, but more or less there is more or less this one. I was also given the responsibility for the laboratories at the global level and the laboratories at the global level, because we are talking about two that belong to Mattel and 40 that are in the outsourced manufacturing scheme. So, in fifty-two testing laboratories, now without mechanical, electrical, chemical, opening of laboratories and the most important thing is the transformation in terms of implementing the ISO seventeen 025 quality system, which is stricter than the nine thousand for testing issues of test development and ensure standardization to 100 in any laboratory in the world and digital technology integration transformation in those times of with the implementation of a system that we call limp, which is Laboratory Integrity Management System to have full visibility of the operation at any time. Even the test equipment is interconnected.

 

[00:33:23] It was not yet from Monterrey.

 

[00:33:26] I imagine that well, here I was, if not, I was not in Monterrey, but it was a post, the truth. For example, in my case I have many years, nothing to do with the pandemic between remote work of global, virtual and multicultural jobs for centuries, right? So I was managing this from the Monterrey operation as a base in Monterrey and then the relocation comes later. Let’s say he brought.

 

[00:33:54] Tell us a little bit because that’s very interesting on how you ended up in Malaysia?

 

[00:33:59] Yes, then I was working with the laboratories and with America. So, in a way, the integration of the Canadian plant was achieved, the development of the Brazilian market was achieved, and the global RI Building and the integration of the laboratories were more stable. Then comes the opportunity to work for Mattel’s core business, which is Barbie Hot Wheels, which, as I mentioned, is manufactured in Indonesia, Malaysia, Thailand and China. So the eastern base had to be in Malaysia. So I with my family, my three children, my husband and I in 2015 to two thousand, almost twenty, this at the end of 2019 or so this we were living and working, studying in Malaysia, on an island called Penang, that’s where one of the plants is and well there was from the perspective of quality, but I’ve always been very close, well everything that is manufacturing.

 

[00:35:02] How interesting to be in a country

 

[00:35:05] Extremely

 

[00:35:06] Remote, very different, that is, it is not

 

[00:35:08] And so he continues as he wishes to continue. The same thing I was telling you, what I learned from a very young age has been reinforced in the sense that Gladys, you know. It’s a different country now, isn’t it? So, and it’s not only another country, it’s another literal world, because it’s another culture, it’s a Muslim culture. This and this is prayed five times a day. It is a very, very devout country. This, therefore, women wear their burqa. In fact, in the operational facilities we have as they look like ballrooms, so gigantic, because they do scheduled shutdowns of about 15 minutes in which part of the protocol is I wash my feet and go to the room to do my prayers facing Mecca. This is separated into men and women. So you have to have a very large room for men, a very large room for women. In other words, you have to adapt the manufacturing processes to the customs and respect them. They practice Ramadan. Meals are also different. Es es es. It has a whole protocol of prayer and how the animal is killed so that it does not suffer. So the food is different. They too this as they do not eat this pork. They also have the process of Ramadan which lasts 40 days where you fast during the day you don’t eat, don’t drink water and nothing else. At night you can eat food. These mosques are like the Starbucks in New York on every corner are beautiful because they pray before dawn, like at noon, at dusk and then at dusk at one or two, that is, before dawn, then at about twelve o’clock, then in the afternoon and then at night. They are something like this. It’s five times a day, five times a day.

 

[00:37:18] I’m sorry to interrupt you again, but all these things that you have talked about are very interesting. Which one was the most difficult for you? Adapt. I was told that this was all new to you and your family. Account

 

[00:37:31] What is

 

[00:37:33] An incredible and unforgettable experience as well

 

[00:37:35] And obviously it’s as much for my family as it is for me, because it really was from eating. It was totally different from the machine food they sell here, it doesn’t taste like the one over there they don’t use. For example, it’s not that they use chopsticks, Malaysia is different, it’s not China. Sometimes they confuse Malaysia with China. Southeast Asia is another, another people from another area. Instead of using knife and fork, they use spoon and fork. Then from there to how to split the meat using spoon and fork. This is where it all starts. And the bathrooms, I mean, there are regular bathrooms, but they are also the bathrooms. Well, right? This and even in places well, then this and then feeding, socialization. You can’t. For example, my husband, whoever shakes hands with a woman to greet her will leave him with his hand stretched out to the side. You can’t, you can’t touch the reality of the question you ask me this one. We enjoyed it immensely. I think some people don’t adapt as easily or don’t have as much flexibility. We love diversity this. I feel that because of that experience both my children and my husband and I, this the, to see that there is and at such a young age to be exposed to different ways of thinking. Tolerance

 

[00:39:10] It is a lifelong learning that you were able to offer to your family.

 

[00:39:14] And your vision changes. From my perspective, leaders are not born, they are made and how they are made is through the diversity of experiences, through diversity, in the ways of thinking and in the inclusion of those, of those you are a better leader because you have greater versatility and even that which they call the leader’s intuition. Well, from all of that behind you, then what we saw is that in Malaysia in particular, as it was a British colony, apart from speaking Malay, they speak English, which we are very fortunate with and there are British schools which is where my children can study, but there were a lot of nationalities by themselves. Malaysia are the are three cultures, it’s the Malay which is like 70 percent or like 20 percent are the Malay Chinese and 10 percent or so are the Indians, so. Once on a day-to-day basis it already seems without the expatriates. You see at a discussion table, at a negotiation table, you can see a Malaysian, an Indian and a Chinese. It is in this diversity that diversity greatly enriches decision-making, innovation, creativity and thus supports teamwork. If you know how to handle inclusion and additional, because there are other cultures because there are many expatriates, mainly from Australia, England in New Zealand. These are some of the main countries in other countries. I didn’t know where we were and they didn’t know where we were because there were no Mexicans,

 

[00:41:04] Not the only one.

 

[00:41:05] I guess they told me that if she was Russian I believe it because of the accent, I don’t know.

 

[00:41:11] Hey, so what? What an incredible experience, isn’t it? Beyond the professional part and beyond all that you must have learned, I believe that the human experience that you and your family had is enviable. I imagine that, as you said, it’s not something I’m looking for. It will accompany them for their entire life. It is not something. And there you were until 2019 then or until when?

 

[00:41:35] Yes, yes, like 2016, in 2019.

 

[00:41:37] And all this. You were the global vice president of

 

[00:41:39] Quality today was this vice president of quality managing Southeast Asia. It is also

 

[00:41:47] Of course, according to the regulations in India and

 

[00:41:50] Well, there, there, what started to happen also has to be placed in Supply Change, it is always inherent in all this. We have to see that one of the main trends in Supply Change for different reasons in the past was remember that it was very strong, because the political war of tariffs between China and the United States. So many global companies have been looking to diversify their manufacturing to other countries outside of China, to be able to overcome these restrictions. So, when I was there, I was in charge of supporting from the quality perspective that had a strong control in the supplier’s development to be a strong supplier to Mattel’s standards, which sometimes in third world countries are not necessarily the same standards.

 

[00:42:47] These standards are very

 

[00:42:48] Today we have to take them by the hand. It was then decided, like many other companies globally, to start diversifying into India and Vietnam. So that’s where I had to collaborate in that part, and then with all the COBIT, this continues to reaffirm more for the global industry, to be closer to your market and look for ways to localize to avoid disruptions in the supply chain. So, that is also why right now one of the projects I am working on is called Mentoring Activities or localization of suppliers in Mexico and South America. Toy manufacturing, right? Because our main market is in the United States. So we are looking to be closer to our main market and that is precisely why we are coming back from Malaysia to Mexico. And there I spent a year working in a special assignment here in Monterrey, because I changed hats, I went to Manufacturing and Operations Engineering, Supply Chain again and all that. This is what we are looking for. Well, we are still working on that, but it is already well underway, it is to consolidate a manufacturing business in Monterrey in which manufacturing from China, Canada and other plants in Mexico will be located, so that this mega site will be the one that produces and sends everything to the United States. So you can work practically for me there was no pandemic. It was this four because it was a challenge to grow the plant from a thousand people to 4000 and transfer products.

 

[00:44:41] That has already happened. That’s what it’s all about in

 

[00:44:43] 2020 2020.

 

[00:44:46] All that is already done this way. Mega The Mega is a manufacturing and

 

[00:44:50] It is still working right now. One part was missing and it is already in place and the only thing missing is to integrate the Canadian part and it is already working and this and then finish this assignment of transferring the Mexican part from the Mexican part of integrating it. The Asia thing is to ensure the growth, the indicators and well yes, it was a big pride because it was done when it was ratified in December, which is what I am most proud of. The satisfactions that come from the same people. You’re talking about technicians, leaders, supervisors, that I was asked to put my handprints on. Obviously this is not a common occurrence in manufacturing because the transformation that had been achieved in terms of improvements and growth, and this plant had already been announced in the media that it was going to close. But then came this one, because the radical change

 

[00:45:50] Not only did it close, but it became the most plant.

 

[00:45:52] So people were very grateful to keep their jobs and not only to keep their jobs, but to grow and give more jobs to more people. And so now I am back to Corporate, although physically as I am in remote work I am in Monterrey, but I work because I am in Los Angeles, this in the quality area, but now I am in several very interesting projects in the digital transformation in Taiwan, but in the quality part we are working on the implementation of an Enterprise Quality Management System, which is to integrate all the operations in a single digital platform. That is quite an ambitious and obviously transformational project. And also, as I was telling you about another of the projects, everything is on track if we link it to what you and I are doing, which is Global Supply Chain, what we see in terms of trends and strategies is not only in Supply Chains, but also in digital transformation in general. The other is the eastern localization part, either of raw materials or finished product. Well, I am working now in Mexico and South America and in Haiti we are working on that. The part of looking for sustainability in the projects I am working on is to manufacture with bio resins and 100 percent recyclable, since most of the components are 100 percent recyclable. Sustainability is the other thing that is coming, you know that now it is no longer in fact we are no longer called supply chencha, now there is value, change and value.

 

[00:47:41] Well, now it is to everyone. Now we do. After the pandemic, everyone now appreciates a little more what was being done in the supply chain,

 

[00:47:48] No longer from counting key players and to the heart. So you know that now in the supply chain you have to do more. What does this mean? For example, if you have a distribution center that used to only distribute products, now they make added value. In other words, they become a value change. And there are also networks that you have to collaborate with, because you don’t necessarily have the nou of everything to make things happen. Because what about the customer? All for yesterday.

 

[00:48:21] Their impatience has been much greater.

 

[00:48:24] Product is the service, it is the experience, it is the entertainment. We no longer sell toys, we simply sell movies, we sell videogames, we sell experiences. In the retailers we had to make a whole transformation process that many companies are doing. So also part of what I am working on is those distribution centers. Now they are value-added issues, which also carry a system of

 

[00:48:52] You’ll never get bored, it seems to me. I think you have a job and you have had an admirable and exemplary career and trajectory, extremely outstanding. And I feel proud to be able to interview such a talented Mexican. I really think it is important to point out that Mexico and Mexicans and Latin Americans and Latin America, all the people of Latin America have enormous potential and play a very important role in supply chains and in many other industries around the world. Then, thank you very much. I’m going to change the subject quickly because we could talk about it for another hour, three or four hours, and in fact it might be worth doing another interview if you are willing. For me it has been a great, great honor and a pleasure, as I was saying. But I do want two specific things. One, if you had to give yourself one piece of advice 20 years in the past, what would it be? What about all this successful trajectory you have had? What advice would you give yourself?

 

[00:50:05] Now, look, the advice I would give myself may sound very simple, but I’m going to tell you. It is that it is. It is to keep in mind that no matter the challenges, everything will be okay at the end of the day. What I mean by this, as I see life, is that we have many goals, both personally and professionally, for me they are at the top of the mountains and the fact of climbing that mountain is already a significant work and effort to achieve that goal. However, I do not see it as a straight line to reach that goal, I see it as a zigzag that has ups and downs, ups and downs and each of those downs are situations that happen to us, they are challenges that I see as mandatory that we have to live, but at that moment we do not understand them, at that moment we feel that we are drowning, that we are suffocating. Sometimes we even have to crawl in order to overcome those challenges, be it a loss of a loved one, an illness, a job. I mean, we didn’t talk about the personal part, but obviously I had strong challenges where I felt like I was never going to get out and you wonder what for? And as the years go by, you find out. The why is not immediate.

 

[00:51:31] This one I had the loss of a baby, had cancer, survived a fire. Then there are very difficult moments that knock you down, that knock you down, that you feel you can’t take it anymore. But looking back on it, from each one of those moments and those challenges, there is a learning and it is a superpower that you have to acquire, because if you don’t have that superpower in the next stage you are not going to make it. You need to build that resilience or those experiences that you had to live with each challenge so that you can overcome in a better way in the following challenges. And so on until you reach your goal. But you should always have the peace of mind that it is hard to believe. I can tell you that because of my age and experiences, sometimes it took me up to five, eight years to understand why it happened, but it was so that it would happen five years later and so that I would really be ready, because if that had happened five years ago, I would not have been ready. So this is the universe, this is wise. We have to have that confidence, because the challenges are going to be there, it is part of life, we have to face them and we have to move forward. And many times there I’m going to link it to something that we’ve been talking about throughout the talk, the day.

 

[00:52:57] Before, before we get to it, because that was actually my second question did you beat me? And the question but I want them. Well, I want to thank you for the openness you have had with me today and for the strength and your character and I mean, it is clear that you have been very successful, it is clear that it has been hard work, it has not been easy and again we interrupt you to say thank you. I think this has been a very good interview. I am sure that many people are listening to us and you are not only going to give them additional information about supply chains, but a little bit of inspiration for the daily life of each one of us and the example to follow for many women and many girls. No, thank you. And now if the second part is simple, you tell us why I also like the desire to give to others and the way you have helped.

 

[00:53:55] Your involvement in what was going to complement the challenges and the mountains was more than anything that sometimes in those zigzags that you go on your way to your goal, this when you say a good one that are mandatory, they are learning and they will help me. But at the same time there is a part that we have talked about throughout the conversation, which is overcoming fear, getting out of your comfort zone and that sometimes you have to overcome those fears in those, in those potholes, because if not, maybe you get stuck and you will never go up, you will never even live the experience of what you had to live and learn to overcome the following challenges that live in your life and to reach your goal. So we need to not stay frozen and this and have the courage that I know is easier said than done, but even with fear and your knees shaking, you have to take the step, you have to take the step forward this. But, well, I think that now

 

[00:54:57] I have it and I’m actually looking at it a little bit and I want to obviously be very respectful of your time also this one was going to offer you better. How about telling us a little bit about this other topic which is your passion for giving to others, for helping others and all the help you had to Lenin Hospital when it is in Malaysia. All of that is extremely interesting to me, I would like to, if it’s okay with you, obviously, and I don’t want to commit you live either, like we can always edit it already, but would you like to schedule another time just to talk about that? But right now not a little bit either, a little bit is a little bit your part that integrates who you are as a person. And I think it also reflects Mattel’s culture and values of helping others, because I think that’s very, very impressive and something worth mentioning.

 

[00:55:51] And it will be a pleasure to come back to you.

 

[00:55:54] Let’s do that because I know you are. Let’s give it some time, tell us what you have done to help others with the organizations you are so passionate about and also what Mattel has done to help people in general. And let’s talk. We learn another call to tell only about that subject.

 

[00:56:11] Of course it is. And that theme is going to be linked to something we mentioned here at the beginning. Remember that in the beginning I told my father that I wanted to study something in which I could help people. So from that I have also learned that whatever you call your life purpose, sooner or later it finds you and sooner or later it crystallizes. But you have to be attentive to the signals that the universe sends you. Maybe in my case it was surviving a fire in which I decided to stop being indifferent and help more, especially women, young girls and children, which are the causes that I perceive now and that we are going to talk a little more in detail about the interesting things they are doing. And also how you can perhaps initiate your own projects of change and transformation and transcend. I believe it is the best way for us human beings to truly transcend and realize a purpose in this life.

 

[00:57:15] Thank you very much. Again we are going to schedule this call that many, many will want to hear for all of you who are listening to us again. Again my name is Enrique Alvarez, this has been one more episode of Supply Chain Now in Spanish and a great pleasure to talk with Gladys Araujo and as she has already committed live it will be minimal. We will have another more detailed episode to tell us a little more about his experience after the fire and how his professional and personal life, I imagine, was transformed to help many other people. Gladys Again thank you very much, an honor and a pleasure. You have my full support and thank you for the great example you have set for us.

 

[00:58:01] Thanks to you.

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Gladis Araujo is a global business leader with over 25 years’ experience in the field of quality and supply chain in 4 continents. She currently works at Mattel Inc. as Global Quality Vice-president in USA responsible for the global quality digital transformation, licensing, nearshoring initiatives in LATAM and logistics. Her previous assignment was in Malaysia. She was responsible for the quality of Mattel core brands: Fashion Dolls (Barbie) and Die Cast Cars (Hot Wheels) manufactured in China, Indonesia, Thailand, and Malaysia. She was also responsible for 52 global testing laboratories in the chemical, mechanical, and electrical fields. These laboratories are in China, Indonesia, Thailand, Malaysia, Canada, United States, and Mexico. She also oversighted the development of new markets in India and Vietnam. She has a bachelor’s in Chemical and Systems Engineering (Tecnologico de Monterrey), a master’s in Quality and Manufacturing (Tecnologico de Monterrey), a master’s in Organizational Development (Universidad de Monterrey), a master’s in International Management (Thunderbird University) and currently she is working in her dissertation for the doctorate grade in Business Administration in the University of Phoenix. She is the founder and president of several non-profit organizations supporting her communities in Malaysia and Mexico. “Lean In Network, Monterrey” affiliated to Leanin.org a nonprofit organization from Sheryl Sandberg (Facebook COO) aimed to empower women/girls to reach their full potential through circles, workshops, networking and mentoring opportunities. Senyuman (smiles in Malay language) is a play therapy program aimed to support hospitalized children to cope with treatments and long stays in the hospital. Women Center for Change “WCC value shop”. The center focuses in support Malaysian women victim of violence and their children Tenganitas. Organization focused in support women traffic. Gladis Araujo has been acknowledged by the Global Chamber of Commerce in Malaysia as the “2018 and 2019 Top Women Inspiring Humanity Award” for her contributions to her communities. She is the first ever non-Asian woman receiving this recognition.

She was recently acknowledged by the Tecnologico of Monterrey as the 2021 Tec Woman in the category of Transformational Power for her trajectory and contributions to her communities. Gladis Araujo has a vast global business trajectory and works tirelessly for her communities. Her contributions are inspiring and putting Mexicans, women, and their alma maters names in high recognition. Connect with Gladis on LinkedIn.

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Enrique Alvarez

Host, Logistics with Purpose

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Joshua is a student from Institute of Technology and Higher Education of Monterrey Campus Guadalajara in Communication and Digital Media. His experience ranges from Plug and Play México, DearDoc, and Nissan México creating unique social media marketing campaigns and graphics design. Joshua helps to amplify the voice of supply chain here at Supply Chain Now by assisting in graphic design, content creation, asset logistics, and more.  In his free time he likes to read and write short stories as well as watch movies and television series.

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Vicki has a long history of rising to challenges and keeping things up and running. First, she supported her family’s multi-million dollar business as controller for 12 years, beginning at the age of 17. Then, she worked as an office manager and controller for a wholesale food broker. But her biggest feat? Serving as the chief executive officer of her household, while her entrepreneur husband travelled the world extensively. She fed, nurtured, chaperoned, and chauffeured three daughters all while running a newsletter publishing business and remaining active in her community as a Stephen’s Minister, Sunday school teacher, school volunteer, licensed realtor and POA Board president (a title she holds to this day). A force to be reckoned with in the office, you might think twice before you meet Vicki on the tennis court! When she’s not keeping the books balanced at Supply Chain Now or playing tennis matches, you can find Vicki spending time with her husband Greg, her 4 fur babies, gardening, cleaning (yes, she loves to clean!) and learning new things.

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As the founder and CEO of Supply Chain Now, you might say Scott is the voice of supply chain – but he’s too much of a team player to ever claim such a title. One thing’s for sure: he’s a tried and true supply chain expert. With over 15 years of experience in the end-to-end supply chain, Scott’s insights have appeared in major publications including The Wall Street Journal, USA Today, and CNN. He has also been named a top industry influencer by Thinkers360, ISCEA and more.

From 2009-2011, Scott was president of APICS Atlanta, and he continues to lead initiatives that support both the local business community and global industry. A United States Air Force Veteran, Scott has also regularly led efforts to give back to his fellow veteran community since his departure from active duty in 2002.

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Host, Logistics with Purpose

Allison Krache Giddens has been with Win-Tech, a veteran-owned small business and aerospace precision machine shop, for 15 years, recently buying the company from her mentor and Win-Tech’s Founder, Dennis Winslow. She and her business partner, John Hudson now serve as Co-Presidents, leading the 33-year old company through the pandemic.

She holds undergraduate degrees in psychology and criminal justice from the University of Georgia, a Masters in Conflict Management from Kennesaw State University, a Masters in Manufacturing from Georgia Institute of Technology, and a Certificate of Finance from the University of Georgia. She also holds certificates in Google Analytics, event planning, and Cybersecurity Risk Management from Harvard online. Allison founded the Georgia Chapter of Women in Manufacturing and currently serves as Treasurer. She serves on the Chattahoochee Technical College Foundation Board as its Secretary, the liveSAFE Resources Board of Directors as Resource Development Co-Chair, and on the Leadership Cobb Alumni Association Board as Membership Chair and is also a member of Cobb Executive Women. She is on the Board for the Cobb Chamber of Commerce’s Northwest Area Councils. Allison runs The Dave Krache Foundation, a non-profit that helps pay sports fees for local kids in need.

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Greg White

Principal, Supply Chain Now
Host of Supply Chain Now and TECHquila Sunrise

When rapid-growth technology companies, venture capital and private equity firms are looking for advisory, they call Greg – a founder, board director, advisor and catalyst of disruptive B2B technology and supply chain. An insightful visionary, Greg guides founders, investors and leadership teams in creating breakthroughs to gain market exposure and momentum – increasing overall company esteem and valuation.

Greg is a founder himself, creating Blue Ridge Solutions, a Gartner Magic Quadrant Leader in cloud-native supply chain applications, and bringing to market Curo, a field service management solution. He has also held leadership roles with Servigistics (PTC) and E3 Corporation (JDA/Blue Yonder). As a principal and host at Supply Chain Now, Greg helps guide the company’s strategic direction, hosts industry leader discussions, community livestreams, and all in addition to executive producing and hosting his original YouTube channel and podcast, TEChquila Sunrise.

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Chris Barnes

Principal, Supply Chain Now
Host of Supply Chain is Boring

Talk about world-class: Chris is one of the few professionals in the world to hold CPIM-F, CLTD-F and CSCP-F designations from ASCM/APICS. He’s also the APICS coach – and our resident Supply Chain Doctor. When he’s not hosting programs with Supply Chain Now, he’s sharing supply chain knowledge on the APICS Coach Youtube channel or serving as a professional education instructor for the Georgia Tech Supply Chain & Logistic Institute’s Supply Chain Management (SCM) program and University of Tennessee-Chattanooga Center for Professional Education courses.

Chris earned a BS in Industrial Engineering from Bradley University, an MBA with emphasis in Industrial Psychology from the University of West Florida, and is a Doctoral in Supply Chain Management candidate.

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Karin Bursa

Host of TEKTOK

If there’s one Supply Chain ‘Pro to Know,’ it’s Karin. She’s earned the title for three years and counting – culminating in her designation as the “2020 Supply Chain Pro to Know of the Year.” Karin is also an award-winning digital supply chain, business strategy and technology marketing executive. A sought-after speaker at industry conferences, you will find her quoted in a variety of supply chain publications – and active in forums like ASCM/APICS and CSCMP.

With more than 25 years of supply chain experience, Karin spearheaded strategy and marketing for Gartner Magic Quadrant Leader and IDC MarketScape Leader, Logility. Karin has the heart of a teacher and has helped nearly 1,000 customers transform their businesses and tell their success stories. Today, she is a sought-after advisor helping high-growth B2B technology companies with everything from defining their unique value propositions to introducing new products and capturing customer success. No matter their goals, she makes sure her clients have actionable marketing strategies that help grow global revenue, market share and profitability.

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Kevin L. Jackson

Host of Digital Transformers

Kevin L. Jackson is a globally recognized Thought Leader, Industry Influencer and Founder/Author of the award winning “Cloud Musings” blog.  He has also been recognized as a “Top 5G Influencer” (Onalytica 2019, Radar 2020), a “Top 50 Global Digital Transformation Thought Leader” (Thinkers 360 2019) and provides strategic consulting and integrated social media services to AT&T, Intel, Broadcom, Ericsson and other leading companies. Mr. Jackson’s commercial experience includes Vice President J.P. Morgan Chase, Worldwide Sales Executive for IBM and SAIC (Engility) Director Cloud Solutions. He has served on teams that have supported digital transformation projects for the North Atlantic Treaty Organization (NATO) and the US Intelligence Community.  Kevin’s formal education includes a MS Computer Engineering from Naval Postgraduate School; MA National Security & Strategic Studies from Naval War College; and a BS Aerospace Engineering from the United States Naval Academy. Internationally recognizable firms that have sponsored articles authored by him include CiscoMicrosoft, Citrix and IBM.  Books include “Click to Transform” (Leaders Press, 2020), “Architecting Cloud Computing Solutions” (Packt, 2018), and “Practical Cloud Security: A Cross Industry View” (Taylor & Francis, 2016). He also delivers online training through Tulane UniversityO’Reilly MediaLinkedIn Learning, and Pluralsight.  Mr. Jackson retired from the U.S. Navy in 1994, earning specialties in Space Systems EngineeringCarrier Onboard Delivery Logistics and carrier-based Airborne Early Warning and Control. While active, he also served with the National Reconnaissance Office, Operational Support Office, providing tactical support to Navy and Marine Corps forces worldwide.

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Enrique Alvarez

Host of Logistics with Purpose and Supply Chain Now en Español

Enrique serves as Managing Director at Vector Global Logistics and believes we all have a personal responsibility to change the world. He is hard working, relationship minded and pro-active. Enrique trusts that the key to logistics is having a good and responsible team that truly partners with the clients and does whatever is necessary to see them succeed. He is a proud sponsor of Vector’s unique results-based work environment and before venturing into logistics he worked for the Boston Consulting Group (BCG). During his time at BCG, he worked in different industries such as Telecommunications, Energy, Industrial Goods, Building Materials, and Private Banking. His main focus was always on the operations, sales, and supply chain processes, with case focus on, logistics, growth strategy, and cost reduction. Prior to joining BCG, Enrique worked for Grupo Vitro, a Mexican glass manufacturer, for five years holding different positions from sales and logistics manager to supply chain project leader in charge of five warehouses in Colombia.

He has an MBA from The Wharton School of Business and a BS, in Mechanical Engineer from the Technologico de Monterrey in Mexico. Enrique’s passions are soccer and the ocean, and he also enjoys traveling, getting to know new people, and spending time with his wife and two kids, Emma and Enrique.

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Kelly Barner

Host of Dial P for Procurement

Kelly is the Owner and Managing Director of Buyers Meeting Point and MyPurchasingCenter. She has been in procurement since 2003, starting as a practitioner and then as the Associate Director of Consulting at Emptoris. She has covered procurement news, events, publications, solutions, trends, and relevant economics at Buyers Meeting Point since 2009. Kelly is also the General Manager at Art of Procurement and Business Survey Chair for the ISM-New York Report on Business. Kelly has her MBA from Babson College as well as an MS in Library and Information Science from Simmons College and she has co-authored three books: ‘Supply Market Intelligence for Procurement Professionals’, ‘Procurement at a Crossroads’, and ‘Finance Unleashed’.

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Mary Kate Soliva

Host, Veteran Voices

Mary Kate Soliva is transitioning from active duty in the US Army. She is currently in the Doctor of Criminal Justice program at Saint Leo University. She is passionate about combating human trafficking and has spent the last decade conducting training for military personnel and the local community.

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Jeff Miller

Host

Jeff Miller is the host of Supply Chain Now’s Supply Chain is the Business.  Jeff is a digital business transformation and supply chain advisor with deep expertise in Industry 4.0, ERP, PLM, SCM, IoT, AR and related technologies. Through more than 25 years of industry and consulting experience, he has worked with many of the world’s leading product and service companies to achieve their strategic business and supply chain goals, creating durable business value for organizations at the forefront of technology and business practices. Jeff is the managing director for North America at Transition Technologies PSC, a global solution integrator, and the founder and managing principal of BTV Advisors, a firm that helps companies secure business transformation value from digital supply chain technologies and their breakthrough capabilities.

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Amanda Luton

Chief Marketing Officer

Amanda is a marketing veteran and entrepreneur with over 15 years of experience across a variety of industries and organizations including Von Maur, Anthropologie, AmericasMart Atlanta, and Children’s Healthcare of Atlanta. In 2016, Amanda founded and grew the Magnolia Marketing Group into a successful digital media firm, and now she develops modern marketing strategies, social campaigns, innovative operational processes, and implements creative content initiatives for Supply Chain Now. But that’s just the beginning of her supply chain impact. Amanda also served as the VP of Information Systems and Webmaster on the Board of Directors for APICS Savannah for several years, and is the face behind the scenes welcoming you to every Supply Chain Now livestream! She was also recently selected as one of the Top 100 Women in Supply Chain by Supply Chain Digest and IBM.  When she’s not leading the Supply Chain Now marketing team, you can find Amanda with her and her husband Scott’s three kids, in the kitchen cooking, or reading.

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Clay Phillips

Business Development Manager

Clay is passionate about two things: supply chain and the marketing that goes into it. Recently graduated with a degree in marketing at the University of Georgia, Clay got his start as a journalism major and inaugural member of the Owl’s football team at Kennesaw State University – but quickly saw tremendous opportunity in the Terry College of Business. He’s already putting his education to great use at Supply Chain Now, assisting with everything from sales and brand strategy to media production. Clay has contributed to initiatives such as our leap into video production, the guest blog series, and boosting social media presence, and after nearly two years in Supply Chain Now’s Marketing Department, Clay now heads up partnership and sales initiatives with the help of the rest of the Supply Chain Now sales team.

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Trisha Cordes

Administrative Assistant

Trisha is new to the supply chain industry – but not to podcasting. She’s an experienced podcast manager and virtual assistant who also happens to have 20 years of experience as an elementary school teacher. It’s safe to say, she’s passionate about helping people, and she lives out that passion every day with the Supply Chain Now team, contributing to scheduling and podcast production.

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Billy Taylor

Host of Dial P for Procurement

Billy Taylor is a Proven Business Excellence Practitioner and Leadership Guru with over 25 years leading operations for a Fortune 500 company, Goodyear. He is also the CEO of LinkedXL (Excellence), a Business Operating Systems Architecting Firm dedicated to implementing sustainable operating systems that drive sustainable results. Taylor’s achievements in the industry have made him a Next Generational Lean pacesetter with significant contributions.

An American business executive, Taylor has made a name for himself as an innovative and energetic industry professional with an indispensable passion for his craft of operational excellence. His journey started many years ago and has worked with renowned corporations such as The Goodyear Tire & Rubber Co. (GT) leading multi-site operations. With over 3 decades of service leading North America operations, he is experienced in a deeply rooted process driven approach in customer service, process integrity for sustainability.

A disciple of continuous improvement, Taylor’s love for people inspires commitment to helping others achieve their full potential. He is a dynamic speaker and hosts "The Winning Link," a popular podcast centered on business and leadership excellence with the #1 rated Supply Chain Now Network. As a leadership guru, Taylor has earned several invitations to universities, international conferences, global publications, and the U.S. Army to demonstrate how to achieve and sustain effective results through cultural acceptance and employee ownership. Leveraging the wisdom of his business acumen, strong influence as a speaker and podcaster Taylor is set to release "The Winning Link" book under McGraw Hill publishing in 2022. The book is a how-to manual to help readers understand the management of business interactions while teaching them how to Deine, Align, and Execute Winning in Business.

A servant leader, Taylor, was named by The National Diversity Council as one of the Top 100 Diversity Officers in the country in 2021. He features among Oklahoma's Most Admired CEOs and maintains key leadership roles with the Executive Advisory Board for The Shingo Institute "The Nobel Prize of Operations" and The Association of Manufacturing Excellence (AME); two world-leading organizations for operational excellence, business development, and cultural learning.  He is also an Independent Director for the M-D Building Products Board, a proud American manufacturer of quality products since 1920.

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Chantel King

Social Media Manager

My name is Chantel King and I am the Social Media Specialist at Supply Chain Now. My job is to make sure our audience is engaged and educated on the abundant amount of information the supply chain industry has to offer.

Social Media and Communications has been my niche ever since I graduated from college at The Academy of Art University in San Francisco. No, I am not a West Coast girl. I was born and raised in New Jersey, but my travel experience goes way beyond the garden state. My true passion is in creating editorial and graphic content that influences others to be great in whatever industry they are in. I’ve done this by working with lifestyle, financial, and editorial companies by providing resources to enhance their businesses.

Another passion of mine is trying new things. Whether it’s food, an activity, or a sport. I would like to say that I am an adventurous Taurus that never shies away from a new quest or challenge.

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Lori Sofian

Marketing Coordinator

Lori is currently completing a degree in marketing with an emphasis in digital marketing at the University of Georgia. When she’s not supporting the marketing efforts at Supply Chain Now, you can find her at music festivals – or working toward her dream goal of a fashion career. Lori is involved in many extracurricular activities and appreciates all the learning experiences UGA has brought her.

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Katherine Hintz

Sales and Marketing Coordinator

Katherine is a marketing professional and MBA candidate who strives to unite her love of people with a passion for positive experiences. Having a diverse background, which includes nonprofit work with digital marketing and start-ups, she serves as a leader who helps people live their most creative lives by cultivating community, order, collaboration, and respect. With equal parts creativity and analytics, she brings a unique skill set which fosters refining, problem solving, and connecting organizations with their true vision. In her free time, you can usually find her looking for her cup of coffee, playing with her puppy Charlie, and dreaming of her next road trip.

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Ben Harris

Host

Ben Harris is the Director of Supply Chain Ecosystem Expansion for the Metro Atlanta Chamber. Ben comes to the Metro Atlanta Chamber after serving as Senior Manager, Market Development for Manhattan Associates. There, Ben was responsible for developing Manhattan’s sales pipeline and overall Americas supply chain marketing strategy. Ben oversaw market positioning, messaging and campaign execution to build awareness and drive new pipeline growth. Prior to joining Manhattan, Ben spent four years with the Georgia Department of Economic Development’s Center of Innovation for Logistics where he played a key role in establishing the Center as a go-to industry resource for information, support, partnership building, and investment development. Additionally, he became a key SME for all logistics and supply chain-focused projects. Ben began his career at Page International, Inc. where he drove continuous improvement in complex global supply chain operations for a wide variety of businesses and Fortune 500 companies. An APICS Certified Supply Chain Professional (CSCP), Ben holds an Executive Master’s degree in Business Administration (EMBA) and bachelor’s degree in International Business (BBA) from the Terry College at the University of Georgia.

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Page Siplon

Host, The Freight Insider

Prior to joining TeamOne Logistics, Page Siplon served as the Executive Director of the Georgia Center of Innovation for Logistics, the State’s leading consulting resource for fueling logistics industry growth and global competitiveness. For over a decade, he directly assisted hundreds of companies to overcome challenges and capitalize on opportunities related to the movement of freight. During this time, Siplon was also appointed to concurrently serve the State of Georgia as Director of the larger Centers of Innovation Program, in which he provided executive leadership and vision for all six strategic industry-focused Centers. As a frequently requested keynote speaker, Siplon is called upon to address a range of audiences on unique aspects of technology, workforce, and logistics. This often includes topics of global and domestic logistics trends, supply chain visibility, collaboration, and strategic planning. He has also been quoted as an industry expert in publications such as Forbes, Journal of Commerce, Fortune, NPR, Wall Street Journal, Reuters, American Express, DC Velocity, Area Development Magazine, Site Selection Magazine, Inbound Logistics, Modern Material Handling, and is frequently a live special guest on SiriusXM’s Road Dog Radio Show. Siplon is an active industry participant, recognized by DC Velocity Magazine as a “2012 Logistics Rainmaker” which annually identifies the top-ten logistics professionals in the Nation; and named a “Pro to Know” by Supply & Demand Executive Magazine in 2014. Siplon was also selected by Georgia Trend Magazine as one of the “Top 100 Most Influential Georgians” for 2013, 2014, and 2015. He also serves various industry leadership roles at both the State and Federal level. Governor Nathan Deal nominated Siplon to represent Georgia on a National Supply Chain Competitiveness Advisory Committee, where he was appointed to a two-year term by the U.S. Secretary of Commerce and was then appointed to serve as its vice-chairman. At the State level, he was selected by then-Governor Sonny Perdue to serve as lead consultant on the Commission for New Georgia’s Freight and Logistics Task Force. In this effort, Siplon led a Private Sector Advisory Committee with invited executives from a range of private sector stakeholders including UPS, Coca-Cola, The Home Depot, Delta Airlines, Georgia Pacific, CSX, and Norfolk Southern. Siplon honorably served a combined 12 years in the United States Marine Corps and the United States Air Force. During this time, he led the integration of encryption techniques and deployed cryptographic devices for tactically secure voice and data platforms in critical ground-to-air communication systems. This service included support for all branches of the Department of Defense, multiple federal security agencies, and aiding NASA with multiple Space Shuttle launches. Originally from New York, Siplon received both a bachelor’s and master’s degree in electrical and computer engineering with a focus on digital signal processing from the Georgia Institute of Technology. He earned an associate’s degree in advanced electronic systems from the Air Force College and completed multiple military leadership academies in both the Marines and Air Force. Siplon currently lives in Cumming, Georgia (north of Atlanta), with his wife Jan, and two children Thomas (19) and Lily (15).

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Kristi Porter

Host, Logistics with Purpose

Kristi Porter is VP of Sales and Marketing at Vector Global Logistics, a company that is changing the world through supply chain. In her role, she oversees all marketing efforts and supports the sales team in doing what they do best. In addition to this role, she is the Chief Do-Gooder at Signify, which assists nonprofits and social impact companies through copywriting and marketing strategy consulting. She has almost 20 years of professional experience, and loves every opportunity to help people do more good.

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Kevin Brown

Host, Logistics with Purpose

Kevin Brown is the Director of Business Development for Vector Global Logistics.  He has a dedicated interest in Major Account Management, Enterprise Sales, and Corporate Leadership. He offers 25 years of exceptional experience and superior performance in the sales of Logistics, Supply Chain, and Transportation Management. Kevin is a dynamic, high-impact, sales executive and corporate leader who has consistently exceeded corporate goals. He effectively coordinates multiple resources to solution sell large complex opportunities while focusing on corporate level contacts across the enterprise. His specialties include targeting and securing key accounts by analyzing customer’s current business processes and developing solutions to meet their corporate goals. Connect with Kevin on LinkedIn.

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Sofia Rivas Herrera

Host, Supply Chain Now en Espanol

Sofia Rivas Herrera is a Mexican Industrial Engineer from Tecnologico de Monterrey class 2019. Upon graduation, she earned a scholarship to study MIT’s Graduate Certificate in Logistics and Supply Chain Management and graduated as one of the Top 3 performers of her class in 2020. She also has a multicultural background due to her international academic experiences at Singapore Management University and Kühne Logistics University in Hamburg. Sofia self-identifies as a Supply Chain enthusiast & ambassador sharing her passion for the field in her daily life.

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Jose Miguel Irarrazaval

Host, Logistics with Purpose

Jose Manuel Irarrazaval es parte del equipo de Vector Global Logistics Chile. José Manuel es un gerente experimentado con experiencia en finanzas corporativas, fusiones y adquisiciones, financiamiento y reestructuración, inversión directa y financiera, tanto en Chile como en el exterior. José Manuel tiene su MBA de la Universidad de Pennsylvania- The Wharton School. Conéctese con Jose Manuel en LinkedIn.

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Demo Perez

Host, Supply Chain Now en Espanol

Demo Perez started his career in 1997 in the industry by chance when a relative asked him for help for two just weeks putting together an operation for FedEx Express at the Colon Free Zone, an area where he was never been but accepted the challenge. Worked in all roles possible from a truck driver to currier to a sales representative, helped the brand introduction, market share growth and recognition in the Colon Free Zone, at the end of 1999 had the chance to meet and have a chat with Fred Smith ( FedEx CEO), joined another company in 2018 who took over the FedEx operations as Operations and sales manager, in 2004 accepted the challenge from his company to leave the FedEx operations and business to take over the operation and business of DHL Express, his major competitor and rival so couldn’t say no, by changing completely its operation model in the Free Zone. In 2005 started his first entrepreneurial journey by quitting his job and joining two friends to start a Freight Forwarding company. After 8 months was recruited back by his company LSP with the General Manager role with the challenge of growing the company and make it fully capable warehousing 3PL. By 2009 joined CSCMP and WERC and started his journey of learning and growing his international network and high-level learning. In 2012 for the first time joined a local association ( the Panama Maritime Chamber) and worked in the country’s first Logistics Strategy plan, joined and lead other associations ending as president of the Panama Logistics Council in 2017. By finishing his professional mission at LSP with a company that was 8 times the size it was when accepted the role as GM with so many jobs generated and several young professionals coached, having great financial results, took the decision to move forward and start his own business from scratch by the end of 2019. with a friend and colleague co-founded IPL Group a company that started as a boutique 3PL and now is gearing up for the post-Covid era by moving to the big leagues.

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Kim Winter

Host, Supply Chain Now

The founder of Logistics Executive Group, Kim Winter delivers 40 years of executive leadership experience spanning Executive Search & Recruitment, Leadership Development, Executive Coaching, Corporate Advisory, Motivational Speaking, Trade Facilitation and across the Supply Chain, Logistics, 3PL, E-commerce, Life Science, Cold Chain, FMCG, Retail, Maritime, Defence, Aviation, Resources, and Industrial sectors. Operating from the company’s global offices, he is a regular contributor of thought leadership to industry and media, is a professional Master of Ceremonies, and is frequently invited to chair international events.

He is a Board member of over a dozen companies throughout APAC, India, and the Middle East, a New Zealand citizen, he holds formal resident status in Australia and the UAE, and is the Australia & New Zealand representative for the UAE Government-owned Jebel Ali Free Zone (JAFZA), the Middle East’s largest Economic Free Zone.

A triathlete and ex-professional rugby player, Kim is a qualified (IECL Sydney) executive coach and the Founder / Chairman of the successful not for profit humanitarian organization, Oasis Africa (www. oasisafrica.org.au), which has provided freedom from poverty through education to over 8000 mainly orphaned children in East Africa’s slums. Kim holds an MBA and BA from Massey & Victoria Universities (NZ).

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Nick Roemer

Host, Logistics with Purpose

Nick Roemer has had a very diverse and extensive career within design and sales over the last 15 years stretching from China, Dubai, Germany, Holland, UK, and the USA. In the last 5 years, Nick has developed a hawk's eye for sustainable tech and the human-centric marketing and sales procedures that come with it. With his far-reaching and strong network within the logistics industry, Nick has been able to open new avenues and routes to market within major industries in the USA and the UAE. Nick lives by the ethos, “Give more than you take." His professional mission is to make the logistics industry leaner, cleaner and greener.

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Alex Bramley

Sales Support Intern

Alex is pursuing a Marketing degree and a Certificate in Legal Studies at the University of Georgia. As a dual citizen of both the US and UK; Alex has studied abroad at University College London and is passionate about travel and international business. Through her coursework at the Terry College of Business, Alex has gained valuable skills in digital marketing, analytics, and professional selling. She joined Supply Chain Now as a Sales Support Intern where she assists the team by prospecting and qualifying new business partners.

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