Leading with clarity and care

For me, working in a male-dominated industry was never a barrier – it was a motivation. I’ve always been curious and eager to learn, and I wanted to prove to myself that I could succeed in this field.

Early in my career, at APM Terminals Callao, I met a female shift manager whose example showed me that it was possible. She became my inspiration and gave me the conviction to keep going.

My main responsibility is to ensure operations run safely, efficiently and in line with the terminal’s goals. That means coordinating a multidisciplinary team, overseeing quay, yard and gate activities, and making quick decisions when unexpected situations arise.

Leading people is just as important. I focus on motivating, supporting and giving feedback so everyone can perform at their best. It’s about balancing real-time operational decisions with developing the talent behind them.

At the start of each shift, I assign roles for operators and make sure all resources and equipment are ready. I review vessel schedules, crane assignments and yard flow to ensure everything is aligned. Whenever possible, I join the safety talk to reinforce the importance of starting safely.

Throughout the shift, I monitor operations closely to anticipate and act on potential issues. Our Lean culture and visual management tools help us work efficiently and prevent problems before they occur. At the end of the shift, I make sure everything is ready so the next team can continue smoothly and safely.

The people. Everyone is willing to help, collaborate and find solutions together. I love walking through the terminal, greeting the team and seeing their positive attitude – even in tough situations. That spirit inspires me every day.

Their commitment not only keeps operations running smoothly but also drives excellence. As a leader, it’s deeply rewarding to see their effort and know that behind every result is a dedicated team giving their best.

Clear communication and active listening come first – they align the team and prevent misunderstandings in such a dynamic environment. Decision-making under pressure is also key: staying calm, using emotional intelligence and maintaining focus even in tense moments.

Equally important is a preventive mindset – using planning and visual tools to anticipate risks before they affect operations. Above all, leadership should reflect our company values: constant care, uprightness, humility and putting people first. When in doubt, I always ask myself if my actions align with those values – and that usually gives me the answer.

It makes me reflect. I was inspired by a female shift manager I met about ten years ago in Callao, and now I’m part of that same line of women taking on this responsibility.

What matters most to me isn’t the number: it’s recognising that a gap still exists. True equality will be when this question no longer needs to be asked. My goal is to do the job well and show – through results – that these roles are open to anyone with talent and drive, regardless of gender.

Male leadership has given our industry strong foundations: structure, discipline and focus under pressure. Female leadership adds empathy, active listening and a holistic view that balances performance with people’s wellbeing.

The most valuable results come from diverse teams that combine these perspectives. That mix of experience and viewpoints leads to more balanced decisions, creative solutions and sustainable results in safety, productivity and people development.

Yes, definitely. I’ve seen increasing openness and support, and organisations like WISTA are helping strengthen female representation. I’ve met female leaders, RTG operators, supervisors and even stevedores – roles once seen as impossible for women.

One moment stands out: during a shortage of lashers, a crew of mostly women took on the task in the rain with determination and teamwork, completing the job successfully. That moment reminded me that capability and commitment have no gender.

Someone once said I was “too sensitive” for this field. For a while, I tried to hide that part of myself, believing I always had to appear strong and unshakable. Over time, I learned that real leadership isn’t about pretending; it’s about being authentic.

Working alongside mostly men this past year has given me a new perspective. I’ve learned from how they think, make decisions and show resilience, and I believe equality grows through cooperation, not comparison.

My message is: believe in yourself. Lead from who you are. Don’t see sensitivity as weakness – it’s part of your strength. Authenticity and diversity of thought are exactly what our industry needs to keep evolving.