SÃO PAULO, BRA.- Having hundreds of LinkedIn connections, exchanging business cards, or meeting at events doesn’t necessarily mean building relationships capable of transforming a business. In an industry like transportation and logistics , where collaboration is part of daily operations, the challenge also lies in turning those encounters into opportunities.
That was one of the reflections that marked the talk by Regina Penzo , a specialist in human development, human sustainability and relational intelligence, during the tenth edition of Queen On The Road , an event organized by Scania .
Speaking to women involved in transportation and logistics from various Latin American countries, Penzo argued that professional relationships should be understood as a strategic asset , capable of generating value when there is trust, collaboration, and a shared purpose.
The expert distinguished between having a network of contacts and building relational capital. While the former can be measured by the number of people known, the latter depends on the value generated through those connections.
To achieve this, he emphasized the importance of developing what he called relational intelligence , understood as the ability to build, nurture, and mobilize relationships with a purpose.
The challenge of bringing more women into leadership
The discussion also helped to highlight the gaps that persist in the business world and particularly in transportation.
During her presentation, Penzo shared figures from LinkedIn ‘s “The State of Women in Leadership” report , corresponding to 2026 and based on information from 74 countries.
According to the data presented, women represent approximately 44% of the global workforce, but their participation in leadership positions drops to 31% . The gap widens when looking specifically at transportation, logistics, and supply chains.
In this sector, according to data presented by Penzo, women represent 32.3% of the workforce and hold 20.1% of leadership positions . The specialist noted that female participation decreases as the level of responsibility and decision-making within organizations increases.
Therefore, she considered that the challenge is not only to incorporate women into companies, but to create conditions so that they can develop professionally and access positions from which they can influence the direction of businesses.
While bringing together people from different countries, cultures, and backgrounds can enrich a conversation, Penzo cautioned that diversity alone does not produce innovation. To harness that potential, he identified four fundamental elements: trust, coherence, partnerships, and diversity .
Trust, he explained, allows for the creation of environments where people can share ideas without fear, while consistency between what is thought, said, and done helps to strengthen the reputation of those who lead.
He also emphasized the importance of actively listening, especially when collaborators present proposals that are not yet fully developed.
From their perspective, organizations can miss out on innovation opportunities when their leaders fail to create spaces to listen to and acknowledge the contributions of their teams.
From contacts to collaboration
The talk wasn’t limited to the presentation of concepts. Penzo proposed a dynamic called Queens Connected , aimed at transforming the participants’ individual experiences into opportunities for collaboration.
The exercise began with a reflection on the experiences that had shaped each woman’s career path and the values that define her leadership style today. Afterward, the participants worked in pairs to share their stories and recognize each other’s strengths, practicing active listening.
The proposal also included a group exercise to identify challenges and opportunities based on the diverse experiences gathered during the meeting. Through this activity, Penzo aimed to demonstrate that professional relationships can be strengthened when people learn not only about their counterparts’ positions or companies, but also about the experiences that have shaped their career paths.
In an industry where business depends on coordination between multiple actors, the approach leaves a reflection: innovation does not necessarily begin with a new technology, but also with the ability to connect knowledge, experiences and people who previously worked separately .
And for women in the transport sector, these connections can become a way to expand their participation in the decisions that will define the future of the industry.
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