The insecurity faced by the freight transport sector requires constant monitoring, action protocols, and daily coordination between companies, operators, and authorities, according to Julio César Sánchez Amaya, head of Permits for the Export Control System and responsible for the Transportation Security Sector of the Ministry of Economy ; the challenge cannot be addressed solely with meetings or isolated measures.

“It has to be monitored every day,” he noted. He considered that the responsibility lies with both the carrier and the operator, as well as with the authorities at all three levels of government, including the National Guard , state and municipal police, and prosecutors’ offices.

Having systematic operating programs would allow for defining which protocol to activate, who should respond to an emergency, and how to guarantee the safety of people and their property. According to Sánchez Amaya, coordination should also involve the areas of law enforcement, administration, and administration of justice in the states where incidents against transportation occur .

Addressing insecurity also involves improving the working conditions of drivers . The official stated that drivers should have social security, a pension system, access to healthcare and medical assistance, as well as ongoing training to perform their job effectively.

He also considered it necessary for the Ministry of Infrastructure, Communications and Transportation (SICT) to contribute to ensuring that the units circulate in optimal conditions and that the operators comply with the corresponding courses and requirements.

For the sector, the safety of road transport not only involves reinforcing surveillance on the road, but also organizing operations and strengthening the capacity to respond to emergencies in order to protect both the operators and the goods they transport.

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The reality of transportation in Mexico allows no breaks; insecurity, costs and regulatory overload have turned the road into a daily test, for Luis Carlos Martínez Ugartechea , general director of MyM Express , the challenge is not only technical, but emotional.

“The helplessness is what hurts the most: it encompasses insecurity, injustice, inequality… we are attacked from all sides. And yet, we continue,” he stated.

In 2010, when the company began operations with three units , the word “impossible” was not in its vocabulary. Martínez—a mechanical engineer and second-generation entrepreneur—decided to venture into a business he barely knew.

“My first trip was to Playa del Carmen and they paid me half the fare; that’s when I understood that transportation rewards precision and punishes improvisation.” That first lesson defined the course: professionalization would be the key.

Since then, MyM Express has gone through three stages . The first five years were a race against time to learn, with sleepless nights and moments of doubt.

In the following years, the operation fluctuated between advances and setbacks until it reached consolidation with a philosophy that defines them today: “Small changes, big differences,” explained Martínez.

Over time, Martínez understood that growing up doesn’t always mean having more, but rather doing things better. “I always had to think about how to do a lot with a little,” he acknowledged.

In a business where large fleets set the pace, that philosophy became their greatest advantage: optimizing resources, reducing waste, and transforming efficiency into a form of respect for the customer .

The strategy was to grow without losing its essence. More than 120 units, 53 employees , and a network connecting Guadalajara, Monterrey, and the Bajío region solidify the operation.

But the main driving force remains the same: people. “It may seem like a machinery business, but it’s a profoundly human business,” Martínez asserted.

That’s why he implemented flexible schedules, trust, and empathy. “My responsibility is to ensure the staff is doing well; if the team is doing well, the company is doing well too,” he said.

At first, his style caused bewilderment. In an environment accustomed to pressure and shouting, his kindness seemed suspicious: “I spoke to them respectfully, and they thought I was hiding something,” he recalled.

Over time, consistency and example transformed that doubt into trust, and respect became an internal hallmark of the company.

The company’s services focus on domestic transport using trailers and 53-foot dry vans , with its own fleet “guaranteeing speed and safety.” This presence has allowed them to offer response times of between two and three hours , especially in the automotive sector , where punctuality and control make all the difference.

“The client doesn’t want promises, he wants results,” he explained.

The process hasn’t been straightforward. Martínez acknowledged that there have been tears, stress, and moments when he thought about giving up. “I’ve been close to throwing in the towel, but this business doesn’t stop. It’s a stubbornness that I’m proud of.” Today, his mantra remains: “Trust the process and enjoy the result . ”

When asked what word defines his leadership, he answers without hesitation: humanization .

“Transportation has given me everything, even in my worst economic times. I was able to eat thanks to this job, that’s why I defend it: the roads are the veins, the products are the blood, and transportation is the heart that makes everything work. If that heart stops, the country stops too,” he emphasized.

For the coming years, the goal is not to multiply routes or add units aimlessly, but to consolidate what they have built: a stable, humane, and reliable operation . Martínez summed it up without triumphalism: advance step by step, with the same tenacity that has brought them this far.

With that vision, MyM Express moves forward steadily but surely, sustaining an operation that is measured in kilometers of consistency rather than promises.

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