WBJ: You have built your career in one of the most, fast-moving industries. Looking back at your professional journey, what experiences or decisions most shaped your path to leadership in logistics?

Jolanta Sawińska: My entry into logistics was, in a way, accidental, but it quickly turned into a fascinating career path. I started working in the early 1990s, during a time of major economic transformation in Poland. 

I joined the American company Sara Lee, which was building its business in Poland. At that time, logistics wasn’t a widely understood concept. It was there that I met my first mentor, and with his support, I began managing my own team.

I later joined the Raben Group. One of the key moments in my career was my promotion to branch director. 

Over the years, you have witnessed significant shifts in the logistics and Raben. Which changes had the most impact on the industry and on your career?

It is difficult to point to just one change, as logistics has transformed dramatically over the past thirty years.

When I started working at the Raben Group, our first warehouse management system operated on DOS. My day often began with reviewing faxes and planning transport manually. Today, we rely on advanced IT systems, and artificial intelligence is becoming increasingly important.

However, the changes go beyond technology. The way companies operate and workplace relationships have also evolved. In my first job, I sometimes had to collect cash from the bank and carry it on a tram in my handbag.

I also see a significant shift in gender roles. In the past, when hiring young men, I would ask whether they had completed their mandatory military service. Today, we are more likely to consider whether they will want to take paternity leave.

As for my career, the most impactful experiences have been the difficult moments.

Logistics is an industry where success depends heavily on coordination, trust, and teamwork. As a leader, how do you approach building strong and effective teams, and what role does diversity, including gender diversity, play in that process?

Trust and delegation are the foundation of my leadership style. I am not afraid to give decision-making authority to my managers and provide them with a high level of autonomy.

I also accept that mistakes are a natural part of development. At this stage of my career, the role of a mentor is very important to me. I try to be present for my team in important and challenging moments.

For many years, I have supported the development of women in logistics. I strongly believe that diversity, in terms of gender, age, and experience, strengthens organizations. Diverse teams make better decisions and are more resilient to change.

Logistics has traditionally been perceived as a male-dominated field. How do you see the role of women in the sector evolving today, both in operational roles and in management?

From my perspective, success in logistics does not depend on gender, but on character, competence, and the ability to build relationships.

In recent years, I have seen many inspiring examples of women taking on managerial roles in male-dominated teams. These were often leaders with a calm management style who were able to build authority in a “soft” way through knowledge, competence, and listening skills. The result was highly effective teams with strong engagement and loyalty.

Personally, I value diversity in teams, as it brings different perspectives and strengthens decision-making. In operational areas of logistics, certain patterns have developed somewhat naturally: customer service departments are often dominated by women, while transport departments are more often led by men. However, I do not see this as a limitation, but rather as a matter of individual career choice.

In recent years, there has been increasing discussion about the importance of women supporting other women in business. From your perspective, how can female leaders actively foster solidarity and create opportunities for the next generation? 

This is a complex topic, as, in my career, I have also encountered strong competition between women.

That is why I believe the most important form of support is leading by example. It is also very important to share experiences and support younger colleagues in their development.

I also believe that mechanisms, like quotas, can help open doors for future generations of women who are competent and qualified. Real solidarity among women in business starts with everyday actions, by supporting, recommending, and trusting one another.

When you look toward the future of logistics, what developments (technological, economic, or geopolitical) do you believe will most shape the sector over the next decade?

Thirty years ago, when I started my career, artificial intelligence was mostly associated with science fiction or military use. Today, it has a significant impact on logistics and our lives.

At the same time, recent years have shown how unpredictable the world can be. Events such as the pandemic have, almost overnight, changed how companies operate and how people work. Remote work, once rare, is now a standard part of many organizations.

Despite technological progress, I hope people will always remain at the center of management, with their creativity, curiosity, and emotions. Technology should be a tool that supports good decision-making. 

ABOUT:

Jolanta Sawińska is a Regional Director at Raben Logistics Polska with over 30 years of experience in logistics and operations management. She began her career in contract logistics, managing customer service, and later led operations at both branch and regional levels, overseeing strategy implementation across operational and support functions. She is passionate about cinema, theater, and travel, particularly to exotic destinations, and is actively involved in community work supporting education and talent development. As a leader, she promotes continuous improvement, collaboration, and a strong focus on shared goals.