Introduction
Today, we’re thrilled to sit down with Marco Gaietti, a veteran in business management with decades of experience spanning strategic operations, customer relations, and more. While Marco’s expertise isn’t directly tied to freight forwarding, his insights into leadership, innovation, and industry disruption provide a unique lens on the evolving logistics sector. In this conversation, we’ll explore themes like breaking barriers in male-dominated industries, the importance of human-centered business models, the value of diversity in leadership, and the future challenges of trade and technology. Let’s dive into how these principles apply to redefining freight forwarding.
Can you share your perspective on what it takes to enter and thrive in a traditionally male-dominated industry like freight forwarding?
Entering any industry with entrenched norms requires a mix of resilience and strategic thinking. While my background is in broader business management, I’ve seen firsthand how industries with skewed gender representation can pose unique hurdles—whether it’s gaining credibility or accessing networks. Thriving means focusing on your unique value proposition. For instance, bringing a fresh perspective or emphasizing personal engagement can set you apart. It’s also about building alliances with mentors and peers who champion diversity, which helps dismantle barriers over time.
How do you think a human-centered approach can transform a technical field like logistics?
A human-centered approach is about prioritizing relationships over transactions, even in a field driven by data and precision. In logistics, this could mean ensuring clients feel heard and understood, not just processed through a system. From my experience, when you focus on trust and transparency—say, by giving clients direct access to decision-makers—you create loyalty that tech alone can’t replicate. It’s about balancing efficiency with empathy, ensuring that every shipment or interaction feels personal, not just procedural.
What’s your take on why smaller businesses and individuals often get overlooked in industries like freight forwarding, and how can this gap be addressed?
Smaller clients often get sidelined because larger players prioritize high-volume accounts for profitability. But these smaller entities are the backbone of many economies—they just lack the resources to navigate complex systems. Addressing this gap requires a shift in mindset, where businesses adopt models that value accessibility. For example, an owner-led approach, where leaders stay hands-on, can cater to niche needs with agility. In my consulting work, I’ve seen how tailoring solutions to underserved segments builds long-term trust and opens new revenue streams.
Why do you believe diversity in leadership is crucial for industries facing constant disruption, like logistics?
Diversity in leadership brings a range of perspectives that are vital for problem-solving in volatile environments. In logistics, where you’re dealing with geopolitical shifts or regulatory headaches, having varied viewpoints can spark innovative solutions—like rethinking a supply chain route or negotiating with a new stakeholder. I’ve worked with teams where diverse backgrounds led to breakthroughs because someone saw an angle others missed. It also shapes how you connect with clients globally, fostering cultural understanding and adaptability, which are non-negotiable in trade.
From a strategic standpoint, what do you see as the biggest challenge with regulatory inconsistencies in global trade, and how might they be tackled?
Regulatory inconsistencies create a minefield for businesses—delays, cost overruns, and frustrated clients are just the start. From a strategic view, the core issue is the lack of harmonization across borders; one country’s customs process can contradict another’s, stalling entire supply chains. Tackling this requires advocacy for standardized frameworks, perhaps through international trade bodies. I’ve advised clients to also invest in local expertise—having boots on the ground who understand specific regulations can mitigate risks while broader reforms take shape.
How can technology be leveraged to address some of the unpredictability in logistics without losing the personal touch?
Technology, like real-time tracking or predictive analytics, is a game-changer for managing unpredictability—it lets you anticipate delays or reroute shipments proactively. But the trap is over-relying on automation at the expense of relationships. In my experience, tech should be a tool to enhance, not replace, human interaction. For instance, use data to inform clients about issues before they ask, then follow up with a personal call to discuss solutions. That blend keeps the process efficient while maintaining trust, which is harder to automate.
Looking at the push for sustainability in business, how do you think logistics companies can integrate environmental considerations into their operations?
Sustainability in logistics is no longer optional—it’s a competitive necessity. Companies can start by optimizing routes to reduce fuel consumption or investing in eco-friendly packaging. In my consulting work, I’ve seen firms gain traction by partnering with green tech providers for carbon offset programs. The key is to align these efforts with core operations so they’re not just PR stunts. Clients and regulators are watching, and those who embed sustainability into their strategy will stand out as leaders in the next decade.
What is your forecast for the future of diversity and innovation in the logistics sector over the next ten years?
I’m optimistic about the trajectory of diversity and innovation in logistics. Over the next decade, I expect to see more inclusive leadership as younger, more diverse talent enters the field and demands change. This will fuel innovation—think smarter tech integrations and creative business models that prioritize both profit and purpose. The sector will likely face intensified pressure from sustainability mandates and geopolitical shifts, but diverse teams are better equipped to navigate that complexity. My forecast is that companies embracing these shifts will redefine the industry, turning challenges into opportunities for growth.
