AKWEL

Mariana Velazquez

Mariana Velazquez, HR Director at AKWEL America, brings over 25 years of experience in human resources. An organizational psychologist by training, she has a strong background with leading companies such as PepsiCo. Her leadership focuses on inclusion, talent growth and people-first strategies.

In this interview, Mariana Velazquez reflects on building inclusive, people-first HR strategies rooted in consistency, collaboration and continuous learning. Her approach shows how human-centered leadership drives growth across global technical teams.

AT A GLANCE:

Brings over 25 years of HR leadership experience across multinational companies, including a 14-year tenure at PepsiCo and a current role at AKWEL America.

• Successfully led end-to-end HR process implementation for major plant startups across the Americas.

• Promotes value-based leadership rooted in consistency, empathy and active engagement.

• Passionate about developing cross-functional, international talent through structured training and strong managerial involvement, especially in technical environments.

From Ground-Up HR Builds to Strategic Leadership

With a background in organizational psychology and a deep interest in behavioral disciplines, my approach to human resources (HR) is grounded in the belief that understanding people is essential in supporting them effectively. Over 25 years in HR, I have built a strong foundation through various roles, including a 14-year tenure at PepsiCo.

This combination of global and industry-specific exposure has enabled me to build scalable HR frameworks and collaborate with seasoned professionals, continuously learning and evolving in the role.

Leadership Principles for Managing a Diverse Multinational Workforce

My leadership philosophy centers on returning to the basics— principles often lost amidst evolving trends and procedures. At the core are values, discipline and, above all, consistency. I’ve learned that no matter how complex a process is, the team will follow if a leader is consistent, present and leads by example. Conversely, a simple initiative can fail if the leader lacks involvement or consistency.

“Many of these individuals have grown from interns or assistants into managerial roles. The effectiveness of this approach lies in a well-structured training program backed by strong managerial involvement, especially on the shop floor, where technical knowledge is vital”

People follow actions, not words. This principle has guided my leadership throughout my career. Additionally, I value openness and being receptive to learning from experienced professionals and younger colleagues who bring fresh perspectives.

Developing Internal Talent Pipelines for Cross-Functional and International Roles

One of the key challenges we face is talent acquisition, particularly in some regions of Mexico, where the automotive sector isn’t dominant. To address this, we have consistently invested in training and development. We bring in new graduates and train them in highly technical processes such as project management, entrusting them with responsibilities early on.

Many of these individuals have grown from interns or assistants into managerial roles. The effectiveness of this approach lies in a well-structured training program backed by strong managerial involvement, especially on the shop floor, where technical knowledge is vital. The collaboration between seasoned professionals and new talent has enabled us to build successful career pathways within AKWEL, ensuring skill development and retention in a demanding industry.

Shaping the Future of HR: Leadership Development and Digital Responsibility

If I could influence one global HR trend over the next five years, it would be the comprehensive development of leaders beyond technical expertise. While many training programs focus on operational or managerial practices, they often overlook the human side of leadership. Too frequently, individuals are promoted based on technical skills, tenure or loyalty without adequate preparation for managing people. This gap becomes evident when these individuals face interpersonal conflicts or team challenges. A successful engineer, for instance, may struggle as a manager without foundational training in soft skills like communication, empathy, planning and conflict resolution. We must begin nurturing these competencies at the academic level or during the career entry phase so future leaders are holistically prepared.

In addition, a recent experience reminded me of the growing impact of social media in professional settings. While it offers great potential for recognition and communication, it also carries risks. Misuse or unchecked sharing of information can harm reputations or mislead others. As professionals, we must be accountable, validate what we read, communicate responsibly and use these platforms to uplift rather than damage. Promoting digital responsibility, alongside leadership development, will be essential in building a more resilient and people-centered workplace culture.

Bridging Generational Gaps to Build Stronger HR Teams

One critical lesson I’ve learned is the importance of bridging the generational gap in the workplace. Often, there’s a disconnect between generations, with older professionals moving in one direction and younger ones in another. However, true success lies in fostering mutual respect and collaboration between both.

I’ve always maintained a close connection with younger colleagues while emphasizing the value of learning from experienced professionals. Humility is essential—young professionals must recognize the wisdom of their seniors, and seasoned leaders must remain open to the fresh ideas and energy of the next generation. When we genuinely explore and embrace the strengths of each generation, we create dynamic, high-performing teams where continuous growth and innovation can thrive.