WOMEN IN LOGISTICS
Rosemarie P. Rafael, chairperson of the country’s leading logistics provider, Airspeed Group, has been making significant strides in the complex world of logistics, supported by a team of women managers.
While it may not have been her original intention to appoint women to the company’s key positions, Rosemarie—affectionately referred to as RPR by Airspeed employees—finds that she works best with women. Although Airspeed has some male managers, including her son Javi, her key team members are all women.
“For me, it’s easier to work with women. They use their heads, hearts, and hands,” Rosemarie explains. The women on her team are diligent and pay close attention to detail.
Key women in leadership positions at Airspeed include Mariz Regis, president and CEO of Airspeed International; Eliza Nieveras, executive vice president of Airspeed Group; Atty. Niquee Yap-Espiritu, general manager of Airspeed Express; Aliah Rafael, chief of staff; and Thesa Castrojas-Galang, chief marketing officer. These women have supported Rosemarie in shaping Airspeed into what it is today.
Airspeed’s reputation in the logistics industry has attracted the country’s conglomerates, which are also fixing or venturing into logistics. But, it was with the SM Group, the country’s largest retail chain, that Rosemarie decided to pursue. They quickly forged a strategic partnership with Airspeed. SM now owns 51 percent of Airspeed.
“The partnership with SM Group was expedited because they are inherently entrepreneurial. They understand the mindset of an entrepreneur, and I’m happy I ended up with the right partner,” says Rosemarie. As an entrepreneur herself, she looks up to Hans Sy, the son of the late Henry Sy Sr., founder of the SM Group.
Succession Planning
As the company reaches new heights, Rosemarie is preparing the next generation to help run Airspeed. She envisions herself remaining as a company director in the future. Two of her children—Aliah Rafael as chief of staff and Javi Rafael as chief administrative officer—are already assuming leadership roles.
Two other children live abroad, but she hopes they will be able to help steer the company in the future. Rosemarie acknowledges that transitioning responsibilities to the next generation can be challenging for entrepreneurs. Therefore, she emphasizes the importance of clear succession planning in terms of deliverables and responsibilities.
Currently, she believes the next generation is not entirely ready yet. The management team is assessing when they can be prepared, how quickly they can be ready, and addressing any gaps that might exist. These gaps might pertain to decision-making skills, team leadership, or technical knowledge of the business.
Rosemarie wants to ensure that the next generation possesses not only the intellect but also the empathy needed to lead the company effectively, as this is essential for attracting the right people to support them.
Company Culture
Above all, Rosemarie is committed to preserving the company culture. “We are dedicated to ensuring that the culture of the company remains intact. The DNA of the company must always be upheld, as we grow and bring in more people from various backgrounds and companies with differing mindsets,” she states.
“The culture of the company defines who we are and what kind of organization we want to build. If you aspire to excellence, you must have excellent people. If you are committed to integrity, then those are the kinds of people you need,” she adds. This is the message Rosemarie wants her successors to remember. Thus, she believes the Airspeed DNA should be instilled in each employee.
Rosemarie learned this from her own experiences. In the early days, she knew each of her employees by name and was familiar with their personal lives. However, as the company has grown to nearly a thousand employees, this has become increasingly difficult. “The next generation must find ways to ensure that the company’s DNA constitutes the culture we desire and how to transmit that culture effectively,” she emphasizes.
Being part of a service-oriented company can be demanding. All Airspeed employees must embody this culture of service. If a client wants to ship his cargo on a Sunday, as long as there is a means of transport, they must comply. Airspeed also takes care of the micro and small clients, offering a special package for small entrepreneurs.
Integrity is of utmost importance to Rosemarie and the company. “You need a strong foundation, as there will be many challenges. However, one must always prioritize the welfare of the customers and the company,” she adds. These values are essential for sustaining and expanding the company’s operations.
Loyalty is another value that must be cultivated at Airspeed. “Loyalty is crucial, so everything we do aims to instill that value. We need to be well-rooted; otherwise, it will be all too easy to be uprooted,” she explains.
Rosemarie aims to avoid overwhelming her staff with excessive workloads. “We don’t want our people to feel overwhelmed. You cannot run on empty; you need to be fulfilled, or there will be nothing to give,” she states.
Expansion
Rosemarie aims for the next generation to further expand Airspeed’s services. She envisions the company soaring higher by venturing overseas, which entails forging more partnerships or joint ventures in international markets.
“Grow and expand outside of the Philippines,” Rosemarie emphasizes, while also stressing the importance of not losing sight of opportunities in the domestic market.
Currently, Airspeed already has an office in Los Angeles, but the logistics sector presents endless opportunities. “As long as there is movement, logistics is always involved,” Rosemarie points out.
In this time of intense trade disruption, she acknowledges that long-term planning has become challenging. The company must adapt its strategies and remain agile.
She recalled that at the onset of the pandemic, they decided to charter a flight from Los Angeles but found themselves unprepared when the lockdown was announced. Their cargoes could not arrive, and they needed to fill an empty cargo plane. In response, Rosemarie reached out to pharmaceutical companies, which helped to fill the chartered flight. These chartered flights continued until commercial flights resumed, effectively supporting their operations during those difficult pandemic periods.
For this dedicated entrepreneur, there is no trade secret for success other than a passion for her work. “You really have to love what you do. When you wake up, you should have something to look forward to—something that is not just for yourself, but for your people,” says Rosemarie.
Her commitment includes finding inspiration to work harder not just for her family, but for the larger purpose of uplifting others within the company and their clients.
