A Strategist Driving Reliability In Complex Logistics Environments
Gustavo Vildosola
Managing Director (RecyGlo Malaysia)
MEXLOG
A Strategist Driving Reliability In Complex Logistics Environments
Gustavo Vildosola
Managing Director (RecyGlo Malaysia)
MEXLOG
Two decades in cross-border logistics leave very little room for theoretical leadership. The work demands decisions that hold up across borders, cycles, and constant operational pressure, especially in a corridor as complex as Mexico and the United States. That reality has shaped how Gustavo Vildosola has led Mexlog, not through sudden shifts, but through steady, disciplined choices that compound over time.
As Managing Director, he has focused on strengthening financial resilience, challenging long-standing operational habits, and gradually integrating technology into a business that once relied heavily on experience and intuition. His leadership reflects a balance between respecting what built the organisation and evolving it for what lies ahead.
During an exclusive conversation with TradeFlock, Gustavo Vildosola shares how consistency, not moments, has defined his journey.
Over two decades, which moments truly defined your journey at Mexlog?
When you spend two decades building something, you realise very quickly that the most important milestones are not single events, they are the result of many small decisions that compound over time. That has definitely been true for us at Mexlog.
Over the last ten years, a big part of the journey has been positioning ourselves as a clear differentiator in cross-border vehicle logistics, particularly in moving trucks from Mexico into the United States. That did not start with technology or expansion; it started with financial discipline. We made sure the company was strong enough to absorb risk and invest when needed.
The COVID period really tested that. We made some difficult decisions during that time, but those decisions allowed us to come out stronger and invest when others were pulling back. At the same time, we pushed ourselves to evolve, moving from relying purely on experience to combining it with data and AI, which has fundamentally changed how we operate today.
How is technology shaping your day-to-day operations today?
Technology for us is no longer something separate from operations; it is embedded into how we run the business every day. Over time, we have integrated AI into multiple areas, and it is now part of the decision-making process.
On the road, we use AI-enabled cameras to improve safety, monitor driving behaviour, and provide real-time visibility. That has helped us reduce incidents and support our drivers in a much more structured way.
We are also using AI for planning and scheduling, helping us optimise routes, improve utilisation, and respond more quickly to changes, especially in a cross-border environment where conditions can shift quickly. On top of that, we have implemented ERP systems with AI capabilities and extended these tools into yard and inventory management to improve accuracy and control. What is important is that none of this replaces human judgment. It strengthens it. It allows our teams to focus on better decisions instead of repetitive tasks.
What strategic risks have shaped your approach to future growth?
In a business like ours, especially in cross-border logistics, you cannot afford to wait for perfect conditions or perfect solutions. One of the biggest risks we have taken recently has been investing in technology platforms that were not originally built for logistics. Instead of waiting for something tailor-made, we chose to partner, adapt, and co-create.
That naturally puts you in a high-risk, high-reward environment. Some things work very well, others do not translate the way you expect, and you have to be comfortable with that.
From a leadership standpoint, it reinforces a few things. You have to accept that failure is part of innovation. You need to communicate very clearly so your team understands why you are taking those risks. And just as importantly, you need to build a culture where people feel comfortable challenging ideas and being honest about what is not working, so you can adjust quickly.
How has your leadership philosophy evolved over time?
Early on, I used to think leadership was about having most of the answers. Over time, I realised that it is not really the job. The job is to build a strong team and create an environment where people can perform at a high level.
Today, I see my role more as someone responsible for setting direction and making sure people understand where we are going and why it matters. At the same time, I want people across the organisation to take ownership, to push ideas forward, and to challenge how we do things.
One thing I have been very focused on recently is what I call “back to the basics.” As we invest in new technologies and capabilities, it is easy to lose sight of what built the company in the first place. For us, that means safety, service quality, reliability, discipline, and respect for people. If those fundamentals are strong, everything else we build on top of them becomes more sustainable.
What vision is guiding Mexlog’s growth over the next five years?
The way we look at the next three to five years is closely tied to how our industry moves in cycles. When the economy slows down, volumes tend to drop, and many companies pull back. We see those periods differently. For us, that is the time to invest.
Our goal is to double the size of the company, but to do it in a way that is sustainable and profitable. Growth is not just about revenue. It is about creating opportunities for our people, giving them career paths, stability, and a sense that as the company grows, they grow with it.
To make that happen, we are very focused on a few things: being best-in-class in operations, especially in cross-border logistics, standardising processes so performance is consistent, and continuing to leverage technology to scale without losing agility. That balance is what will define the next phase of Mexlog’s journey.
