Empowering New Generations to Grow into Future Leaders

One day, our production manager, Engineer Cruz, appeared at my office door. “What’s going on, Engineer?” I asked.

“There’s a young woman at reception,” he replied. “She’s a recent graduate in Mechatronics Engineering from the National Technological Institute of Mexico. She asked to speak with me, and after interviewing her, I was truly impressed. Would you have a moment to meet her?”

Although slightly surprised by the unusual request, I agreed. “I have a few minutes. Please ask her to come in.”

The young engineer entered my office with calm composure and an innocent smile that immediately caught my attention. But it was her first words, spoken with remarkable conviction, that truly struck me: “I came all the way from Veracruz because I want to work here.”

It didn’t take many questions to understand what Engineer Cruz meant. She was extraordinarily articulate, had a clear understanding of our business, knew exactly why she wanted to join us, and, on top of that, had an excellent command of English. As if that weren’t enough, she had prepared a written plan outlining the minimum income she would need to sustain herself in Queretaro while proving she was worth far more than that initial support.

Without letting her leave my office, I went to find Engineer Cruz and said, “I don’t know what we’ll need to figure out, but this young woman must work with us — she’s exceptional.”

That moment marked the beginning of our internship program. Neither she nor we realized that she had opened the door not only to her own success within the company, but also to the future achievements of nearly 40% of our current workforce.

We have all seen those social media videos that caricature bosses and employees from different generations. While they may be entertaining, they often reinforce stereotypes, especially about young professionals, who are frequently portrayed as lazy or disengaged.

Since the late 1990s, with the arrival of millennials in the workplace, many Generation X managers, largely shaped by baby boomers, began to experience profound cultural and mindset shifts. I recall attending courses designed to help us understand their vision, values, and expectations. Some of us successfully adapted and embraced new management styles, while others leaned more heavily on seasoned executives, which also brought benefits. Yet, one principle remains undeniable: every company, regardless of industry, needs fresh talent. Renewal and innovation are essential, particularly in technology-driven fields.

We must also confront the persistent prejudice that graduates from public universities are less capable than those from so-called “prestigious” private institutions. Three years ago, when Radwell opened its branch in Mexico, we made a decision that has proven to be one of our greatest successes: establishing a partnership with the National Technological Institute of Mexico (Queretaro campus), the country’s leading engineering school — though still lacking the recognition it deserves.

Since then, graduates have completed internships at our facilities, and we are proud to say that all of them have found a place at Radwell Mexico. They do more than fulfill a role; they embody the perfect blend of our managers’ experience with the energy, intelligence, and the drive of youth.

They know our commitment is to prepare them to become the Radwell of tomorrow. And this is not an abstract ideal — they have earned their place through discipline, character, responsibility, eagerness to learn, and dedication. In return, Radwell offers them respect, professional experience, financial support during their internships, and, upon joining as employees, a highly competitive salary for recent graduates.

Meanwhile, they absorb the values and aspirations of our business unit, inspire us with their enthusiasm, and prove how far removed they are from the negative stereotypes often associated with their generation. Watching these young Mexican professionals grow and thrive is truly exciting, and we hope to have the wisdom and vision to see them leading new business units across the country in the years ahead.

Not long ago, the head of our commercial department came to my office. “Have you seen the numbers from our new intern, the industrial engineer?” she asked.

With wide eyes, I replied, “Of course I have.”

“Well,” she continued, “a position is about to open. Should we offer it to her?”

I asked, “How long has she been with us?”

“She hasn’t even completed two months yet, and her internship isn’t finished. But look at her numbers — plus, she’s adapted incredibly fast. She’s a star.”

I paused, then said, “Well, you tell me.”

With confidence, she answered, “I say yes!”

And indeed, a year later, I can confirm it was an excellent decision.

Radwell Mexico is committed to ensuring that tomorrow’s leaders are already growing within our walls.