Having held senior roles in several key transport sectors, what are some of the biggest crossover challenges they are facing?

Aviation, shipping, rail, and road are all under pressure to cut emissions due to regulations and evolving customer expectations. Sharing technologies like electric power trains, biofuels, and investing in alternative fuels, or even exchanging ideas, can really help speed up the transition.

Technological integration is another challenge. The rapid pace of AI, automation, and digital advancements means close collaboration and information sharing between IT, operations, and suppliers is very critical.

Navigating regulatory compliance is another hurdle, as rules around safety, environment, and trade are constantly developing. All sectors are also under increasing pressure to adopt more user-centric, digital first technologies.

All transport sectors are also dealing with global challenges that impact efficient operations and supply chain resilience. How is the rail freight supply chain staying streamlined and resilient?

Classic rail transport chains are modularly divided across the various service providers, i.e. from loading, to shunting to a main line, to the main line itself, and so forth.

You’ll find a hand-offs approach between the players as soon as their part is done. This fragmentation results in delays and planning difficulties. Additionally, assets are usually handled by third parties responsible for technical availability and maintenance, leading to further difficulties.

Some players, such as Helrom, are taking a fresh approach, with a new operating model that has enabled them to avoid all these hand-offs and become more reliable and punctual in a way that hasn’t previously been possible. This has created a whole new customer group: time-critical transport.

How does rail freight deal with the transfer of data between different supply chain stakeholders?

Data is still exchanged on paper at various points in the rail freight supply chain, although this is beginning to shift. For example, Helrom was established on a ‘greenfield’, and started as a fully digital rail transport company from day one. This shows that there is certainly an advantageous opportunity for companies that build from scratch.

What further lessons can you share on technology and automation adoption in your sector and how it should be approached to ensure it is human centred and safe?

Automation should enhance human performance, not replace it. Phased implementation is key, while maintaining human oversight. Collaboration between tech providers, industry experts, and frontline workers will result in practical, safe solutions. For shipping, following the same principles will ensure digitalisation improves operations without compromising safety or the human element.

Aviation is held up for its approach to safety, what lessons should shipping take from your sector?

Aviation has a strong, proactive safety culture, where risks are identified and addressed before becoming serious issues and all transport sectors should pursue this route. Encouraging open reporting of even minor incidents will prevent larger accidents down the line. Shipping can adopt more data-driven systems, like aviation’s flight data monitoring and predictive maintenance, to improve risk assessment. Accident investigation processes can be strengthened by adopting more consistent standards and openly sharing lessons from incidents. Finally, aviation has shown that regular, high-quality training and simulations, particularly for high-risk situations are a must.

What are some of the key challenges being faced by aviation in reaching decarbonisation targets?

While sustainable aviation fuels (SAF) are a promising alternative, they are still expensive and in limited supply. Technological limitations, particularly with battery capacity for long-haul flights, pose another challenge. High infrastructure costs also hinder progress, especially for smaller airports that need upgrades to support SAF.

You have forged a high-level career in male dominated industries. Have you seen positive progress on equality and senior roles for women in rail and aviation?

In general, there are good developments of women in senior positions in rail, with Dr Sigrid Nikutta – the CEO of DB Cargo in Germany as an example. Both sectors have made diversity and inclusion (D&I) a priority, introducing targeted recruitment, mentorship, and leadership development programmes. Flexible working arrangements and visible female role models have also helped retain and promote women.

What lessons on this progress and the application of DEI in business practices should shipping leaders take note of?

Set clear gender diversity goals and foster an inclusive culture, including female role models and formal mentorship programmes to inspire women. Adopt more inclusive recruitment and retention practices. Equally, address unconscious bias and create a supportive work environment, where diverse perspectives are valued.

Make gender diversity part of a sustainability effort by linking it to the executive management team’s bonus targets. Gender-diverse leadership teams enhance business performance, innovation, and reputation. It’s not just fairness—it’s driving success and staying competitive.