In this installment of the Women in Supply Chain series, we spoke with Helena Garriga, who leads Körber’s global supply chain business. Raised in Barcelona, she grew up around family-run construction and manufacturing companies, which sparked an early interest in engineering and operations. Her career has taken her from ABB to Hitachi Energy and now Körber, where she works across teams in more than 20 countries.
SC247: How would you describe where you grew up and what you were like as a child?
HG: I was born and raised in Barcelona, Spain. I have an older brother who still lives there, and I’m the only one who left. My dad had his own company in construction, which he inherited from his father, and my mother ran a carpentry business that worked with everything made from wood, doors, floors, tables, closets, you name it.
So growing up, I spent a lot of time around both businesses. I helped my father on construction sites, doing everything from bringing materials to workers to eventually preparing pay slips. From my mother’s side, I learned a lot about materials, measurements, and details. Entrepreneurship wasn’t really a choice for us; it was just how we grew up.
Education was extremely important in our household. My parents were very clear about that. Because of their businesses, we naturally leaned toward math and science. Measuring, calculating, understanding how things fit together, that was part of everyday life. Even as a kid, I thought I might follow my father into architecture or construction. Eventually, it became clear that engineering was the right path.
SC247: You spent a lot of time on construction sites as a teenager. Did you enjoy that, or did it feel like work?
HG: I loved it. It was a lot of fun. When you’re a kid, and you see how a two-dimensional plan turns into a real building, it’s fascinating. Coordinating everything to the millimeter, seeing how all the pieces come together, I really enjoyed it.
As I got older, I also helped with payroll and tracking hours for employees. I spent a lot of weekends doing that, not because I had to, but because I wanted to. It taught me responsibility early on, and I genuinely liked understanding how the business worked.
SC247: How would you describe yourself at 17 or 18?
“Leadership looks very different depending on culture and generation. What people expect from a leader in the U.S. is not the same as what they expect in Germany or Spain.”
HG: I was a very focused student. I wouldn’t say I was popular, but I had a good group of friends. We did normal things like going to movies or summer camps, but school was always my priority. I was what you might call a straight student, very focused, very driven.
SC247: Where did you go to university, and how did that shape you?
HG: I started university in Barcelona. Two years later, I received a scholarship to study in Paris. From there, I went to New York, always studying engineering. After my master’s degree, I worked for a while in New York before deciding to continue my studies and pursue a PhD in Zurich.
For me, studying wasn’t just about academics. It was about living in different countries, learning new cultures, and understanding what it means to integrate into a new environment. That experience shaped how I think about leadership today.
SC247: How did those international experiences influence your leadership style?
HG: Leadership looks very different depending on culture and generation. What people expect from a leader in the U.S. is not the same as what they expect in Germany or Spain. In the U.S., people appreciate direct, concise communication. In parts of Europe, that level of directness can feel too abrupt.
Generational differences are just as important. You can’t lead a Gen Z colleague the same way you lead a boomer. They expect different things, and if you don’t adapt, it simply won’t work. After more than 20 years living and working across different countries, I’ve learned to observe, adapt, and adapt again.
SC247: You spent more than eight years at ABB. What did you take away from that experience?
HG: I joined ABB right after completing my PhD because I wanted to work in a true engineering company. It was an incredible experience. I deepened my understanding of industrial technology, automation, and energy, all at a global scale.
ABB taught me adaptability and showed me how technology can truly transform industries. The company today is very different from what it was 15 years ago. Everything I learned there was essential for where I am now.
SC247: What led you to move from ABB to Hitachi Energy?
HG: In 2018, ABB decided to spin off its energy business, which became part of Hitachi. I chose to move with that business. It was a once-in-a-lifetime opportunity. We were taking a $10 billion business out of a Western company and integrating it into a Japanese organization.
You don’t learn that kind of transformation in an MBA. You learn it by doing. It was challenging, but looking back, it was absolutely the right decision.
SC247: Did you ever doubt yourself during that transition?
“What matters is resilience. Not just resilient supply chains, but resilient people. You need to understand what’s real, what’s noise, and keep moving forward.”
HG: No. In situations like that, there is no plan B. You have to get it done. Nobody is born knowing how to manage something that complex. You learn by doing. That’s one of the most important lessons I’ve learned in my career.
SC247: What brought you to Körber, and what excites you about your current role?
HG: Körber reached out to me a little over two years ago. The story immediately caught my attention. Ten years ago, Körber was primarily a machine-building company. Over the last decade, it has transformed into a major player in software and intralogistics.
Today, nearly a third of the company’s revenue comes from software, and the supply chain business area is close to a billion dollars. Automation, robotics, AI, this space is moving incredibly fast. It was an opportunity I couldn’t pass up.
SC247: What does your day-to-day role look like now?
HG: I lead the global supply chain business area, which operates in more than 20 countries. My main focus is making sure we have the right talent in the right locations and that we’re making smart investment decisions.
I travel more than I’d like, probably about 50% of the time, mostly to visit colleagues and customers. The rest of my time is spent in meetings, almost all of them virtual. Much of my role involves guiding decisions and offering perspective. Often, people just want a second opinion.
SC247: Looking ahead, do you expect things to calm down in 2026?
HG: No. The world isn’t slowing down. We’ve lived through COVID, Brexit, geopolitical shifts, and major disruptions. This isn’t new. The pace is just faster now.
What matters is resilience. Not just resilient supply chains, but resilient people. You need to understand what’s real, what’s noise, and keep moving forward.
SC247: Outside of work, what do you enjoy doing?
HG: I’m happily married and have two daughters, nine and seven. They’re very different personalities, and they keep me grounded. When I have time for myself, I like running on an elliptical bike and reading crime novels. I also enjoy watching movies when I get the chance.
