In a company with 38 years of history, the weight of “how things have always been done” can be heavy. As a branch manager at Mudinmar, I have seen our company grow from its traditional roots into a modern logistics powerhouse. However, the most significant transformation in the last five years hasn’t just been the trucks we drive. It has been a shift in philosophy, driven by a new generation of professionals who brought with them a skill that is often undervalued: the courage to sift.

The “Sift” in Action: Specialized Sales vs. Managers

One of our biggest leaps was separating the manager from the salesperson. Traditionally, managers handled sales as part of their general duties. By creating a dedicated, specialized commercial sales department, led by young voices like Camilo and Leopoldo, we gained a level of focus we never had before.

This specialization gave us the power to say No. In our new commercial funnel; if a lead comes in for a complex move from Holland to a remote corner of Ecuador, and we know we cannot be efficient in that specific lane, we send a polite apology. We explain that we won’t be providing a quote because we cannot guarantee the excellence the client deserves. Who knows? Perhaps we just lost the move of a secret heir to the throne, but the reduction in the error margin and the gain in our team’s time and mental health is a much more valuable profit.

An Honest Mistake: The WhatsApp Chaos, Less Automatization, Back to the Human Touch.

The Young Professional spirit is about testing ideas, and not every test is a success. We once believed that being “ultra-available” on every channel was the key. We tried Woztell to integrate WhatsApp and automatize the service with prewritten fast responses.

It was a disaster.

Instead of improving service, it generated immense frustration. It created a cacophony of notifications that distracted our team and diluted the quality of our responses. We learned a hard lesson: more channels do not mean better service.

Our solution was a manual sift: we limited responses to twice a day: once in the morning and once in the afternoon. Every conversation is now strictly focused on one goal: getting the client to fill out a Minimum Viable Lead form. With that data in hand, it becomes infinitely easier to sift and redirect the request to the right specialist, protecting our team from the noise of aimless chatting.

What Did We Learn from that Mistake? Protect the Worker’s Time

We often hear that AI is a top-down mandate, something the manager or the CRM developer imposes, and with Woztell we made that mistake. At Mudinmar, we see it differently. We believe that true automation and time-saving shouldn’t be mandated the top, but from the workers themselves.

When a team member realizes that using a tool like Yembo for surveys or an AI filter for leads is what actually protects their afternoon, the adoption becomes organic. They didn’t see AI as a replacement, but as a shield for their own time. Our perspective for the near future is that the best efficiency gains will come from the employees who advocate for automation because they see it as a way to improve their own daily workflow and efficiency.

The Mover of 2030: Data and Decision

If I were to look for the “mover of the future,” I wouldn’t look for the same traits my grandfather sought. Beyond logistics, the skills that will matter in the next decade are data analytics and the capacity to decide.

The future belongs to the young professionals who can look at a dashboard with clarity to filter out the noise. They don’t just move boxes; they move information. By sifting through the thousands of leads to find the ones where we can truly shine, our YPs are not just protecting our margins, they are protecting the soul and the health of the company.

At Mudinmar, the youth didn’t just bring energy; they brought a filter. And in a world of constant noise, the ability to sift is the greatest innovation of all.