Shaping tomorrow at Grupo Distelsa: Visionary leadership and human-focused innovation

When your company grows from 900 to nearly 2,700 people in the last years, things change, and fast.

You suddenly need new systems, new roles, and new ways of leading. But for Andrés Ruiz, Director of Human Resources at Grupo Distelsa, growth hasn’t just been about adding headcount. It’s been about building a culture where people feel supported, seen, and ready for what’s next.

We spoke with Andrés about how his team is approaching succession planning, leadership development, and skill-building. And why the human side of work matters more than ever.

Andrés, you didn’t start out in HR. How did you end up here?

I actually studied engineering. Later, I did an MBA and a master’s in HR. But even then, I never thought this would be my path.

What brought me in was curiosity. Once I started working more closely with people, I realized how much HR shapes an organization. It’s not just about admin or compliance. It’s about how people feel at work and how they grow. That’s what really hooked me.

Distelsa has grown a lot in the last few years. What’s that meant for your team?

Everything has changed. When I joined, we were about 900 people. Now we’re close to 2,700, spread across 300 locations. That means you have to rethink how you support people. How you communicate, how you develop leaders, how you stay connected.

One thing we built is an internal app. It helps people request time off, sign up for events, get company updates. Basically, stay in the loop. When you’re that spread out, those small things make a big difference in helping people feel part of something.

You’re working with Everday on succession planning. What’s your approach there?

Succession planning is one of the most important things we’re doing. It’s not just about replacing people. It’s about making sure the organization keeps moving forward with the right people in the right roles at the right time.

We’re doing it carefully. Looking at who has potential, where we need to be ready, and how we can support growth across every level. The process needs to feel inclusive and future-focused. Not like a secret plan in a spreadsheet. We want our people to see that there’s a path for them and that we’re planning for their success too.

When you think about the future of work, what stands out to you?

Change is already here. AI, automation, new expectations. It’s not five years from now. It’s now.

That’s why we’re focused on building adaptability. Tools will keep changing. But if our people know how to learn, lead, and communicate, we’ll be ready. For us, the future isn’t about predicting everything perfectly. It’s about preparing our people to grow through it.

What kinds of skills are you focusing on most?

We are prioritizing human skills such as communication, decision-making, leadership, and collaboration. These skills are crucial because, while AI can provide data, it is the people who interpret and act on that data who will drive our future success. Those who can effectively connect with others and make informed decisions are the key to our progress.

What does great leadership look like to you right now?

It’s not about control. It’s about trust.

The best leaders I know help their teams do great work because they want to. Not because they have to. That means listening, guiding, and being clear about why the work matters.

We’ve made leadership development a big focus internally. Because when leadership breaks down, everything else gets harder. Performance, engagement, growth.

You’ve mentioned data a few times. How does it shape your work?

With almost 3,000 people, you can’t work from memory. You need visibility.

We use data to forecast staffing needs, spot engagement issues early, and understand how people are doing across the company. But it’s not about tracking for the sake of it. It’s about listening at scale. If you use data with the right intent, it helps you support people better. Not just faster.

Last question. What’s one thing you’re holding onto as work keeps changing?

One thing I hold onto is the importance of reminding people of their value, both as individuals and as integral members of Grupo Distelsa.

While we may adopt new tools, structures, and strategies, it is crucial to ensure that everyone feels recognized and appreciated. It's not just about being seen or feeling important; it's about acknowledging their inherent worth and contributions. People need to know that they matter, that they are learning and growing, and that they belong to a community that values them deeply. This focus on human value and connection is what I strive to maintain, no matter how fast things change.