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In a male-dominated industry, Rachel Chen forged her own path—not by conforming, but by embracing what set her apart. Leading with empathy and clarity, she challenged outdated norms and redefined what leadership looks like.
- Feature by Priya Sunil and Sarah Gideon.
In the traditionally male-dominated logistics industry, women leaders often face an unspoken pressure to adapt — to lead like their male counterparts, to prove they belong, and to conform to outdated expectations.
For Rachel Chen (pictured above), Head of the General Management Office, J&T Express, the turning point came when she stopped trying to fit the mould and embrace her own leadership style. By leaning into her strengths — empathy, clarity, and a balanced focus on people and performance — she not only found her voice but began reshaping the narrative of what leadership can look like.
In this interview, Chen reflects on her journey and shares her vision for a more inclusive future — one where women are empowered to lead on their own terms and have equal opportunity to rise, thrive, and shape the top — her story and insights take centre stage in this edition of Breaking Barriers.
Q The logistics industry remains largely male-dominated. What were some of the biggest challenges you have faced as a woman leader, and how did you overcome them?
The logistics industry has historically been male-centric, leading to preconceived notions about women's roles and capabilities. One of the hardest parts was figuring out how to lead in my own way, without feeling like I had to "act like one of the guys" or constantly prove that I belonged.
I felt the pressure to match the energy or communication style of my male peers just to be taken seriously. I’d second-guess how I spoke, how I made decisions, even how I framed ideas in meetings. It wasn’t that I lacked confidence — I just couldn’t see many examples of leadership that looked like mine.
"What changed things for me was learning to be okay with being different. I stopped trying to fit into an existing mould and started leaning into what I naturally brought to the table: empathy, clarity, and the ability to hold both people and performance in view. That shift — in how I saw myself — made the biggest difference."
Today at J&T Express, that’s the kind of culture we’re trying to build — one where leadership doesn’t have to look or sound a certain way to be respected.
Q Women in traditionally male-led industries often face unconscious bias. How have you tackled this in your career, and what strategies have helped you establish credibility as a leader?
Unconscious bias is tricky because it’s subtle. It shows up in the way people interrupt you, or in who they look at when a tough question is asked. I’ve faced it — and I’ve also learned that you don’t always have to fight it head-on to change the dynamic.
One thing that’s helped me is consistency. People may start with assumptions, but if you show up with clarity, keep your word, and get things done — those assumptions start to fade. At J&T Express, we build a culture where performance and accountability speak louder than stereotypes. We’ve put systems in place — from inclusive hiring to fair performance evaluations — to reduce the influence of bias in decision-making.
Mentorship also plays a big role. I try to make time for the women on the team, so they don’t feel like they have to figure it out alone.
Q There’s often a perception that logistics is too physically demanding or technical for women. How do you challenge these misconceptions, both internally and externally?
I won’t deny that this perception still exists — people often think of logistics as a physically demanding, male-dominated industry. But the reality today is quite different. Logistics has evolved. It’s not just about lifting boxes; it’s about systems, data, technology, and most importantly, teamwork. The skills that drive success in this field — problem-solving, coordination, and leadership — have nothing to do with gender.
At J&T Express Singapore, we’re intentional about breaking these old stereotypes, not just in the way we hire but also in how we help people grow in their careers. We believe in opening doors for those who might not have considered logistics before. That’s why we work closely with organisations like Yellow Ribbon Singapore (YRSG) and PSB Academy — because talent comes from all walks of life, and we want to give more people the opportunity to thrive in this industry.
At the end of the day, the best way to change perceptions is to show what’s possible. When people see women thriving in logistics — whether in operations, technology, or leadership — it challenges outdated thinking. And that’s exactly what we’re working towards at J&T Express Singapore.
Q Beyond company-level efforts, what broader changes need to happen in the logistics sector to ensure more women have the opportunity to rise to leadership roles?
I believe the biggest shift has to be in how we define "leadership potential". Too often, we still associate it with being outspoken or constantly visible — which can overlook great leaders who are thoughtful, strategic, or relational in their approach.
At a sector level, we need to focus on three key things:
- First, inclusive hiring practices — not just in corporate roles, but across operations, tech, and field teams. If women don’t see themselves represented at every level, it’s harder to imagine a future here.
- Second, structured leadership development — training, mentorship, and rotational opportunities that prepare women to take on advanced roles, especially those who may not come from traditional career paths.
- And third, flexible work policies — because inclusion doesn’t stick unless people feel like they can stay and grow through different life stages.
At J&T Express, we’re working on all of these fronts. We’ve introduced flexible work arrangements, inclusive policies, and mentorship networks that support women at different stages of their careers. But broader industry progress will take more than individual efforts — it requires a shift in culture, systems, and expectations
Q As a senior leader, how do you balance driving business performance while also advocating for inclusion and people development?
"I don’t see it as a trade-off — in fact, I believe they go hand in hand. When people feel supported, seen, and given space to grow, they naturally perform better. Inclusion isn’t just good for culture — it’s good for business."
At J&T Express, we’ve been intentional about creating the conditions for both to thrive. Beyond equitable hiring practices and the flexible work arrangements that I’ve mentioned, we also focus on upskilling our workforce, especially as we embrace automation to boost operational efficiency — this not only helps with performance, it also creates new growth opportunities for our team
Personally, I try to stay close to the ground — checking in with teams, mentoring younger staff, and advocating for inclusive policies that make the workplace more sustainable for everyone. Driving results and developing people aren’t separate jobs. They’re part of the same responsibility.
Q Many women hesitate to pursue leadership roles in male-heavy industries. What advice would you give to women who aspire to lead in logistics but face self-doubt or external barriers?
Start even if you don’t feel 100% ready — most of us never do. One of my favourite leadership quotes is from John Maxwell: “If we are growing, we are always going to be outside our comfort zone.” That’s something I’ve carried with me throughout my career.
Also, don’t be afraid to ask for support. At J&T Express, we’ve built mentoring structures into our culture because no one should have to figure it out alone.
Finally, remember that the industry needs your voice. The more women step forward, the easier it becomes for the next generation to see themselves here — not as the exception, but as part of the norm.
Q Looking back on your career so far, what impact do you hope to leave on the industry, and what’s next for you in breaking even more barriers?
I hope I’ve helped create a culture where people feel like they can bring their full selves to work — especially those who may have felt like outsiders before. Whether it's someone we hired through a community program or someone who found their voice through a leadership opportunity, those are the moments I’m proudest of.
J&T has made progress with inclusive hiring, mentorship, and flexible policies — but there’s always more to do. I want to keep pushing for change not just in policies, but in mindsets — starting with my own team.
What’s next for me is continuing to deepen our leadership development efforts, especially for women in operational roles who want to grow but may not have had the chance yet.
Q Logistics is all about problem-solving and keeping things moving. What’s the most unexpected leadership lesson you’ve learned from working in this fast-paced industry?
The biggest lesson is that sometimes you need to slow down to move forward.
In logistics, everything’s about speed. In less than a decade, J&T Express has grown from a start up in Indonesia to a global logistics player and expanding into some of the world’s most dynamic e-commerce markets — and that pace is incredibly energising.
But what I’ve learned over time is that leadership requires something different. It means knowing when to pause, listen, and ask if we’re solving the right problem — not just the most urgent one. That space to reflect often leads to better decisions, stronger teams, and more sustainable progress.
Photo: Provided
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