It's Not a Legacy, It's Just Me

Recently, someone asked me a simple question: “How do you define yourself as a leader?”

I could have answered with a list of qualities — resilient, collaborative, results-driven. But I’ve learned that leadership isn’t what you call yourself. Leadership is what others experience when they work with you.

So instead of my words, let me share theirs.

Leading Under Pressure

During an unexpected failure in an acid plant, I was entrusted with leading a major repair and replacement. One of my colleagues later wrote:

💬 “Mairim managed complex projects on tight schedules. Her team found innovative ways to get the repair done ahead of schedule and get the plant started up again.”

That wasn’t just about engineering solutions. It was about holding the team together in a moment of crisis, creating clarity when uncertainty was high, and ensuring that everyone knew the goal — and their role in achieving it.

Building Trust Across Teams

Another teammate described me as “approachable, positive, and inspiring, encouraging open communication and always making time to support others.”

For me, this is just as important as technical excellence. Projects succeed because people trust each other enough to move forward. And trust doesn’t happen by accident — it’s built in everyday conversations, in listening, in creating a culture where everyone feels seen.

Precision and Accountability

One process safety engineer highlighted how I coordinated design deliverables before a critical hazard analysis:

💬 “She put in additional effort during her personal time to ensure that project timelines were not compromised.”

This wasn’t about being a hero. It was about ownership. Leadership means taking responsibility for both outcomes and details, ensuring the technical foundation is strong enough for the project to stand on.

Technical Rigor with Human Focus

I’ve been described as “a highly skilled mechanical engineer with project management expertise, consistently delivering high quality documents, aligning teams, and keeping milestones on track.”

That balance — technical rigor + human focus — is where I lead best. Because the math has to work. The codes have to be met. The towers, vessels, and systems must perform. But behind every calculation, there are people depending on clarity, safety, and direction.

The Bigger Picture

Reading these words reminds me: leadership is not a title you claim. It’s the sum of the impressions you leave behind.

Some see me as innovative under pressure.
Others highlight my empathy and accessibility.
Others point to my technical expertise and accountability.

Together, they paint a clear picture of who I am as a leader: someone who bridges the technical and the human, delivering results without losing sight of people.

Leadership is not defined by what you say about yourself. It’s defined by the trust, respect, and results reflected in the voices of others.

Hace poco me preguntaron cómo me defino como líder. Prefiero responder con las voces de quienes han trabajado conmigo: manejo proyectos críticos bajo presión (reparación y arranque de planta, reemplazo de torre), alineo disciplinas (mecánica, piping, compras, seguridad de procesos), cuido el detalle y la comunicación, mantengo hitos y equipos enfocados, y combino rigor técnico con empatía para que las cosas sucedan.
En síntesis: claridad bajo presión, traducción entre disciplinas y resultados sin perder de vista a las personas. El liderazgo no es un título; es el impacto que otros describen después de trabajar contigo.

Want to go deeper? Discover The Catalyst Blueprint — my leadership model for engineers and project managers who lead with heart.

Let’s Connect

I’m always eager to connect with fellow professionals, leaders, and change-makers who believe the real work is human.
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