Usha Benjamin, Editor of Packaging MEA, speaks with Pearljeet Kaur, regional sourcing leader at a global packaging firm, about her unconventional journey from Ecuador’s oil rigs to Dubai boardrooms -and how resilience, adaptability, and purpose drive her mission to break industry molds and open doors for others.
Your journey into packaging came through an unexpected transition from oil & gas. Can you tell us how that shift happened and what you brought with you into the packaging world?
It was 2020, the year everything changed. I lost my job during the pandemic and suddenly found myself without the career I’d spent 15 years building. I didn’t know what was next—only that I had to move forward. Real estate became a stopgap, and it helped me remember what I was capable of: adapting, solving problems, and staying resilient under pressure.
When packaging came into the picture, it wasn’t part of some grand plan—but I saw the opportunity. Interviewing outside of my field was daunting, but I knew my skills were transferable: commercial strategy, stakeholder engagement, decision-making under pressure. I had the grit to navigate chaos and deliver results. That’s what I brought with me.
Today, you lead regional sourcing for a global packaging company. How does it feel to be in a leadership role in an industry where women are still underrepresented?
It feels earned. I’m here because of what I bring to the table—results, strategic clarity, and leadership. But yes, women are still underrepresented in this space, and that’s something I actively work to change.
Representation matters, but it’s not enough. Leadership is about creating room for others, not just occupying space. It means mentoring, speaking up, and showing the next generation that leadership can look different—and still be effective.
That said, I’m part of a company that’s walking the talk on diversity. It’s not just a banner—it’s baked into the way we operate.
What does being a woman in packaging mean to you—and what would you tell younger women entering this space?
It means showing up as my full self—no shrinking, no shape-shifting. Leadership doesn’t need to be loud or stereotypically “tough.” It can be strong and empathetic, strategic and human.
To younger women: You don’t need to check every box to have a seat at the table. Ask questions, take space, and trust that you belong—even when it feels uncomfortable. Your voice matters, just as it is.
Women bring attention to detail, precision, and an incredible focus on execution—all of which are critical in packaging. Paired with vision, those traits drive real outcomes. That’s why we need more women here—at every level.
You’ve worked across high-pressure environments—from onshore rigs to regional management. How have those early engineering experiences shaped your leadership style today?
Those rig days were formative. I remember being the only woman on-site in Ecuador, handling radioactive tools and explosives at midnight. It was unpredictable, high-stakes, and non-negotiable on safety.
That environment taught me to stay calm in chaos. I learned the value of precision, decisiveness, and accountability. I carry that with me into sourcing—where delays cost money, and leadership demands clarity and resilience.
What personal strengths have helped you navigate male-dominated industries—and stay true to yourself along the way?
Resilience, empathy, and trusting my gut. I’ve worked in places as different as Malaysia, Vietnam, Ecuador, and now the UAE. The cultures change, but people everywhere want respect and safety.
There were scary moments. But I learned to pause, trust my instincts, and act. I never tried to be “one of the guys.” I focused on delivering, speaking when it counted, and leading with quiet confidence. That authenticity has kept me strong.
You’ve led complex sourcing projects across continents. What’s one achievement that still makes you proud—and what did it mean to you personally?
One that stands out was during a global integration project in oil & gas. We brought together R&D, commercial teams, suppliers, and global stakeholders to pitch a unified solution. It wasn’t easy—especially aligning across cultures and priorities—but we made it work.
What made me proud wasn’t just the technical delivery. It was the way we showed up—with trust, transparency, and shared ownership. That solution was rolled out globally. It was proof that when people drop their ego, amazing things can happen.
From engineering to sourcing to Pilates instructing—you’ve embraced multiple roles. Why is it important to own your full story, especially in a world that wants people to fit into one box?
Because we aren’t built for just one box. For years, I defined myself by my job. Then I got injured on the field, had to pivot to procurement, and started from scratch again. Eventually, I took on broader roles across Southeast Asia and later moved to Dubai.
In 2020, I lost my job but found myself. I tapped into creative parts of myself I’d long ignored—photography, content creation, even motorcycle riding. I trained as a Pilates instructor. These weren’t distractions—they were a return to wholeness.
Our careers are one part of the story. When we embrace the rest—our creative, intuitive selves—we find balance. I stopped compartmentalizing who I was and started integrating all of it. That’s when I stopped performing and started living with purpose.
What kind of support—or lack of it—did you experience as a woman moving up the ladder? How do you think workplaces can better support women leaders?
Support came in pockets. I had champions, but I also had to fight for space. In many rooms I was either underestimated or ignored. That silence was louder than any criticism.
Companies talk about inclusion, but real support means systems—mentorships, flexibility, psychological safety. It means leaders who don’t just let women in but listen to them once they’re there. Support isn’t just a line in a policy doc. It’s showing up, consistently and intentionally.
What’s your message to young women leaders in the making—and those considering a leap into packaging?
Stop waiting for permission. Take the leap. Learn the ropes, but don’t mute your instincts. The packaging world is shifting, and it needs more women leading with both backbone and heart.
Your path doesn’t need to mirror anyone else’s. Define your own version of success. Ask the tough questions. Lead boldly. And never underestimate what you bring to the room—because this industry needs all of it.
Pearljeet Kaur’s story is a masterclass in courage, adaptability, and self-leadership. As the packaging industry opens up to new voices and ideas, hers is one to watch—and to learn from.
“Leadership is about creating room for others, not just occupying space.”
— Pearljeet Kaur, Regional Sourcing Manager MEA, Huhtamaki Flexible Packaging Middle East.