An important part of the TARA FOR WOMEN team are our MENTORS. Since the birth of the Foundation, it was very important for us to create a comprehensive support network for our entrepreneurs. Support that would provide a 360º support that would nurture each pillar of our entrepreneurs’ ventures. That is why for TARA, the Mentors are fundamental pillars of both the Foundation and the support to our women.
Today we would like to introduce you to one of our mentors: Patricia Gallego.
Patricia is the founder and CEO of Shukran Foods, a company, and mentor of the RENACE TCA project. We wanted to invite Patricia to this space because we know that her trajectory is valuable for any entrepreneur.
Ready to meet her? We invite you to read the interview we did with her!
What would you say is your area of expertise?
My expertise is in getting business projects off the ground. I identify the idea, it is important to detect that there is a market niche, once we have it, I develop the concept from scratch, look for the financing, and put it to work.
How did you come to mentor Tara?
I was approached by someone I appreciated, and I was very flattered. Anything that helps young talent to develop their career or grow their brand is something that all CEOs and managers should do at some point in their lives. Connecting with the younger generation is a win-win, it helps us open our minds, and it connects us to their way of thinking. In turn, they learn from our experience and our achievements, and we guide them to follow the best path.
What is your biggest mistake, and would you be willing to make it again to get to where you are now?
Personally, I don’t like to talk about mistakes, mistakes bring negativity and I believe that some decisions that are made may be better than others but, equally, they are all valid because we learn, and they lead us to where we are now. Looking back to regret seems to me to be a waste of time, the past is the past, and we must always look to the future and better with optimism.
What business decision has been the most momentous in your career, and Why?
When I switched from catering to hummus making. At Shukran we had restaurants, and they were profitable, but I discovered a market opportunity: hummus. A product that was starting to be sold in Spain would have a great future. I decided to put all the machinery to work and focus on this new product that has already conquered the Spanish palate. Now, we are proud to say that we are one of the main market leaders and that our products are sold in more than a thousand points of sale, in Alcampo, Carrefour, El Corte Inglés, Froiz, Grupo Más, Ahorramas, Dia…
What is the secret to managing a team well?
Transparency and trust. A CEO always needs his or her team, and to do so, they must be looked after. The team must be united and always know what is going to happen in the company. That way, the commitment to the company will always be greater.
Is there anything I should be afraid of professionally?
There is no such thing as fear in the business world, there are challenges. The adrenaline that runs through your veins when you are looking for financing when you are about to launch a new product when you make a strategic decision. CEOs face these challenges every day, but it’s our job.
Which leadership skill has been the most difficult to cultivate?
Patience!. I would like everything to be more agile, but against the environment and the situations that surround us, it is very complicated. They have been hard years that have helped me to be more patient and to understand that not everything can be controlled. COVID, Philomena, the war in Ukraine… these are situations that have caused a lot of personal and material damage, but from which we have come out stronger because they have taught us the fragility of the world we live in and the need to keep a cool head to make the best decisions.
There is no such thing as fear in the business world, there are challenges. The adrenalin that runs through your veins when you are looking for funding when you are about to launch a new product when you are making a strategic decision. CEOs face these challenges every day, but it’s our job.