Quick 5 Interview with Maria Evangeline Veloso from ADEKA Al Otaiba Middle East
Team AdvantageClub.ai
April 30, 2026
In the heavy industrial sector, where productivity is often measured by chemical output and technical precision, it is easy for the human element to become secondary. For Maria Evangeline Veloso, HR Manager at ADEKA Al Otaiba Middle East, the goal is the opposite: ensuring that every individual—from the factory floor to the boardroom—feels seen and respected. Navigating the complexities of a leading chemical manufacturing joint venture, Maria has built a reputation for leading multicultural teams with a rare blend of industrial rigor and profound empathy.
A winner in the Achievers category for MAW 2026, Maria draws inspiration from icons of compassion to prove that kindness is a strategic asset in a high-performance culture. In this conversation, she explores why “patterns” in feedback matter more than single complaints, the importance of treating respect as a non-negotiable standard, and why her ultimate goal is to build a culture that thrives long after her own tenure.
Q1: How do you integrate feedback from employees into your leadership decisions, especially when it comes to enhancing workplace culture or recognition programs?
A1: I don’t just collect feedback; I look for the patterns within it. A single complaint might be noise, but when I hear the same sentiment from different people, that is a signal for me.
For example, if employees feel that recognition is lacking, I don’t just jump into big, flashy programs right away. I start small: What kind of recognition actually matters to them? It might be public praise, growth opportunities, or just simple appreciation. I then test an idea, adjust it, and improve it. The most important thing for me is making it visible that their feedback led to the change. If people don’t see results, they stop speaking up.
Q2: As an HR leader, you likely deal with multiple priorities each day. How do you manage time effectively to ensure you’re present for your teams while also focusing on strategic goals?
A2: I don’t treat everything as equal, because it isn’t. I divide my time into three pillars: People, Operations, and Strategy. People always come first. In HR, if the team is struggling, everything else in the organization slows down.
I block time for focused, strategic work, but I stay accessible for urgent matters. I am also very clear on what actually needs my personal attention versus what can be delegated. At the end of the day, time management is really about decision-making—knowing exactly where you can create the most impact.
Q3: Who or what has been your biggest source of inspiration throughout your career, and how does that influence how you lead your team today?
A3: My answer might be a bit unconventional. I have always been drawn to leaders like Mahatma Gandhi, Mother Teresa, and Princess Diana—not because of their status, but because of how they treated people.
What stayed with me is how they showed respect and compassion, especially to those who are often overlooked. It made me realize that leadership isn’t just about authority; it’s about how you show up for people. I carry that with me in a very simple way: I treat everyone with the same level of respect, no matter their rank. Whether I am dealing with senior management or support staff, that doesn’t change. People remember how they were treated more than anything else, and for me, that is what builds a lasting culture.
Q4: As the nature of work changes, what innovative approaches are you taking to keep employees engaged and maintain a sense of belonging, especially in a hybrid or remote environment?
A4: Engagement is less about activities and more about connection and clarity. People need to feel seen, know what is expected of them, and understand how their work matters.
Instead of overloading teams with programs, I focus more on clear communication and consistent check-ins—recognition that feels genuine rather than forced. In hybrid setups, the small things matter more: quick responses, visibility of work, and making sure no one feels “out of sight, out of mind” simply because they aren’t physically present.
Q5: What is one legacy you hope to leave in your HR career, and how do you plan to build a sustainable future for both employees and the organization?
A5: I want to build a workplace where people feel respected, supported, and clear about what they are working towards. I don’t just want good policies on paper; I want a culture that actually works in real life.
If I have done my job well, the systems, leadership habits, and culture will continue even when I am no longer there. That is what I consider real impact—something sustainable that is not dependent on one person alone.
Stay tuned for more such insightful interviews from our Quick 5 Interview Series!
