Building Trust and Delivering Results

In operations where millions of drivers only notice the system when something goes wrong, leadership means urgency, accountability, and culture. Sandra Mata, Operations Manager, TransCore shares how she keeps teams, clients, and timelines aligned, why listening is as critical as communication, and what it takes to lead in an always-on world.  

Q: You've built your career in operations at TransCore. What was the moment or operation that made you realize, "this is exactly where I want to lead"?

The moment I knew "this is where I want to lead" was when I transitioned from systems integrator to project management at TransCore.  I valued the technical foundation, but I was more energized by bringing people, priorities, schedules, and resources together than configuring devices or testing networks.  That sparked my passion for leadership — creating clarity, removing barriers, holding teams accountable, and helping people perform at their best. Now as Operations Manager, I use that experience to guide, support, and empower others while keeping us focused on our collective goals.

Q: TransCore operations are 24/7/365 — statewide including millions of transactions that can't fail. Can you walk me through a project you managed where and how you kept the team, the client, and the timeline together?  

Managing complex city projects like Aventura and Miami Beach shaped me as a leader — teaching me to juggle multiple priorities while maintaining high customer service and meeting demanding timelines where failure is not an option.  In operations, responsiveness, communication, and accountability are critical, but communication must be paired with listening.  I lead with an approachable, accessible style so both my team and clients feel comfortable sharing concerns, ideas, and challenges — allowing field issues to be resolved quickly and clients to feel truly heard.  That approach builds trust, balances competing priorities, and keeps projects moving forward.

Q: As an Operations Manager, you sit between field technicians, traffic operations center staff, engineers, and DOT clients — all while serving a public that only notices the system when something goes wrong. What have you learned about leading people and building culture in that kind of always-on environment? 

Urgency and commitment are essential in customer operations, and leading in an "always-on" environment has taught me that culture is just as important.  I set the expectation to be proactive, respond quickly, and stay committed to finding solutions — for myself and my team.  At the same time, I create a balanced environment where technicians, supervisors, and leads feel supported, valued, and accountable.  Building trust internally and strong relationships with cities and state agencies has shown me that effective leadership is about results and creating a culture of open communication, mutual support, and ownership.

 Q: You've been a key contributor to ST Engineering’s MOVEment on behalf of TransCore.  For people who aren't familiar, how would you describe what the MOVEment is about and what is one concrete moment from the MOVEment that you are most proud of?

This is my second year leading TransCore's MOVEment event, and it has been one of the most rewarding experiences for me.  I treat every commitment as my own project, and MOVEment lets me combine that mindset with what I value most: promoting wellness, building connections, serving our communities, and supporting charitable causes.

The most rewarding part has been hearing from participants worldwide how proud they are to be part of a company that prioritizes wellness, gives back, and recognizes their participation.

 Q: Operations and ITS are still male-dominated fields, especially in operations leadership. As a woman Operations Manager overseeing systems millions of drivers rely on every day, what do you want young women considering this path to understand about the work — and what still needs to change to get more of them into operations leadership?

Build a strong foundation through experience, skill development, and mentorship — certifications help, but real leadership comes from hands-on learning over time.

Early in my career as often the only woman on the team and the only female PM in my office, I learned to trust my knowledge and lead with confidence grounded in experience and humility.  Women supporting women is essential, but lasting change also requires allies who recognize potential and create opportunities. I was fortunate to have managers who believed in me, which showed me that advancing women takes all of us.

 Q:How do you recharge when you're off the clock? What do you enjoy spending your time on outside of work that helps you bring your best self back to the team?

I enjoy time with family and friends, sunsets at the beach, traveling with my husband, reconnecting with nature, and time with my two Pomeranians.  Yoga and meditation help me slow down and reset, while dancing is how I truly disconnect and recharge.

I am passionate about giving back — serving others gives me purpose, and leading the TransCore Cares committee has allowed me to build meaningful connections and make a positive impact in our communities.  I try to appreciate every moment and stay grateful, which helps me return to the team refreshed, energized, and ready to give my best.