243 Alberto Fochesato Managing Director of Würth Industry Japan
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
Release Date: 04/11/2025
266 Evan Burkosky, Co-Founder & CEO, Kimaru AI
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
“Japan’s strength in rule-based processes has become its weakness in today’s information age.” “In Japan, leadership succeeds when data removes uncertainty and consensus replaces command.” “Risk is not avoided in Japan; uncertainty is — and data is the antidote.” “To lead here, map out every cause and effect until the team sees clarity in the decision.” “Leaders thrive by respecting tradition first, then carefully opening the door to innovation.” Evan Burkosky is the Founder and CEO of Kimaru, a Tokyo-based decision intelligence startup helping supply...
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265 Nate Hoernig Founder Humble Bunny
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
“Leaders are responsible for laying the road of brick, clearing the fog, and saying, that’s our path.” “If leaders are going to be strict on people, they must be even stricter on themselves.” “Trust isn’t built once—it rises when things go well and degrades when the company struggles.” “Ideas should begin without judgment; the mindset must be ‘how could we make it work?’” “A leader can’t just do the work for people—the role is to show the way forward.” Previously, Nate was Create Director at Nikko International. He graduated in Graphic Design from...
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264 Richard Cohen, Founder Village Cellars
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
"If you feel you should say something, shut up for a little while and work out what's going on." "Leadership starts with humility, respect, and the ability to listen to people." "Always avoid saying, ‘I’m bringing this in because something’s not quite right.’ That doesn’t work." "If you’re at the top, you take responsibility for just about everything that happens." "Work harder than everybody else, but let others feel instrumental in getting the job done right." Previously Richard was a Mining Engineer at Bougainville Copper Limited, an Engineer – at his Father-in-law’s...
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263 Glen Argyle, President Baxter Japan
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
“Leadership is the ability to bring people to somewhere they didn’t think they could go.” “If you want to do co-creation, you have to do co-creation—consistently. You can’t just turn it on and off.” “Don’t focus only on your English speakers; that creates toxic politics inside the organization.” “There’s no point being afraid of change—it’s coming anyway, so embrace it and lead from the front.” “Your people know you better than you know them. Consistency builds credibility and trust.” Previously Glen was Co-Founder of KGD International G.K.; Chief of Staff,...
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262 Hideo Goto, President Schick Japan
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
“Walk the talk is the most powerful way to build trust.” “Beauty grooming didn’t exist—it was a new word to reflect a new purpose.” “People didn’t see themselves in the beauty industry until they started to look in the mirror.” “Recognition isn’t just celebration—it’s about noticing the mindset, not only the results.” Previously Hideo was Country Manager, Beauty Care Japan & Korea at Henkel; General Manager of several divisions at L’Oreal in Japan & Taiwan; Product Manager at Johnson & Johnson. He has a BA from Meiji University and an MBA form...
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261 Elio Orsara, Founder Elios Locanda Italiano
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
1. “If my motivation is to make the best product, the money will follow as a consequence.” 2. “A leader must give up ego and put the right people in the right place—even if it risks their seat.” 3. “You have to read the atmosphere; the same person may need a different approach each time.” 4. “To be a leader, you have to suffer, take the hard way, and do the work yourself first.” 5. “If you don’t care about people, then don’t do this job—leadership is a people business.” Elio...
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260 Chris Mohler, CEO Gap Asia
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
“You can ask four thousand people to adjust to you, or you can adjust to them.” “If we want the stores to be successful, they need to feel heard—because their success is our success.” “When I tried to dictate ideas top-down, the organization kind of choked on it.” “Servant leadership means pushing popcorn carts, steaming clothes, and knowing everyone’s name.” “In Japan, things take longer to get moving, but when they do, they execute beautifully.” Previously Chris was CEO Gap China; CFO Gap Asia; CFO Gap China; Senior Director Of finance The Nature’s Bounty Co.;...
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259 Kasper Mejlvang, President Novo Nordisk Pharma Japan
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
“Most of any leader’s job is change management—setting a vision people buy into and aligning them behind it.” “I view the organisation as an inverted triangle—the frontline is at the top, and we serve them.” “You should be most concerned when your performance board is all green. Red means there’s something to learn.” “Trust in Japan isn’t optional—it’s the foundation of everything, and it can’t be rushed.” “Leadership isn’t about a role or title—it’s about helping others grow and succeed around a shared purpose.” Previously Kasper was...
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258 Duncan Harrison, Managing Director, JAC International
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
“In Japan, if you want performance, you need ultra-clear expectations—people need to know the goal.” “Building trust means creating a safe environment where it’s okay to make mistakes.” “Consensus-building is not optional in Japan—it’s how decisions gain traction.” “Every new joiner has lunch with me and a one-on-one at three months—connection matters.” “Leading is about inspiring, guiding, and empowering people toward a common purpose.” Previously Duncan was Executive Director-Head of Asia Hamlyn Willams; Country Manager, Robert Walters, Korea; Associate...
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257 Yvette Pang, CEO International Logistics Company
Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan
“We walk the talk—not talk the talk.” “Expect the unexpected—Japan will challenge every assumption you bring.” “The language we use programs our mindset—'we' means we’re in it together.” “Creating little leaders is more powerful than just giving orders.” “Trust here runs deeper—it's built case by case, moment by moment.” Previously Yvette was Managing Director Hong Kong and South China; National Sales Manager, Hong Kong, South and West China; Business Development And Key Account Manager, Greater China. She has a Master of Science from the University of...
info_outlinePreviously Alberto was Sales Director-Industry APA in HoChiMinh, Sales Director-Industry APA Shanghai, Sales Director -South/East China Shanghai, Purchasing and Logistic Assistant Manager CTC Clatronic Padova Italy, HR & Market support Driving Force Asia Shanghai, Timesharing sales Representative Interval International Italy
He has a BA and MA from Universita Ca’ Foscari Venezia.
Alberto offers a rich and reflective account of his leadership journey and philosophy in his interview. A linguist by education, Alberto’s fascination with languages and cultures led him from Italy to China and eventually to Japan, where he launched Würth’s new operation. His path to leadership was shaped by cross-cultural experiences and a strong belief in curiosity, adaptability, and connection.
Alberto emphasizes that leadership, particularly in a multicultural context, requires more than strategic planning—it demands emotional intelligence, cultural awareness, and the ability to inspire trust. Establishing Würth Industries Japan from scratch, he understood early on that success hinged not only on business acumen but also on building a resilient and engaged team. He sees recruitment as the foundation of retention: hiring people with the right motivation, and being transparent about both the opportunities and challenges ahead. He believes in aligning individual values with company culture, which for Würth is deeply rooted in gratitude, respect, humility, and curiosity.
To retain talent, Alberto fosters a collaborative culture where trust and open communication are paramount. He instituted monthly one-on-one meetings to ensure employees feel heard and supported, emphasizing empathy and adjusting his management style to better fit the Japanese context. He candidly acknowledges that being direct and fast-paced, as was effective in China, required tempering in Japan to avoid cultural misalignment.
He is a firm believer in creating a shared company spirit. In his view, remote work, while necessary during COVID, can hinder team cohesion. Thus, he encourages regular in-office interaction to cultivate connection and engagement. He values ideation and encourages his team to think creatively within company frameworks—what he calls “making the box bigger” rather than thinking outside it.
Alberto likens leadership to rugby, a sport he once played, emphasizing that success comes not from individual stars but from coordinated teamwork. A leader, he asserts, is like a coach who must assemble diverse talents and create a strategy where everyone’s role is vital. His leadership style is marked by humility, a focus on long-term commitment, and a deep desire to help people grow. Above all, he champions leading with authenticity and purpose, building trust not through declarations, but through consistent actions.