245 Carl Moser, President of Vollmer Japan Corporation

Previously, Carl was President of ODU Japan, Technology Support DMG Mori. He graduated with an MA in Business Administration from the University of Augsburg

Carl’s journey from discovering Japanese sword arts to leading a German machine tool subsidiary in Japan illustrates the fusion of cultural appreciation and professional growth.

Carl began his Japanese experience through martial arts and language studies, which eventually led to a career in Japan. Starting in technical sales at Mori Seiki, he gradually moved into leadership roles, eventually founding the Japanese subsidiary of a German firm, ODU, before transitioning to Vollmer Group. His experience spans navigating Japan's complex distributor relationships, handling cultural barriers, and building businesses from scratch.

One key leadership theme Carl emphasized was the importance of quick wins to gain trust early on—like simplifying travel reimbursement procedures and reducing unnecessary paperwork, which signalled a shift from rigid bureaucracy to a more agile, empowering culture. He also highlighted the value of consistent communication with headquarters, managing upward to ensure German leadership understood the unique pace and nuances of the Japanese market.

Hiring was initially difficult due to Japanese candidates’ aversion to risk and unfamiliarity with the foreign brand. He noted the challenge of recruiting technical talent that balances language skills with subject expertise, advising against overemphasizing English ability at the expense of core competence.

Carl believes that trust is built through consistency, listening, and following through on promises. His leadership style values accountability while encouraging open communication. To foster ideation, he purposefully floated imperfect ideas to prompt feedback and create a psychologically safe space for team input. Mistakes, he said, are acceptable—but only once—emphasizing learning without repeating errors.

Leading a team as a foreigner in Japan, Carl acknowledged the advantage of being able to speak more directly than a native might. Still, he maintained cultural sensitivity, advocating for stability, predictability, and fairness in leadership. He encourages new leaders in Japan to be patient, question inefficiencies, avoid arrogance, and focus on consistent engagement rather than quick fixes.

Personally, Carl credits practices like martial arts and meditation for maintaining balance. He also continues to challenge himself by learning new things, including Mandarin, reflecting his belief in lifelong learning.

Ultimately, his approach blends structure and flexibility, emphasizing respect for Japanese norms while gently modernizing operations—an effective leadership model for foreign executives in Japan.