251 Kohei Noda, Country Director AB InBev Japan

“Leadership is building a strong team that can execute with resilience and deliver consistent results over time.”

“There’s no easy way—other than talking to people—to truly know what’s happening in your organization.”

“You need a balance of patience and impatience to create belief and drive change in Japan.”

“If you say the customer comes first, then the customer has to come first—every day of the week.”

“Engagement isn’t just passion—it’s also connection and commitment, and each needs different actions.”

Kohei graduated from Princeton University in 2011 with a major in Ecology and Evolutionary Biology and a minor in Global Health. Following his graduation, he joined Bain & Company in Tokyo, where he worked as a management consultant from 2011 to 2015.

In 2015, Kohei became one of the founding members of AB InBev Japan as the company transitioned from a distributor-based model to direct market operations. He initially joined as a Brand Manager and quickly rose through the ranks. From 2016 to 2018, he served as Head of Marketing and Trade Marketing. He then spent two years (2018–2020) in China with AB InBev, leading premium brand trade marketing efforts.

Returning to Japan in 2020, he took on the role of Head of ZEDx Ventures, focusing on the company’s growth portfolio and e-commerce. In 2021, he became Commercial Director, managing nationwide sales and trade marketing teams.

He was appointed Country Director in 2022, and now leads a team of approximately 70 employees.

Kohei’s leadership philosophy is rooted in purpose-driven engagement, cultural adaptability, and a structured yet human-centered approach to management. He began his leadership journey at AB InBev Japan by helping to build the organization from the ground up. Early on, he transitioned from being an individual contributor to a team leader, gradually scaling his responsibilities from three direct reports to overseeing a seventy-person organization. This evolution shaped his views on how leadership needs to shift as organizations grow—not only managing direct reports but also leading through multiple layers and ensuring alignment across the entire structure.

Kohei sees leadership as a blend of strategic clarity, consistent communication, and empowering people at every level. He stresses the importance of face-to-face engagement and building trust through transparency, especially in a Japanese context where emotional connection, loyalty, and social harmony are essential. His approach involves structured frameworks around engagement—specifically passion, connection, and commitment—as pillars for organizational culture. These concepts are not just theoretical; they guide concrete actions like offsite gatherings, collaborative planning sessions, and cross-functional problem-solving to address pain points and reduce friction.

One of his most effective strategies has been establishing open channels for innovation through initiatives like a “Shark Tank” pitch format, where employees present business ideas. He emphasizes that listening isn’t enough—leaders must also provide feedback on why certain ideas are or are not adopted to maintain trust and morale.

Cultural alignment is another key focus. Hiring for fit and reinforcing cultural values through regular feedback cycles is central to sustaining the company’s ethos. Kohei believes in cultivating resilience within teams by encouraging calculated risk-taking, building from small wins, and gradually reinforcing a growth mindset.

He also balances global and local expectations, often acting as a bridge between AB InBev’s global vision and Japan’s unique market realities. For him, effective leadership in Japan requires balancing patience with ambition—acknowledging that while change takes time, a leader must still push toward transformation. His ability to navigate these nuances—combined with personal routines like regular exercise and mindfulness—supports both his own resilience and that of the organization.