Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Japan's Top Business Interviews is the premier business interview podcast for people who want to know more about business in japan. The guests cover a range of industries and organisation sizes, to present a thorough overview of issues with leading in Japan. If you are a leader, especialy someone leading in Japan, then this is the podcast for you.

265 Nate Hoernig Founder Humble Bunny 09/12/2025

265 Nate Hoernig Founder Humble Bunny “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 Indiana University Bloomington. What makes leadership in Japan unique? Leadership in Japan requires navigating humility, consensus, and a conservative approach to risk. Hoernig explains that Japanese professionals often prioritise stability, influenced by parents and grandparents, making it harder for start-ups to recruit talent. Unlike Western markets, where independence is prized, in Japan family approval plays a decisive role. How do global executives succeed in Japan? Success requires adapting strategies to Japan’s consumer behaviour. Hoernig’s team created a framework addressing eight “lenses” of Japanese decision-making. By applying this, brands saw a 5.7x improvement in results, overcoming the common underperformance foreign companies face. This structured, fact-based approach has proven critical for trust-building and credibility. What leadership style works best with Japanese teams? Hoernig stresses flexibility, conscientiousness, and systems over personality. His monthly surveys, “hands in sessions,” and “widening the diamond” lexicon provide avenues for staff to contribute safely. Japanese employees, he notes, respond well when given structure, opportunities to learn, and flexibility rarely found in domestic corporations. How can small firms build trust in a market dominated by giants? Trust in Japan is built less on contracts and more on promises kept. Even when business downturns hit, Hoernig emphasised delivering on commitments and maintaining transparency with staff and clients. This long-term relational focus often outweighed short-term losses, reinforcing the company’s credibility. What is Hoernig’s definition of leadership? For Hoernig, leadership means clearing the fog, laying the road ahead, and pointing to the destination. Leaders must balance functional direction — milestones, goals, frameworks — with personal growth, empathy, and resilience. In Japan, where ambiguity and indirectness dominate, clarity and consistency are essential for teams to follow with confidence. /episode/index/show/japanstopbusinessinterviews/id/37889115

264 Richard Cohen, Founder Village Cellars 09/05/2025

264 Richard Cohen, Founder Village Cellars "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 Metallurgical Company, Toyama, Japan, Founder & Design Engineer – Independent Export Engineering Business Richard’s leadership philosophy is anchored in respect, humility, and patience—qualities he views as essential for building trust and inspiring loyalty, especially in Japan. He believes that small, deliberate actions carry more weight than grand declarations. For example, he stresses the importance of learning simple but culturally significant greetings, using them at the right moments to establish rapport and credibility. These small demonstrations of cultural understanding, he argues, can open more doors than technical expertise alone. Patience is another defining element of his approach. He warns against rushing to impose solutions, even when the answer seems obvious. In his experience, prematurely interrupting discussions or pushing for immediate action often backfires in the Japanese context. Instead, he advises allowing everyone to have their say—even if it means revisiting the same points multiple times—because it preserves harmony and ensures that when action is taken, it is supported by the group. This measured pace, though slower, builds stronger alignment and avoids alienating colleagues. For Richard, leadership is also about creating an environment where problems are addressed collaboratively rather than through blame. When issues arise, he prefers to spend time alongside the people directly involved, observing their work and experimenting with alternative approaches himself. This hands-on troubleshooting not only leads to better solutions but also signals to the team that leadership is invested in the outcome. By shouldering responsibility and avoiding public criticism, he fosters an atmosphere where people feel safe to speak up and contribute ideas. Empowerment is built into the structure of his business. Sales performance, for example, is measured relative to the specific customers each salesperson manages, rather than through blanket volume comparisons. This ensures fairness, keeps competition healthy, and allows team members to focus on improving their own accounts rather than comparing themselves to colleagues with very different portfolios. It also encourages voluntary problem-solving: rather than being told they are underperforming, salespeople often self-identify areas for improvement and seek guidance. Richard also understands the importance of leading by example. He believes that working harder than anyone else—and being seen to do so—creates a natural influence that doesn’t require constant enforcement. When necessary, he will stay over weekends to fix a problem so that it’s resolved by Monday morning, demonstrating commitment and setting a standard for others. He cautions leaders against framing change as a correction for something “wrong,” as this creates resistance and defensiveness. Instead, he introduces new initiatives as opportunities to build or improve, inviting others to shape and adapt them. This gentle but purposeful approach helps innovation take root without undermining existing practices. Ultimately, Richard defines leadership as the ability to guide others toward shared goals without undermining their dignity or sense of contribution. In his view, success comes not from commanding obedience but from inspiring people to feel that they own the results. By combining cultural sensitivity, patience, and a genuine willingness to share credit, he has built a loyal, long-serving team—proof that in Japan, trust and respect are the true /episode/index/show/japanstopbusinessinterviews/id/37741585

263 Glen Argyle, President Baxter Japan 08/29/2025

263 Glen Argyle, President Baxter 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, President’s Office Bayer Holdings, Bayer Yakuhin Japan; Vice-President General Manager, Japan Syneos Health Clinical Solutions; Director Government & Industry affairs, Takeda Pharmaceuticals; Director, Office of President & CEO; Manager IBERICA Holdings Japan; Corporate Planning & Portfolio & Product Strategy Planning Dainippon Sumitomo Pharma. What role does storytelling play in leadership in Japan? Glenn emphasises that leaders must give their teams a compelling story—one that is realistic yet inspiring, stretching potential without breaking credibility. Vision alone is insufficient; it must be supported by consistent communication, regular progress updates, and visible actions that prove the leader is living the values of the organisation. In Japan, where employees often anticipate the worst if left uninformed, transparency is the most effective way to prevent negativity and build alignment. How should leaders engage with employees in Japan? Engagement begins with listening. When stepping into a leadership role, Glenn made a point of conducting one-on-ones, group lunches, and field visits with customers and sales teams. This was not only to introduce himself but to gather insights from staff at all levels. By synthesising these perspectives into strategic actions, he built credibility and showed respect for employees’ experience. For him, engagement is less about imposing a new narrative and more about co-creating it with the organisation. Why is credibility so important for leadership trust in Japan? Trust, Glenn argues, is built on credibility—the single most important factor employees look for in their leaders. Employees observe their leader’s behaviour closely and adjust accordingly. Consistency, respect, and openness are non-negotiable. Trust is also reinforced by how leaders handle mistakes. In Japan’s perfectionist culture, errors are often stigmatised, yet Glenn maintains that mistakes must be framed as learning opportunities. Instead of rejecting ideas outright, leaders should explain decisions and encourage teams to test new approaches within agreed boundaries. How can leaders overcome silos and matrix challenges? Japan’s business environment is marked by entrenched silos and the complexity of global matrix structures. Glenn’s approach is to create opportunities for cross-functional interaction, sparking collaboration by bringing teams together in informal settings. He sees the role of a country manager as a translator—bridging corporate headquarters’ expectations, Japan’s cultural context, and his own leadership style. Importantly, he avoids walling Japan off as a “kingdom,” instead advocating for Japan to be a proactive participant in global change initiatives. What advice does Glenn have for foreign leaders in Japan? He advises incoming leaders to resist steamrolling with bold directives. In his experience, such behaviour leads to surface compliance while staff quietly wait for the leader’s departure. Instead, he recommends authenticity—defined not as brash self-assertion but as inclusivity, diversity, and consideration. Being authentic in Japan means listening, asking questions, and drawing out the deep sense of ownership that employees already hold for their work. What is Glenn’s definition of leadership? Ultimately, Glenn defines leadership as creating change and bringing people somewhere they did not believe they could reach. It is not about individual heroics but about crafting a collective journey, enabling people to grow and succeed together. This philosophy reflects both his global career trajectory and his long immersion in Japan’s corporate culture, offering a pragmatic yet inspiring blueprint for effective leadership in one of the world’s most complex business environments. /episode/index/show/japanstopbusinessinterviews/id/37741575

262 Hideo Goto, President Schick Japan 08/22/2025

262 Hideo Goto, President Schick 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 Thunderbird School Of Global Management. Hideo leads with a transformational mindset rooted in purpose, clarity, and genuine human connection. His leadership approach centers on revitalizing legacy organizations by redefining their identity and embedding a culture of innovation, joy, and self-belief. Across five successful turnaround cases in his career, Hideo discovered that real change begins not with strategy, but with a compelling purpose and vision. At Schick Japan, he introduced the idea of “beauty grooming” as a new brand identity—transforming shaving from a commodity into a value-rich, emotionally resonant experience. This pivot reimagined the business from a transactional model reliant on discounts to one driven by brand value and aspiration. To implement this shift, Hideo engaged in one-on-one conversations with all 110 employees within the first two months. This individual engagement served a dual purpose: to build trust and to carefully test and refine his ideas based on team feedback before rolling them out. Through these personal interactions, he unearthed stories—like a senior employee’s joyful transformation using hair color—that became powerful internal case studies. By elevating that individual as a “beauty ambassador,” Hideo catalyzed a grassroots movement that encouraged self-care, pride, and alignment with the new company purpose. Recognizing that vision needs more than words to take hold, Hideo invested heavily in visual and cultural transformation. A dramatic office renovation served as a physical manifestation of the company’s new identity. The modern, light-filled space brought the abstract idea of “joyful beauty grooming” to life and signaled serious commitment to change. This, paired with the creation of an on-site innovation studio, reinforced the values of creativity and forward momentum. Hideo believes in “walking the talk” as the cornerstone of building trust. By visibly following through on promises—whether it’s office renovation, launching new products, or creating a culture of recognition—he demonstrates integrity in action. He instituted a structured recognition culture, teaching managers to appreciate not only results but also processes and mindset. He emphasizes the importance of linking every achievement back to the company’s core values, reinforcing a culture that is both consistent and inspiring. His leadership style is characterized by balance—between top-down direction and bottom-up input, between Western urgency and Japanese reflection, and between innovation and cultural sensitivity. He tailors his approach depending on readiness, starting with senior leadership, cascading through middle management, and then to staff. He nurtures psychological safety by decoupling innovation from punishment, encouraging experimentation while accepting failure as part of growth. For Hideo, transformation is not a single event but a step-by-step evolution: purpose and vision, then strategy, followed by organizational alignment, early wins, recognition and celebration, and finally, values reinforcement and cultural embedding.His ability to translate abstract concepts into tangible systems and environments, while maintaining an authentic and inclusive leadership presence, has made him a standout figure in modern corporate leadership in Japan. /episode/index/show/japanstopbusinessinterviews/id/37634700

261 Elio Orsara, Founder Elios Locanda Italiano 08/15/2025

261 Elio Orsara, Founder Elios Locanda Italiano 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 Orsara began his career at the Grand Hotel San Michele in Calabria, then worked in Milan and London, opened his first restaurant in Spain, joined the Love Boat with Princess Cruises in the U.S., worked in Italian restaurants in Los Angeles, moved to a high-end golf course in northern Italy, became a supervisor at the Shin-Kobe Oriental Hotel in Japan, produced restaurants for the Daiei Group, and in 1996 opened Elio Locanda Italiana in Tokyo. Awards and Honours 1998 – Ristorante Italiano 1999 – Best Italian Restaurant, ICCJ 2006 – Knight of the Order of Merit of the Italian Republic (Cavaliere) 2009 – Calabria Excellence Award 2011 – Italian Hospitality International Certification 2012 – Officer of the Order of Merit of the Italian Republic (Ufficiale) 2017 – Ambassador of Stocco di Mammola 2019 – Commander of the Order of Merit of the Italian Republic (Commendatore) Elio’s philosophy of leadership is rooted in lived experience, resilience, and a deep respect for people. His journey from a young dreamer in Italy to a successful restaurateur and multi-business owner in Japan shaped his view that leadership is not learned in theory but forged through hardship and personal accountability. He believes true leaders must first endure and overcome challenges themselves before guiding others. For him, leadership is less about rigid formulas and more about adaptability, emotional intelligence, and a willingness to keep learning. Central to his approach is the belief that leadership is fundamentally about people. In the hospitality business, technical skill matters, but without genuine care for customers and staff, success cannot be sustained. Elio treats every guest as an individual, reading the situation and adjusting his approach to create comfort, trust, and connection. He applies the same principle to his staff, emphasizing empathy, education, and personal growth. For young recruits, he looks for ambition and motivation, preferring those who aspire to run their own business rather than settle into a lifetime of employment. He invests heavily in training, even sending staff to Italy to deepen their understanding of food culture, and he maintains loyalty through long-term relationships, profit-sharing, and respect for their personal lives. His restaurants enjoy unusually high staff retention, which he attributes to creating a family-like atmosphere and recognizing each individual’s value. He rejects the insecurity that causes some leaders to avoid hiring people more capable than themselves, instead surrounding himself with complementary strengths to cover areas where he lacks expertise. Elio’s leadership style blends influences from multiple cultures—American business acumen, Japanese service philosophy, and Italian warmth and passion. From the Japanese, he learned patience, discipline, and the value of sustained effort; from the Americans, an entrepreneurial mindset; and from his Italian heritage, the importance of hospitality, human connection, and pride in craftsmanship. He is pragmatic about the realities of business risk, having weathered major setbacks, including the challenges following the 2011 Fukushima disaster. In such crises, he believes leaders must not only manage the business but also sustain morale, finding ways to keep teams engaged and feeling purposeful. His decision to deliver food to disaster-stricken areas after Fukushima exemplified this—addressing both community needs and staff motivation. Delegation, for Elio, is about trust and timing. He identifies capable individuals within his organization, aligns their responsibilities with their skills, and gives them both autonomy and a share in the rewards. While expansion is necessary to create opportunities for ambitious staff, he avoids diversifying outside his area of expertise, focusing exclusively on the food business where he can lead from a position of deep knowledge. Ultimately, Elio sees leadership as an act of service—serving customers, employees, and the broader community. It requires humility, constant self-critique, and the courage to make decisions that prioritize people and quality over short-term profit. For him, success comes when a leader creates an environment where both people and business can thrive together. /episode/index/show/japanstopbusinessinterviews/id/37728520

260 Chris Mohler, CEO Gap Asia 08/08/2025

260 Chris Mohler, CEO Gap Asia “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.; Procter & Gamble Global Grooming (Gillette) Senior Finance Director; Finance Director CVS Customer team; Finance Director Innovation Portfolio; Finance Associate Director, Supply Chain/Logistics; Global Oral Care, Finance Group Manager FP&A; Senior Cost Analyst Supply Chain & Sarbanes Oxley Consultant; Control Analyst Internal Audit; Market Analyst Prague Stock Exchange; Economic Analyst Cekia Capita; Information Agency. He has a BS in Finance from the Indiana University Kelley School of Business and an MBA from Loyola University Maryland. Chris exemplifies a flexible, people-centred leadership style shaped by diverse experiences across consumer goods, private equity, and global retail. He views leadership as a balance between strategic clarity and hands-on engagement, shaped by his foundational training at Procter & Gamble, intense operational rigor in private equity, and the fast-paced responsiveness required in China. However, it is in Japan where his adaptability and emotional intelligence have most fully matured. Chris believes in deeply understanding the customer before driving innovation—a principle ingrained during his P&G days. In both China and Japan, he introduced more structured innovation cycles, ensuring that products and experiences are tailored to a well-defined customer persona. While in China he could drive initiatives top-down with urgency, in Japan he quickly recognized the need for more bottom-up engagement, realizing that imposed ideas often met silent resistance. Instead, he focused on seeding ideas with trusted team members, allowing ownership and momentum to build organically. Servant leadership is central to Chris’s philosophy. He leads visibly from the front—working in stores monthly, performing basic tasks alongside staff, and reinforcing that success is shared. This symbolic participation builds trust and credibility across his 150-store organization. He also insists his leadership team do the same, embedding a culture of humility and visibility. Post-COVID, Chris identified and revitalized atrophied systems around employee development. He reinstated learning, mentorship, and career progression programs, recognizing that employees across all cultures crave growth and personal investment. He also emphasizes structured team building and regular in-person engagement, despite operating in a hybrid work environment. By setting expectations for in-office presence and making time in the office meaningful—with one-on-ones, development events, and volunteering—he balances flexibility with cultural cohesion. Trust, for Chris, is not assumed but earned through small, consistent actions—knowing names, listening attentively, acknowledging wins, and giving regular recognition through newsletters, meetings, and store visits. He is acutely aware of cultural dynamics in Japan and chooses to adapt his style, knowing that a soft, relational approach fosters followership more effectively than authoritative direction. Chris also champions inclusive values in a culturally resonant way. Whether it’s supporting women in leadership, valuing age diversity, or promoting community volunteering, he localizes global values for the Japanese context. His efforts extend to embedding pride initiatives and community outreach in business-as-usual operations, reinforcing that culture isn’t separate from business—it is business. Ultimately, Chris’s leadership is anchored in clarity of purpose, authentic connection with people, and cultural fluency. He doesn’t impose change but cultivates the conditions for it. In his words and actions, leadership is not about control—it’s about enabling others to thrive. That mindset, combined with strategic discipline and personal humility, allows him to lead across borders, industries, and cultures with impact. /episode/index/show/japanstopbusinessinterviews/id/37560015

259 Kasper Mejlvang, President Novo Nordisk Pharma Japan 08/01/2025

259 Kasper Mejlvang, President Novo Nordisk Pharma 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 General Manager, Novo Nordisk Denmark & Iceland; Corporate Vice President DFP Manufacturing Development; Corporate Vice President Novo Nordisk Production S.A.S.; Vice President Aseptic Production; Corporate Vice President Global Support; Corporate Vice-President Insulin Manufacturing; Corporate Vice-President CMC Support R&D. He has an Executive MBA from IMD; an MSc Psychology from Kobenhavns Universitet-University of Copenhagen and an MSc Management from the University of Bath. Kasper’s leadership journey reflects a blend of purpose-driven conviction and operational adaptability. Beginning as a psychologist, his career at Novo Nordisk has spanned over two decades and included transitions from HR to manufacturing, R&D, and commercial operations. This multidimensional path helped him develop a leadership style that balances strategic thinking with deep human insight. He views leadership not as a formal mandate but as the ability to rally people around a shared purpose and help them succeed collectively. Kasper sees change management as the cornerstone of leadership. For him, setting a compelling vision, aligning people behind it, and then designing an organisation that can execute effectively are vital. He believes a leader must master both the financial and human elements of business—but often, the human side is overlooked. His training in psychology gives him a significant advantage in navigating complex interpersonal dynamics and building engagement. In Japan, Kasper encountered leadership challenges and cultural nuances that required adaptation. He was pleasantly surprised to find Japan’s corporate culture less hierarchical than expected, describing it as “middle-up-down,” where middle management plays an essential role in shaping and executing strategy. However, he found consensus-building mechanisms like nemawashi both a strength and a barrier—excellent for execution but often limiting for rapid innovation. To counter these constraints, Kasper has implemented informal listening tours, smaller discussion forums, and ambassador-driven strategy sessions to surface ideas from the front line. He emphasises purpose as the unifying force. By focusing on “creating healthy longevity” for patients, he finds alignment across departments and geographies. His model places the front-line staff at the top of an inverted triangle, with leadership tasked with removing barriers to their success. Kasper is acutely aware of the barriers to innovation in Japan’s risk-averse culture. He aims to create psychological safety, promote entrepreneurial thinking, and reward experimentation even when outcomes fall short. His own career setbacks are a source of learning, and he values candidates who can reflect on failures more than those who only tout success. Trust-building is another pillar of his approach. Recognising Japan’s emphasis on relationships, he actively invests time in social engagement with staff, learns Japanese to demonstrate commitment, and adapts expectations to fit the local environment. He is cautious about imposing quick changes, preferring to spend time understanding needs before charting a strategic course. Culturally, Kasper navigates between Novo Nordisk’s global values and the diversity within Japan. He resists overgeneralising Japanese culture, choosing instead to cultivate subcultures within the organisation that reflect future needs. He also aligns his leadership team with these values, making adjustments where necessary to drive cohesion and performance. Ultimately, Kasper defines leadership as helping others grow and succeed. It’s not about authority, but about creating a shared direction and empowering people to reach it. This people-centred philosophy, combined with strategic acuity and cultural humility, is what he believes drives sustainable success. /episode/index/show/japanstopbusinessinterviews/id/37559530

258 Duncan Harrison, Managing Director, JAC International 07/25/2025

258 Duncan Harrison, Managing Director, JAC International “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 Director, Commerce Finance, Robert Walters Japan; Sales Consultant deVere and Partners. He has a BA from the University of East Anglia. Duncan leads with a style that emphasizes clarity, collaboration, and cultural sensitivity, shaped by years of cross-cultural experience. His leadership approach in Japan is grounded in providing clear expectations and maintaining transparency. He recognizes that Japanese team members particularly value knowing exactly what success looks like, so he places a premium on setting ultra-clear goals and regularly celebrating achievements. Monthly gatherings that spotlight individual and team successes help reinforce collective motivation and performance. He builds trust by being approachable and relational. Every new hire is welcomed with a personal lunch on their first day, and after three months, each has a one-on-one coffee chat with him to reflect on their experience. Even in a 60-person organization, he maintains these touchpoints to foster an open culture and reinforce that leadership is accessible. Duncan also leads training sessions himself, using these opportunities to share personal stories of past challenges, signaling humility and building rapport. Understanding Japan’s consensus-driven culture, Duncan avoids top-down decision-making. Instead, he practices “nemawashi,” engaging associate directors, managers, and often broader teams before implementing changes. This ensures decisions are well-received and supported. He contrasts this approach with his leadership experiences in China, where decisions were expected to come unilaterally from the top, and Korea, which he found to be more individually driven. Encouraging innovation and open communication is another hallmark of Duncan’s leadership. To surface ideas, he established anonymous suggestion boxes and encourages feedback during regular check-ins. He emphasizes psychological safety, particularly when discussing mistakes or failed innovations. Creating an environment where it’s safe to fail is, in his view, essential to fostering creativity and long-term growth. He also sees training as a core responsibility. New employees follow a structured two-month onboarding program, led by a combination of managers, HR, and himself. Observational learning is built in, with new staff shadowing client and candidate meetings across teams. His goal is not only skill-building but also early immersion into the company’s values and standards. Duncan is deeply attuned to cultural and demographic shifts. He’s pragmatic about Japan’s aging and shrinking workforce and the limited pool of bilingual professionals. Rather than resist these constraints, he adapts by hiring internationally minded Japanese staff and experienced recruiters from other firms, and by setting realistic expectations for new leaders entering the Japanese market. His definition of leadership centers on inspiring, guiding, and empowering people toward a shared goal. He believes that leaders must earn trust and encourage followership—not through command, but through empathy, clarity, and inclusion. For foreign leaders new to Japan, his advice is to avoid trying to impose outside systems without first understanding the local context, to invest time in building trust and communication channels, and to respect the nuance behind why things are done a certain way. In Duncan’s experience, leading in Japan requires humility, patience, and a commitment to listen before acting. /episode/index/show/japanstopbusinessinterviews/id/37544660

257 Yvette Pang, CEO International Logistics Company 07/18/2025

257 Yvette Pang, CEO International Logistics Company “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 Reading and a BA from Oxford Brookes University Yvette’s leadership journey is marked by a deliberate pursuit of challenges and cultural contrasts. She views leadership as a dynamic relationship built on trust, adaptability, and empathy—particularly crucial in navigating cross-cultural business environments like Japan. Taking over her organization in Tokyo during the onset of the COVID-19 pandemic, Yvette saw opportunity within disruption. The crisis leveled traditional expectations and provided her with a rare chance to build credibility and trust with her team from the ground up, not as a foreign imposition, but as a shared survivor of an unprecedented time. Leading a team in Japan, Yvette quickly discovered that the leadership style required differed greatly from her previous experiences in Hong Kong, China, and the UK. Japanese teams, she observed, value preparation over improvisation and consensus over individual assertion. While her background leaned more toward rapid execution and adaptive correction, she learned to balance that with Japan’s cultural emphasis on structure and perfection in implementation. Her leadership had to evolve to emphasize patience, inclusivity, and long-term trust-building. She also had to navigate Japan’s deeply embedded hierarchical norms. Rather than simply asserting authority, Yvette focused on empathy and consistent communication. She intentionally stepped away from the pedestal of title and role to speak directly—and frequently—with team members at all levels. This practice of daily, informal engagement helped break down barriers, inviting ideas and dialogue in a culture often hesitant to voice dissent or innovation publicly. A core tenet of her leadership philosophy is the development of "little leaders"—empowering team members to take ownership of decisions and develop their own voices. She acknowledged the difficulty of encouraging initiative in a traditionally deferential culture, but saw the value in allowing team members to try, fail, and learn. Mistakes were treated as shared learning opportunities, framed as “we” moments to avoid fear or blame. This approach fostered trust and motivated individuals to gradually speak up and contribute more actively. Yvette also emphasized the importance of translating the company’s global vision into locally meaningful action. Rather than treating values and mission as distant mandates, she sought to connect them to tangible customer experiences. Post-project debriefs became teaching moments where the team could reflect on how their values shaped outcomes. This made abstract ideals like trust and service more relatable and alive in the day-to-day. Understanding that Japanese business culture places clients at the top of the hierarchy, often at the expense of innovation or efficiency, Yvette introduced the idea of partnership. Though she knew this was a radical shift from the servant mindset, she saw the necessity of guiding both clients and teams toward more collaborative, value-driven relationships. Ultimately, Yvette’s leadership is defined not by asserting control, but by creating a culture where people feel safe to contribute, grow, and lead in their own right. Her presence as a non-Japanese, non-Caucasian woman helped her defy assumptions and craft a leadership identity that fits neither a local mould nor a global cliché—but one tailored to the team she is building. /episode/index/show/japanstopbusinessinterviews/id/37372110

256 Eiichiro Onozawa CEO Savills Japan 07/11/2025

256 Eiichiro Onozawa CEO Savills Japan “You have to crystallize the objective—what the goal is, and how we can get there.” “I treat differences as differences—not as superior or inferior.” “If people are good at what they do, all I need to do is be a facilitator.” “Eighty percent of stress comes from dealing with people—it’s not the work itself.” Previously Eiichiro was CEO of Nippon Building fund Management, General Manager Mitsui Fudosan, Managing Director Mitsui Fudosan UK, Senior Vice President Mitsui Fudosan America. He has an MBA from Georgetown University and BA Law from Keio University Eiichiro’s leadership philosophy is defined by adaptability, humility, and a deep understanding of cultural nuance. Throughout his career, spanning continents and economic cycles, he has consistently demonstrated the importance of aligning leadership style to context—geographic, organizational, and economic. He stresses the value of “localizing” behaviour, aiming to reflect the values and communication styles of the region he's operating in, whether in the U.S., UK, or Japan. This sensitivity to environment extends to his leadership approach: servant leadership in stable times, more directive and hands-on leadership in crisis situations. Central to Eiichiro’s leadership is clarity. He believes in crystallizing objectives from the outset, ensuring teams understand not just what needs to be done but also why. He places high value on communication as a leadership tool—listening deeply, questioning frequently, and offering feedback rooted in curiosity rather than criticism. He encourages people to articulate their reasoning, to analyze success and failure alike, and to explore their own strengths and weaknesses with honesty. Trust, in Eiichiro’s view, is both foundational and cultural. Especially in Japan, where long-term relationships and stable organizations are prized, he sees trust as a primary business currency. He builds this by being consistent, approachable, and transparent. Though comfortable revealing his own limitations, he also holds firm expectations—ensuring people understand that business results matter and roles must align with capabilities. One of Eiichiro’s core insights is the acceptance of difference—not as something to be overcome, but simply as something to be understood. He doesn’t view cultural, generational, or stylistic differences through a lens of better or worse, but as variations to be worked with. This mindset shapes his approach to international leadership and organizational change, particularly in reconciling the rapid expectations of global HQs with the slower, risk-averse pace typical of Japanese business. His leadership also emphasizes respect for individuality. Rather than try to make everyone well-rounded, he focuses on identifying and maximizing individual strengths, recognizing that not everyone will excel at everything. He cautions against overinvesting time in underperformance, instead favoring alignment between talent and role. This strategic use of human capital underpins his belief in empowerment—leaders should be facilitators when possible, creating space for others to thrive. Despite a deep track record, Eiichiro remains grounded and forward-thinking. He knows his tenure is finite and believes strongly in succession planning. Leadership for him is not about personal prestige but about stewarding an organization toward collective goals. He is driven by impact rather than ego, and views stepping aside when the time is right as part of responsible leadership. In all, Eiichiro's style is defined by cultural intelligence, a coaching mindset, and a results-oriented pragmatism wrapped in emotional intelligence. /episode/index/show/japanstopbusinessinterviews/id/37371790

255 Duncan Macintyre Managing Director CBRE Asia Pacific 07/04/2025

255 Duncan Macintyre Managing Director CBRE Asia Pacific · You’ve got to create the right environment so people can be successful and want to stay.” · “In Japan, trust takes longer to earn—but once you have it, it doesn’t disappear.” · “You can’t just come in and declare the solution—you’ve got to sit back and observe first.” · “I don’t want to tell people what to do; I want them to lead and ask for advice.” · “Sometimes the informal conversations in Japan are more valuable than the formal meetings.” Previously Duncan was Senior Vice-President Corporate Real Estate Citi; Head of Project Management, Arup. He has a B.A. in Structural Engineering from the University of Strathclyde Duncan approaches leadership with a steady, reflective, and culturally adaptive mindset. At the core of his philosophy is a deep appreciation for building trust and engaging teams through consistency, inclusivity, and authentic communication. His leadership journey began through project management, which served as a pivotal learning ground—teaching him to balance technical expertise with people management and cross-functional collaboration. This foundation shaped his belief that leadership is not about commanding from above but creating the right environment for others to succeed. In Japan, Duncan learned that engagement stems less from directive behaviour and more from consistent demonstration of reliability, involvement, and fairness. He believes that showing up, being dependable, and participating alongside his team builds the relational credibility necessary for true collaboration. He avoids micromanagement, preferring to empower team members to lead in their roles while remaining present as a support and protector, particularly in situations where hierarchy or external pressures threaten team cohesion. Cultural sensitivity is central to Duncan’s leadership in Japan. He emphasizes the importance of understanding not only the language but also the deeper cultural signals—reading between the lines, noticing tone, body language, and the significance of what is left unsaid. This awareness allows him to foster trust and unlock informal communication channels, which in Japan often yield more insight than formal meetings. He views language less as a daily tool at senior levels and more as a symbolic bridge to understanding the nuances of how people think and behave. Inclusion is another hallmark of Duncan’s leadership. He actively ensures that all voices are heard, especially those who might otherwise be overshadowed in meetings—often the case with Japanese team members in global settings. He believes in creating a safe space for contributions and reinforces positive input to boost confidence. His approach includes coaching individuals to participate more and highlighting team achievements broadly, helping to build individual credibility and shared pride. Duncan is also conscious of shaping culture at the micro-level. Within the broader framework of corporate and national cultures, he instils his own values—promoting enjoyment in work, fostering diverse personalities within teams, and clarifying how every role contributes to the bigger picture. He believes that trust in Japan takes longer to earn but is more enduring once established. For this reason, he prioritizes transparency, protects his team from undue pressure, and defends their interests when necessary, whether internally or with clients. Ultimately, Duncan sees leadership as the act of creating environments where people can perform at their best, develop personally, and stay committed to the organization. His approach is adaptive, people-cantered, and anchored in a deep understanding of cultural context. Rather than imposing change quickly, he advocates for observation, thoughtful action, and gradual evolution—especially in environments like Japan, where time and process are deeply respected. In his view, effective leadership is less about control and more about guidance, protection, and amplifying the contributions of others. /episode/index/show/japanstopbusinessinterviews/id/37278775

254 Guillaume Hansali- Country Head Keywords Studios 06/27/2025

254 Guillaume Hansali- Country Head Keywords Studios “Trust, for me, is the ability to predict someone’s behaviour—consistency builds that predictability.” “Excellence isn’t the outcome—it’s the rigour of the process, even when the result is uncertain.” “You can’t sell yourself forever; you have to build trust in the company, not just the founder.” “Being vulnerable as a leader unlocks trust—it gives others permission to be real too.” “Culture is just norms and heuristics—you shape it by consistently rewarding the right behaviours.” Previously Guillaume was the Founder and Managing Director of Wizcorp; Web Development Consultant Helmut; System Engineer, Consultant Lapyx System. He has a Master of Science in Computer Science from Francois Rabelais University Guillaume approaches leadership as a dynamic journey shaped by intuition, experimentation, and personal growth. His early experience of founding a startup in Japan, with no funding and little knowledge of business basics, forged a deep resilience and humility. Over time, he transitioned from instinct-driven decisions to more intentional leadership, grounded in reflection and learning. He discovered that leadership at different company sizes requires entirely different approaches—whereas in a small team the leader is the culture, in larger organisations it’s about embedding values and structures that scale. At the heart of his leadership philosophy is trust, which he defines as the ability to predict behaviour. He believes consistency—especially in mood and decisions—fosters trust. Vulnerability plays a critical role too. Initially reluctant to show weakness, he gradually realized that openly admitting what he didn’t know allowed his team to connect more deeply with him, and gave them permission to do the same. This emotional openness, he observed, significantly strengthens engagement and authenticity. Guillaume emphasizes the importance of separating the self from the business. Early in his career, he equated client service with personal commitment, sometimes undermining internal cohesion. He later recognized the need to build institutional trust in the company, not just in himself. This meant creating repeatable processes, articulating core values, and ensuring every team member could represent the company with consistency and integrity. He also champions a culture of structured creativity, particularly in high-risk industries like gaming. He views “fun” as an emergent property that can’t be predicted or engineered, but must be tested rigorously. Prototypes, constraints, and deliberate iteration are key to fostering innovation while managing risk. Organizational learning, in his view, should focus less on replicating past outcomes and more on documenting and improving the decision-making process. Leading in Japan, Guillaume sees language and cultural fluency not as optional, but essential for trust and influence. He stresses the need to deeply understand local norms and communicate in ways that resonate. For multicultural teams, he believes the leader’s job is to define shared behavioural expectations clearly, without relying on implicit cultural assumptions. Ultimately, Guillaume sees leadership as a journey of self-awareness, consistent example, intentional culture-shaping, and the courage to learn publicly. /episode/index/show/japanstopbusinessinterviews/id/37199675

253 Terii Jacobs, Regional Senior Director, Head of Human Resources, Japan, Korea, and Micronesia, Hilton 06/20/2025

253 Terii Jacobs, Regional Senior Director, Head of Human Resources, Japan, Korea, and Micronesia, Hilton Previously Terii was Talent and Change-Asia Pacific head for British American Tabacco; Executive Officer and Vice-President, Business Engagement Leader-Special Projects, MetLife; Talent Partner APAC-Director UBS; Senior Consultant, Human Partners/Citadel Consulting; Organization Development Executive British American Tabacco Japan. He has a BA from Macalester College and an MBA from McGill University. · “You can’t change Japan, so you’re the one that’s going to need to change.” · “If you say something, you’ve got to follow through with it—that’s how you build trust.” · “I believe in uplifting the team more than the team executing my directives.” · “Patience doesn’t mean doing nothing; it means putting in the time to build understanding.” · “Feedback means you care—if you stop giving feedback, you’ve stopped caring about their development.” Terii approaches leadership in Japan through the lens of authenticity, patience, and servant leadership. His cross-cultural background and career in multiple industries provide him with a nuanced view of leadership dynamics, but it is his ability to adapt to the Japanese context that defines his success. In Japan, he recognises that building rapport and trust takes significantly longer than in other markets like Singapore or Hong Kong. This delay, however, is not a barrier but a gateway—he invests heavily in relationships and sees trust as something earned through consistent action and personal engagement. He stresses the importance of understanding before implementing change. Entering a new industry, Terii refrained from immediate restructuring. Instead, he observed, listened, and built relationships with stakeholders at every level. By not coming in as the outsider intent on overhauling everything, he earned credibility and buy-in. He believes in creating a culture where feedback is delivered constructively and mistakes are viewed as learning opportunities, not grounds for punishment. Trust, for him, is built on follow-through, consistency, and psychological safety. He makes an intentional effort to have his team’s back, especially when things go wrong, and avoids public reprimands. Emotional control and a steady demeanour are key to maintaining trust—he’s acutely aware that employees are constantly reading their leader’s signals. Terii has driven Hilton’s cultural transformation in Japan by focusing on both hygiene factors, such as leave policies and compensation, and emotional engagement through peer recognition and celebration of human milestones. Under his leadership, Hilton Japan rose from being unranked to third best place to work in the country and number one in hospitality. He values grassroots input, launching Gemba-level focus groups to surface insights from the frontline. For new leaders in Japan, his advice is clear: be patient, don’t expect to change the country—change yourself. Invest time in relationships, identify internal influencers, and adapt communication for clarity and resonance. Above all, leadership for Terii is about dreaming big, inspiring others, and making things happen—with humility, empathy, and persistence. /episode/index/show/japanstopbusinessinterviews/id/37087240

252 Marc Bolduc, ITL Food Division and Representative Director Japan, Intralox and Chairman of The Canadian Chamber of Commerce In Japan 06/14/2025

252 Marc Bolduc, ITL Food Division and Representative Director Japan, Intralox and Chairman of The Canadian Chamber of Commerce In Japan “If you’re going to lead a team in Japan, trust is the number one thing you have to build.” “I didn’t want it to be too top-down—I wanted everyone to feel part of one unit.” “Celebrate success, but do it as a team—that’s how you motivate in Japan.” “Innovation needs a safe environment where people feel they won’t be punished for trying.” “Foreign leaders must become the voice of Japan inside headquarters—that’s how you build real credibility.” Previously Marc was Vice President of Business Development (Asia) for Fleury Michon; General Manager and President of Hitachi High Tech AW Cyro Inc; Manager, Strategic Planning Division Hitachi High Tech AW Cyro Inc; Account Manager Hitachi High Technologies America; Account Manager & Strategic Business Development Sumitomo Corporation of Americas; International Trade Specialist Nestle. He has a BA from McGill University and an MBA from HEC Montreal Marc emphasises that successful leadership in Japan hinges on trust, cultural fluency, and consistent demonstration of commitment. Early in his career, he observed stark contrasts in leadership style when working with Japanese managers in Canada versus in Japan. These experiences shaped his hybrid leadership approach—combining Western transparency and inclusivity with Japanese respect for hierarchy and consensus. His leadership style aims to build team unity through communication, mutual respect, and involvement in shared goals. When leading multicultural teams, Marc prioritises creating a safe environment for open communication, especially in cultures where speaking out is rare. He actively encourages idea generation by ensuring team members feel heard and respected. His approach balances recognising individual contributions with collective achievements to align with Japan’s group-oriented mindset. He acknowledges that overly individual praise can provoke discomfort among Japanese team members and thus tailors recognition to suit cultural sensitivities. Marc also underlines the importance of learning the local language—not just to improve communication, but to demonstrate respect and effort in understanding the culture. His fluency in Japanese helps him earn credibility with both clients and employees, allowing him to lead from the front by accompanying team members to meetings and engaging directly with customers. Throughout his career, Marc has navigated challenging situations such as building a new office, managing across time zones, and driving innovation within traditional corporate structures. He sees innovation not just as a technical pursuit, but as a process that relies on team engagement, empowerment, and a tolerance for risk and failure. He believes celebrating both success and the lessons of failure sustains a healthy innovation culture. Marc also highlights the strategic role leaders play in bridging headquarters and local operations. In Japan, credibility often stems not from one’s title, but from the ability to get things done for the local team. Building trust with both headquarters and local staff is crucial for success, particularly in a country where institutional memory is long and relationship-based business prevails. Ultimately, Marc’s leadership philosophy is grounded in empathy, humility, cultural sensitivity, and long-term thinking. He leads by example, listens deeply, and invests in relationships—not just to drive business, but to sustain trust over the long haul in the Japanese market. /episode/index/show/japanstopbusinessinterviews/id/37008305

251 Kohei Noda, Country Director AB InBev Japan 06/06/2025

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. /episode/index/show/japanstopbusinessinterviews/id/36831865

250 Akiko Karaki, Partner Head of Tokyo, Brunswick Group 05/30/2025

250 Akiko Karaki, Partner Head of Tokyo, Brunswick Group Previously Akiko was a Commentator for Fuji TV; Co-Founder of Women In Action; Partner, Strategy &; Division Head at Japan Post; Vice-President Calyon Securities; Associate McKinsey & Company; Vice-President and Associate, General Counsel J.P. Morgan. She graduated with a JD in Law from Tokyo University and has a Master Of Law from Columbia Law School “Culture is an accumulation of behaviors—what you say and do becomes the culture.” “If the ownership is there, it’s really easy to engage with them.” “Listen more than you speak—especially in Japan, silence often hides valuable insight.” “You can’t have a single leadership approach—it’s person by person.” “Deliver, manage expectations, and be transparent—that’s how you build trust.” Akiko’s leadership approach is deeply rooted in clarity of direction, respect for individuality, and adaptive engagement. Her philosophy is shaped by diverse experiences in legal, consulting, and advisory roles, and it centres on fostering ownership within her teams. She emphasizes the importance of building a shared vision and selecting people whose strengths and motivations align with that direction. For her, engagement begins with recruiting the right individuals and then shaping an environment that supports their ownership of outcomes. Whether inheriting a team or building one from scratch, she focuses on identifying key issues, defining areas of impact, and matching people to those missions. She acknowledges that leadership today demands flexibility, as people differ in how they want to be led—some thrive with autonomy while others need close collaboration. Her leadership style is not one-size-fits-all; instead, it’s adaptive and rooted in an appreciation of diversity—not only in personality but in professional backgrounds. Akiko credits the richness of ideas within her organization to this diversity, noting that innovation emerges from intentional dialogue across disciplines. However, she is clear that shared goals are the foundation for extracting those ideas meaningfully. Without common purpose, even diverse teams can become fragmented. Trust-building, in her view, requires consistent delivery, expectation management, and transparency. She strives to keep her promises, communicates constraints openly, and balances optimism with realism. She views culture as the accumulation of behaviour, underscoring the importance of consistent actions and clear communication in shaping a cohesive and connected team identity. Akiko also makes intentional efforts to keep her Japan-based office plugged into the global organization by fostering English-language meetings and inter-office collaboration. She believes that inclusion means not only being open to new ideas but actively drawing them out, especially in Japan where silence is often misread by Western leaders. Her advice for foreign leaders in Japan centres on listening more than speaking, respecting the local communication style, and recognizing that lack of feedback doesn’t imply satisfaction. For aspiring female leaders, her message is one of encouragement—step forward, trust those who support you, and don’t be deterred by fear. Her leadership is marked by resilience, clarity, and a deep commitment to enabling others to lead and succeed in their own right. Master the Art of Persuasion In today's business world, persuasion is essential. Yet most professionals lack this critical skill, watching their ideas go nowhere. What if you could command attention and have your recommendations consistently adopted? This game-changing ability isn't just for "natural communicators"—it's a skill you can master. There is a perfect solution for you- to LEARN MORE click here () To get your free guide “How To Stop Wasting Money On Training” click here ( ) To get your free “Goal Setting Blueprint 2.0” click here () If you enjoy our content, then head over to and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery". He has also written "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めましょう) and his brand new book is “Japan Leadership Mastery”. Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1. Mondays - The Leadership Japan Series, 2. Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3. Wednesdays - The Sales Japan Series 4. Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5. Fridays - The Japan Business Mastery Show 6. Saturdays – Japan’s Top Business Interviews Has 3 weekly TV shows on YouTube: 1. Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2. Fridays – Japan Business Mastery 3. Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 40 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business. /episode/index/show/japanstopbusinessinterviews/id/36785895

249 Bruno Gaussorgues, Country Manager, Societe Generale 05/24/2025

249 Bruno Gaussorgues, Country Manager, Societe Generale “If you want to impact people, first, you need to trust them—and then give them space.” “You forget about collective decision-making in Japan—you build consensus privately, one by one.” “The best execution comes from ideas people believe are their own.” “I listen first. Then I discuss. Then I decide. But always, I listen first.” “Leadership is not about being the hero—it’s about helping the team become the heroes together.” Previously for Societe Generale, Bruno was Head of Risk on Capital Market Activities and ALM, Co-Head of Market Risk, Risk Assessor on Capital Market Activities; Head of Market Risk for Natixis, Head of Market Risk on Capital Market Activities ENGIE, Head of Market Risk On Credit Derivatives Credit Agricole CIB; Head of UK Market Risk for LCL. Bruno emphasizes that trust is the foundation of leadership—both giving it and earning it. He believes in creating space for team members to voice their ideas, as people are most committed when implementing their own suggestions. When he arrived in Japan, he made it a priority to listen first. Recognizing that he was new to the local context, he relied heavily on the insights of his team, who had decades of experience. His role, as he sees it, is to synthesize their ideas into a clear strategy, advocate for it at headquarters, and ensure it gets the green light. He highlights the cultural difference in decision-making between France and Japan. In France, decisions emerge through open challenge and brainstorming. In Japan, consensus must be built privately through one-on-one discussions before any meeting. He adopted this approach, understanding that Japanese professionals are less likely to speak up in group forums but are open and candid in private. These individual conversations are time-consuming but essential for building alignment and trust. Bruno also sees leadership as deeply tied to authenticity and leading by example. His background in risk management taught him that courage—especially the courage to stand up for what’s right, even against pressure—is critical. His teams observe whether he is willing to defend their ideas and protect their interests. That credibility is what earns their loyalty. He’s learned that new ideas are more likely to succeed when they come from the team, not top-down. Japanese staff often hesitate to share ideas if early feedback is lukewarm, so Bruno takes care to signal encouragement and patience, giving them time and space to think creatively. When they do, the results are powerful—his team’s strategic proposal was not only approved by Paris but became the only strategic initiative for Japan in the region. Bruno’s approach is to listen deeply, guide gently, champion ideas effectively, and push for change when it makes sense locally. He believes culture is not something to impose, but to live consistently. By modelling respect, patience, courage, and transparency, he creates an environment where trust grows and leadership becomes a shared endeavour. He calls this collective success—not about being the hero himself, but about helping the team become successful. Unlock Your Leadership Potential: Be the Leader Everyone Wants to Follow Are you tired of watching your team struggle while you figure out leadership through trial and error? Wish you could inspire genuine commitment and achieve remarkable results? You're not alone—and there's a better way. There is a perfect solution for you- To LEARN MORE click here () At Dale Carnegie Tokyo, we've helped thousands of professionals transform into confident, effective leaders who drive real results. Our proven methodology eliminates the guesswork and accelerates your leadership journey. To get your free guide “How To Stop Wasting Money On Training” click here ( ) To get your free “Goal Setting Blueprint 2.0” click here () If you enjoy our content then head over to and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery". He has also written "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めましょう) and his brand new book is “Japan Leadership Mastery”. Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1. Mondays - The Leadership Japan Series, 2. Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3. Wednesdays - The Sales Japan Series 4. Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5. Fridays - The Japan Business Mastery Show 6. Saturdays – Japan’s Top Business Interviews Has 3 weekly TV shows on YouTube: 1. Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2. Fridays – Japan Business Mastery 3. Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 40 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business. /episode/index/show/japanstopbusinessinterviews/id/36696250

248 Rodrigo Lima, President, Danone Japan 05/16/2025

248 Rodrigo Lima, President, Danone Japan Previously Rodrigo was Managing Director Danone Oceania, Managing Director Danone Nutricia Oceania, Managing Director Early Life Nutrition Danone Australia and New Zealand, Managing Director India, Sales and Commercial Director Medical Nutrition Division Sao Paulo, Brazil, Affiliate General Manager Columbia Eli Lilly, Regional Brand Director Europe Ely Lilly. He has a Bachelor of Economics from Universidade de Brazil and an MBA Finance from Michigan State University Rodrigo brings a global perspective to leadership, having worked across Brazil, India, Australia, and now Japan. His leadership philosophy in Japan has required significant cultural adaptation. One of the most striking differences he encountered was Japan's deep respect for hierarchy and the consensus-driven, bottom-up decision-making process. Unlike other countries where leaders expect immediate answers and dynamic debates, Japanese teams prefer to return with considered responses after internal consultations. This necessitated Rodrigo to adjust his expectations and become more patient and observant. Rodrigo emphasizes the importance of entering a new culture with humility and curiosity. His approach involves deep observation, listening actively, and being mindful of body language and unspoken cues—essential skills in a context where non-verbal communication carries weight. He also highlighted that in Japan, important decisions are often pre-aligned before formal meetings, making early involvement in project development crucial for effective leadership. To build trust and engagement, Rodrigo prioritizes transparency and consistency. He believes that sharing both strengths and vulnerabilities helps leaders connect authentically with their teams. He avoids projecting a facade of perfection, acknowledging mistakes openly, and builds teams around his own areas of weakness to complement his leadership. Communication is another pillar of his leadership approach. He insists that repetition of the company’s vision and key goals is essential for alignment and motivation. At Danone, this includes an annual articulation of “key battles” that ladder up to the broader strategic vision. He ensures that these messages are communicated frequently through town halls, conventions, and online platforms. Rodrigo also encourages innovation through a structured ideation process. He believes all ideas should be welcomed in the early phase, with filtering based on strategic fit and “right to win.” Moderation and inclusion are key to ensuring that both extroverts and introverts can contribute meaningfully. Finally, he advocates for a tailored approach to company culture—one that integrates Danone’s global values (Humanism, Openness, Proximity, and Enthusiasm), local Japanese customs, and his personal leadership style. He urges incoming leaders to respect local norms, seek advice from experienced expats and local consultants, and engage with customers early to understand market realities. For Rodrigo, effective leadership in Japan is an art that blends observation, humility, strategic clarity, and genuine human connection. /episode/index/show/japanstopbusinessinterviews/id/36591495

247 Rose MacDonald, Country Manager Japan, Wine Australia 05/10/2025

247 Rose MacDonald, Country Manager Japan, Wine Australia Previously, Rose worked for Pernod Ricard Japan as a Brand Manager for Ki No Bi and White Spirits, Brand Manager for Jameson Irish Whiskey, and Wine Ambassador. Her earlier roles also included Sales Support Executive at iSeek Communications, Guest Relations at Tokyo Daiichi Hotel, and Guest Relations at Whitehorse Hotel. Rose holds a Bachelor of Commerce degree from the University of Wollongong. Drawing from her years of experience at Pernod Ricard and now as the representative of Wine Australia, she emphasizes the importance of trust, consensus-building, cultural adaptation, and clarity of purpose. One of her key insights is that successful leadership in Japan depends less on hierarchy and more on alignment. Building consensus among diverse stakeholders—importers, state offices, and trade partners—requires time, patience, and careful listening. She advocates for deep preparation, active curiosity, and a willingness to ask questions without judgment in order to fully understand local expectations and dynamics. By gathering feedback and adjusting plans collaboratively, she has been able to lead without formal authority and still earn commitment. Trust is foundational. Rose builds it through consistency, transparency, and follow-through. She notes that while expat leaders may be under pressure from headquarters to move quickly, speed is often perceived as risky in Japan. Thus, she emphasizes defining clear goals and then creating an environment where people feel safe contributing and experimenting—mitigating risk rather than avoiding it. She sees the leader’s role as owning the risk and setting the conditions for safe innovation. Rose also stresses that Japanese language skills are advantageous for breaking down communication barriers and signalling commitment. However, she acknowledges that fluency isn’t a requirement for every role—openness and cultural sensitivity can go a long way. She describes how even small actions, like proper greetings and showing bilingual flexibility, help build rapport and credibility. Her leadership philosophy centres on mutual respect. At Pernod Ricard, she managed small multicultural teams by identifying individuals’ strengths and aligning them with strategic goals. She believes in tailoring support based on each person’s aspirations—whether they’re short-term visitors or long-term residents. Rose has also navigated challenges as a young, non-Japanese female leader. She counters potential bias with competence, clarity, and professionalism, ensuring she is always well-prepared and direct in communication. She stresses the value of local mentors and networks—like Austrade and Australian embassy contacts—for problem-solving and cultural insight. Ultimately, her definition of leadership is grounded in mutual respect, trust, and shared accountability. She underscores that leading in Japan is less about authority and more about connection, consistency, and cultural fluency. /episode/index/show/japanstopbusinessinterviews/id/36515335

246 Alexandre Lanos, General Manager of Jean Rousseau Japan 05/02/2025

246 Alexandre Lanos, General Manager of Jean Rousseau Japan Alex previously was an analyst for Marche Industriel Europe (Alternance), Assistant Commerciaux Grand Comptes, Assistant Commercial Manager Le Jardin Gaulois. He is an alumnus of ISEAM (Institut Supérieur d'Études en Alternance du Management), Marne-la-Vallée, France. Summary Alex shares his experience leading a niche luxury brand specializing in handcrafted watch straps. His journey highlights how cultural sensitivity, trust-building, and adaptability are essential for leadership success in Japan. Arriving in Japan with limited industry experience and only basic Japanese skills, Alex quickly rose to lead the local operation. His first priority was establishing clear communication between the Tokyo team and the French headquarters. By ensuring that HQ’s goals were understood and that local staff voices were heard, Alex built a foundation of mutual trust. He placed strong emphasis on listening to his Japanese team—many of whom are skilled craftsmen focused on quality and detail. To bridge the cultural gap, Alex identified key team members who could act as informal leaders, helping to convey messages and feedback in both directions. This helped align the team with company goals while respecting local work styles. Alex avoided rigid hierarchical leadership in favour of a more empathetic, collaborative approach. He promoted a family-like culture within the organization, valuing each team member's contributions and personal circumstances. This inclusive atmosphere fostered loyalty and motivation. Japanese consumer expectations for customization and perfection heavily influenced product development. The Tokyo atelier created sweat-resistant straps specifically for Japan’s hot, humid summers—an innovation that was later adopted in other markets. Alex emphasized that Japan’s high standards in craftsmanship and service can drive global innovation in luxury retail. Language and cultural understanding were also key. While Alex wasn’t fluent in Japanese at first, he committed to improving his skills to enhance communication. He encourages foreign leaders to learn even basic Japanese and take time to understand their teams before implementing changes. For leaders new to Japan, Alex advises speaking individually with team members, understanding their motivations, and identifying trusted “captains” to serve as cultural and operational liaisons. He also recommends patience, especially given Japan’s risk-averse approach to decision-making. Ultimately, Alex’s leadership style blends French heritage, Japanese values, and a personal commitment to continuous learning. His experience shows that successful leadership in Japan /episode/index/show/japanstopbusinessinterviews/id/36409370

245 Carl Moser, President of Vollmer Japan Corporation 04/25/2025

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. /episode/index/show/japanstopbusinessinterviews/id/36307535

244 Junko Kubokawa, Ex- President, Croda Japan 04/19/2025

244 Junko Kubokawa, Ex- President, Croda Japan Previously she was General Manager Nutrition and Health BASF Japan, Deputy Region Head Asia Pacific and Sales Head Japan, BL Home & Personal care, Ciba Inc. She has a BA in Pharmaceutical Sciences from Tokyo University and an MBA from INSEAD Her leadership philosophy reveals a thoughtful, people-centered, and culturally nuanced approach. As President of Croda Japan, her leadership has been shaped by decades of experience in global pharmaceutical and specialty chemicals firms, combined with personal growth from early cross-cultural exposure and a prestigious BA and MBA. A defining trait of her leadership is her ability to balance Western assertiveness with Japanese cultural sensitivity. Early in her career, she learned to speak up in meetings, even when it clashed with her upbringing in a non-confrontational, hierarchical Japanese context. A Swiss boss challenged her to be more vocal, and she gradually developed a calm yet firm communication style that gained the trust of colleagues, even when challenging senior staff. She emphasizes walking the talk—being consistent in behavior, showing up during crises, and demonstrating care for her team’s wellbeing. Trust, she believes, is not built overnight but earned through shared problem-solving, consistency, and a leader’s visible presence in tough times. Rather than exerting authority, she invites collaboration, especially valuing input from her team to inform decisions. She also brings a strong sense of inclusion and empathy into her leadership. She openly discusses the importance of recognizing people’s strengths, acknowledging vulnerability, and cultivating a workplace culture where everyone feels heard. Small gestures like writing birthday cards and casual lunch chats contribute to her warm, approachable presence. A trailblazer for women in leadership, she reflects on the pressures many women feel to be perfect. She advises women to release those unrealistic standards and accept help—at home and at work. For men, she encourages active support and understanding, noting that caregiving and work-life balance issues are not gender-exclusive. As a leader in Japan, she has had to bridge global and local expectations. She promotes change subtly, through example and steady reinforcement, rather than dramatic reforms. Her leadership is situational, adaptive, and anchored in trust, humility, and the belief that developing future leaders is a key responsibility. Her style is a model of modern leadership in a Japanese context: authentic, inclusive, and quietly transformative. /episode/index/show/japanstopbusinessinterviews/id/36227735

243 Alberto Fochesato Managing Director of Würth Industry Japan 04/11/2025

243 Alberto Fochesato Managing Director of Würth Industry Japan Previously 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. /episode/index/show/japanstopbusinessinterviews/id/36096435

242 Maxime Hotelier, Cluster General Manager Tokyo, IHG ANA Hotel Group 04/04/2025

242 Maxime Hotelier, Cluster General Manager Tokyo, IHG ANA Hotel Group Previously Maxime was General Manager Klimpton Shinjuku Tokyo, Food and Beverage Performance Manager IHG ANA Hotels Group Japan, Senior Champagne Brand Ambassador Pernod Ricard, Restaurant Manager & Chef Sommelier IHG ANA Hotels Group Japan, Restaurant Manager & Sommelier Relais & Chateaux, Restaurant Manager Windsor Hotel Toyo Resort and Spa Hokkaido Japan He studied at the Albert de Mun Hotel School, Paris VII Summary In this interview with Maxime, leadership is presented not as a title or position of authority, but as a way of being—rooted in presence, responsibility, and the ability to lead by example. A true leader doesn’t simply demand discipline, respect, or humility; they live these values daily. Trust, in this view, is not granted automatically—it is earned over time through consistent, ethical behaviour and authenticity. Listening emerges as a foundational trait. According to Maxime, a leader must listen deeply—not just to their team, but to clients and the environment around them. Good leadership is based on understanding people and context, and this understanding comes from attentiveness. Leadership is described as a process of giving meaning, bringing people together, and guiding them toward a shared vision—not imposing one’s own will. Particularly in hospitality, leadership is closely tied to service. For teams to serve clients with excellence, leaders must first serve their teams. The leader’s role is to support and enable, to create the conditions where people can do their best work. When the team feels cared for, valued, and respected, that same energy flows outward to guests. In this way, service becomes a leadership principle, not just a business one. The interview also emphasizes leadership as a moral commitment. In challenging moments, the leader must provide clarity, stability, and courage. They are expected to be visible, available, and capable of making decisions under pressure. However, this doesn’t mean acting alone. Strong leaders know how to delegate, how to trust others, and how to build autonomy within the team. A central metaphor from the interview is that of a ship’s captain. The leader isn’t someone who controls every movement, but someone who takes full responsibility for the journey and the wellbeing of the crew. Leadership, then, is about stewardship, not control. It’s a discipline that requires humility, patience, and a long-term commitment to people. Ultimately, Maxime portrays leadership not as a fixed role, but as a daily practice—an intentional way of engaging with others that fosters excellence, trust, and collective purpose. It’s about being present, setting the tone, and cultivating a culture where people are both respected and inspired. /episode/index/show/japanstopbusinessinterviews/id/36003890

241 Tim Bailey, Principal at Bailey Consulting 03/29/2025

241 Tim Bailey, Principal at Bailey Consulting Previously Tim was President of Consumer Products at D+M Holdings, General Manager Johnson Electric China, Director Marketing & Manufacturing Black & Decker, Controller and Sales Manager Cavalier Corporation. He has both a BBA Finance and an MBA for Loyola University Maryland Summary Tim Bailey shares his journey, reflecting on the challenges he faced and the lessons that shaped his leadership approach. He emphasizes that resilience, adaptability, and learning from failures have been key to his success. To him, leadership isn’t about having all the answers—it’s about fostering a culture where people feel valued, heard, and motivated to grow. One of the most difficult aspects of leadership, he explains, is handling challenges such as managing difficult team members and adapting to industry changes. Through experience, he has learned that empathy plays a critical role in effective leadership. By understanding what motivates people, listening to their concerns, and addressing conflicts early, he has been able to build stronger, more cohesive teams. Bailey also discusses the importance of sales in his career. He believes in a customer-first approach—building genuine relationships, understanding client needs, and offering tailored solutions. He stresses that long-term success in sales comes from trust and authenticity, not just closing deals. He also highlights the need for continuous learning, staying updated on industry trends, and embracing innovation. In addition to leadership and sales, Bailey is passionate about public speaking and presentations. He believes that engaging an audience requires more than just knowledge—it’s about storytelling, confidence, and adapting to the needs of the listeners. He encourages thorough preparation and focusing on audience engagement to make messages impactful. For aspiring leaders, Bailey’s advice is clear: find great mentors, develop self-awareness, and invest in team growth. He believes the best leaders don’t just give orders—they inspire and empower others. In his experience, lifting people up leads to greater success for everyone involved. /episode/index/show/japanstopbusinessinterviews/id/35917470

240 Yuichi Takayama, Country Head, Frontier Advisors 03/21/2025

240 Yuichi Takayama, Country Head, Frontier Advisors Previously Yuichi was Head of Business Development, Misaki Capital, Senior Managing Director/Global Head of Sales (International Business) Nikko Asset Management, Managing Director Tokio Marine Asset Management, Senior Analyst/International Equity, Mizuho Trust and Banking, Portfolio Manager International Equity, Chuo Mitsui Trust and Banking Summary Yuichi Takayama’s leadership journey offers valuable insights into managing diverse teams across different cultures. His experience spans Japan, the UK, and Australia, where he navigated the challenges of leading both Japanese and foreign employees while adapting his leadership approach to different organizational and national cultures. Takayama’s first leadership experience was in the UK, where he built a business development team from scratch. He found hiring foreign employees challenging, as Western candidates were often skilled at self-presentation but not necessarily at the job itself. To overcome this, he used a detailed questioning approach, forcing candidates to provide specific examples of their experience. This analytical method, rooted in his Japanese background, helped him distinguish genuinely capable candidates from those who were simply good at interviews. Leading a multicultural team in the UK required clear, direct communication. Takayama adapted by using simple and precise language to avoid misunderstandings. He also recognized the importance of setting clear standards and expectations, as differing cultural norms could lead to discrepancies in performance and accountability. Establishing a unified goal helped keep the team aligned despite their diverse backgrounds. After 15 years abroad, returning to Japan was a cultural shock. He found the Japanese corporate environment rigid, with excessive meetings and limited discretion in decision-making. Despite his senior position, he felt constrained compared to his leadership role in the UK, where he had more autonomy. However, he saw an opportunity to apply his international experience by encouraging his Japanese team to be more proactive and adventurous—traits less emphasized in traditional Japanese corporate culture. Motivating employees differed between regions. In Europe, financial incentives were key, and managing expectations was crucial to retaining talent. Some employees left when their ambitions weren’t immediately realized. In Japan, younger employees in his team were eager to work internationally but were often cautious. By fostering a culture of initiative and rewarding proactive behavior, he encouraged risk-taking in a traditionally conservative business environment. Trust-building was another critical aspect of his leadership. In Japan, personal connections were less common in business relationships, so he made a conscious effort to share personal stories and insights to create rapport. Conversely, in the UK, where personal discussions were more common in informal settings, he focused on keeping business conversations structured and informative. Ultimately, Takayama believes leadership is about setting a clear vision and direction. His ability to adapt his leadership style to different cultural contexts while maintaining core principles of transparency, trust, and motivation was key to his success. /episode/index/show/japanstopbusinessinterviews/id/35807050

239 Rami Suzuki, President ARC Therapies 03/14/2025

239 Rami Suzuki, President ARC Therapies Previously Rami was President of Moderna Japan, CEO of Ferring Pharmaceuticals, VP Head Medical Affairs Division Janssen Pharmaceuticals, Corporate Officer, Business Development Eisai. Summary Rami Suzuki’s leadership journey is marked by adaptability, honesty, and a commitment to empowering others. Beginning her career as a cancer researcher, she quickly realized her strengths lay in enabling scientists rather than conducting experiments herself. This realization led her to venture capital and later to executive roles in pharmaceutical and biotech companies, where she managed teams across diverse cultural landscapes. Suzuki’s leadership philosophy centers on honesty. She believes in expressing both praise and concerns openly, ensuring that her team members feel valued while also addressing challenges directly. This transparency builds trust and fosters engagement, helping employees feel safe to share ideas and mistakes without fear. She sees mistakes not as personal failures but as systemic issues that can often be resolved through better alignment between roles and individuals. A strong advocate of creating an empowering environment, Suzuki prioritizes making employees comfortable and motivated in their roles. She believes in adjusting leadership styles based on cultural contexts, noting that while leading multinational teams in London came naturally, managing Japanese teams required learning Japan’s unique business culture. She found that Japanese employees often hesitate to share ideas or admit mistakes due to cultural norms but discovered that remote work and written communication encouraged more participation from reserved individuals. Building engagement within teams is another cornerstone of her leadership. When she led Moderna Japan, she grew the team from three to over a hundred in just 18 months while maintaining high morale. She credits this success to a culture of trust, shared purpose, and active listening. Instead of dictating solutions, she encourages discussion and collaboration, often leveraging off-site retreats (gasshuku) for deeper engagement and idea-sharing. On leadership challenges, she highlights the difficulty of balancing corporate, national, and personal leadership styles within global organizations. She advises foreign leaders in Japan to immerse themselves in the culture—not just through work but by enjoying Japanese food, art, and history. She also stresses the importance of clear communication with international headquarters to bridge cultural misunderstandings. Suzuki’s leadership is defined by a non-authoritarian, enabling approach where people are encouraged to work toward a shared mission. She likens leadership to traditional Japanese music—where each individual contributes their own unique sound rather than conforming to a single melody. In her view, great leadership does not come from being the loudest voice in the room but from creating an environment where every voice can be heard. /episode/index/show/japanstopbusinessinterviews/id/35703450

238 Fabio Crisafulli, Japan C&SI Alliance & Netvibes Director, Dassault Systemes 03/08/2025

238 Fabio Crisafulli, Japan C&SI Alliance & Netvibes Director, Dassault Systemes Japan C&SI Alliance & Netvibes Director, Dassault Systemes as at December 2024 when we recorded this session. Previously Fabio was C&SI Alliance Executive, Dassault Systemes; Global Alliance Director, Strategic Business Director, Director Strategic Pursuit Team, Director Mechatronics Solution at Siemens Digital Industries Software; Project Manager Promec Automotive. Summary A seasoned leader with extensive experience in Japan, he highlights the unique challenges and adaptations required to lead effectively in a Japanese business environment. Having transitioned from a Western leadership model to managing teams in Japan, he underscores the significance of communication, trust-building, and cultural sensitivity. One of the most striking differences Crisafulli encountered was the approach to communication. In contrast to his Italian background, where opinions are expressed directly, he observed that Japanese team members often remain silent in meetings. Instead of voicing their concerns or ideas immediately, they may provide feedback privately afterward. This indirect communication style required him to cultivate an environment where employees felt comfortable sharing their perspectives, even if it meant allowing silence during discussions. He learned to encourage open dialogue and create a psychologically safe space where disagreement was not only tolerated but valued. Crisafulli also emphasizes the importance of leading by example. Rather than issuing direct orders, he believes in granting ownership and responsibility to his team members. By allowing them the freedom to make decisions within a guided framework, he fosters a sense of accountability and motivation. This is particularly crucial in Japan, where employees may be hesitant to take initiative unless they understand their role’s significance in the broader strategy. Another key aspect of his leadership philosophy is trust. He makes a deliberate effort to demonstrate trust in his team first, which, in turn, encourages reciprocal trust. He remains observant of body language and behavioural changes, recognizing early warning signs of disengagement or dissatisfaction. If a team member struggles with performance, he engages in direct and private conversations to understand their challenges, offering support or reassignment if needed. Crisafulli has also noticed a shift in younger Japanese employees, who show a greater willingness to take risks and seek innovation compared to past generations. He believes that providing them with opportunities to experiment, even at the risk of failure, fosters both personal and professional growth. In managing headquarters expectations, Crisafulli advocates for adaptability and diplomacy. He encourages executives to move beyond stereotypes about Japan and to understand local business realities firsthand. His approach to leadership is deeply rooted in respect, empowerment, and continuous learning, making him an effective bridge between Western corporate structures and the intricacies of Japanese workplace culture. /episode/index/show/japanstopbusinessinterviews/id/35583845

237 Orjan Pettersson, Managing Director, Profoto KK 02/28/2025

237 Orjan Pettersson, Managing Director, Profoto KK Previously, Orjan was Director of Sales, Japan at iPoint Systems gmbh, Area Sales Manager Thule Group, Director of Sales & Marketing Asia-Pacific, BA Bags/President Thule Japan, Directeur des ventes VB Autobatteries S.A.S., Regional Sales Manager East & SEA Optima Batteries, Johnson Controls, Import and Export Coordinator Aichi Sangyo. He has a Masters Degree in east Asian studies from Stockholm University Orjan Pettersson’s leadership journey in Japan is shaped by his deep understanding of the local culture, his ability to build trust, and his belief in the importance of personal connection. Having lived in Japan for over 27 years, Pettersson has navigated diverse roles, from working in a small Japanese company to leading major international businesses. His leadership philosophy centers around empathy, responsibility, and fostering a collaborative work environment. Pettersson highlights the significance of cultural adaptation, emphasizing that foreign leaders must learn how Japanese businesses operate, particularly in terms of hierarchy, loyalty, and long-term stability. He believes that understanding the unwritten rules of Japanese corporate culture—such as respect, obligation, and group harmony—is essential to gaining trust and credibility. One of his key leadership approaches is maintaining open communication with employees, valuing their expertise, and empowering them with greater responsibility. A major factor in Pettersson’s leadership success is his commitment to authenticity and relationship-building. He fosters a work environment where employees feel personally invested in their roles, rather than merely following orders. By insisting on working in Japanese and immersing himself in the local business culture, he has gained the respect of his teams and counterparts. Pettersson also stresses the need for adaptability and resilience. From the Lehman shock to the 2011 earthquake and the COVID-19 pandemic, he has faced numerous challenges, but his ability to stay grounded, make decisive decisions, and support his employees through uncertain times has strengthened his leadership. His belief that leadership is about "innovation with empathy" reflects his approach to balancing strategic direction with human-centered management. Additionally, he recognizes the importance of fostering creativity within his teams. While Japanese employees may be hesitant to take risks, he encourages idea generation through open discussions and structured brainstorming sessions. His introduction of informal team-building activities, such as a weekly coffee break, has helped create a culture of trust and collaboration. For foreign leaders in Japan, Pettersson advises learning the language, engaging directly with employees and clients, and demonstrating an understanding of Japanese business values. He acknowledges that bridging the gap between headquarters' expectations and local realities is an ongoing challenge, requiring both cultural sensitivity and strategic negotiation. Ultimately, Pettersson’s leadership style is defined by his ability to balance Western efficiency with Japanese business traditions, fostering an environment where both innovation and long-term stability can thrive. How can you become a leader people actually want to follow? How can you be the leader whose team gets results? Do it yourself trial and error wastes time and resources.There is a perfect solution for you- To LEARN MORE click here ( ) To get your free guide “How To Stop Wasting Money On Training” click here ( ) To get your free “Goal Setting Blueprint 2.0” click here () If you enjoy our content then head over to and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery". He has also written "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めましょう) and his brand new book is “Japan Leadership Mastery”. Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1. Mondays - The Leadership Japan Series, 2. Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3. Wednesdays - The Sales Japan Series 4. Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5. Fridays - The Japan Business Mastery Show 6. Saturdays – Japan’s Top Business Interviews Has 3 weekly TV shows on YouTube: 1. Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2. Fridays – Japan Business Mastery 3. Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business. /episode/index/show/japanstopbusinessinterviews/id/35479860

236 Alan Malcolm, Head of Strategic Partnerships, Udemy Japan 02/21/2025

236 Alan Malcolm, Head of Strategic Partnerships, Udemy Japan Previously Alan was Executive Advisor, Nikkei; Chief Commercial Officer at Exceedo; Head of Asia, Pearson, President and Representative Director Pearson Japan; Director of Client Services and Marketing Phoenix Associates; Director Asia, Soshigakuen Group; Director and COO Metropolis Japan. He has a BA in International Relations from Victoria University, Wellington. Summary Alan Malcolm provides key insights into leadership, shaped by his extensive experience in Japan’s business environment. Malcolm’s leadership philosophy revolves around building trust, understanding individual motivations, and balancing the expectations of both local teams and global headquarters. Malcolm emphasizes the importance of earning trust, both from his team and senior management. He describes leadership as a process of aligning corporate goals with individual motivations, ensuring that employees feel engaged and valued. He highlights that different cultures have distinct drivers: Western employees may be more motivated by financial rewards and career progression, while Japanese employees often prioritize team success, stability, and recognition. Understanding these nuances has helped him bridge cultural gaps and manage teams effectively. A crucial challenge Malcolm faced was transitioning from being a team member to a leader. He admits that early in his career, he tried to be liked by everyone, avoiding difficult conversations. However, he later realized the need to make tough decisions while maintaining relationships. He learned to balance accountability and empathy, ensuring that both corporate expectations and team needs were met. Malcolm also stresses the importance of authenticity and consistency. He believes that leaders should be the same person in all situations, avoiding drastic changes in behavior depending on their audience. This consistency builds credibility and trust within the team. He also practices transparency, openly sharing corporate goals and personal feedback he receives from senior leaders. By doing so, he demonstrates vulnerability, which he believes strengthens, rather than weakens, leadership. One of Malcolm’s key strategies is fostering engagement by actively listening to his team. He encourages employees to contribute ideas by providing structured frameworks rather than dictating solutions. He has learned to ask thought-provoking questions that prompt deeper thinking, rather than imposing his own answers. Regarding cultural adaptation, Malcolm advises new leaders in Japan to immerse themselves in the environment rather than relying on outdated business stereotypes. He advocates for learning the language, engaging with local employees, and integrating into the community to build credibility and effectiveness as a leader. Ultimately, Malcolm defines leadership as making decisions and developing people. He believes a successful leader provides the necessary structure, support, and vision while ensuring that the team is motivated to achieve common goals. /episode/index/show/japanstopbusinessinterviews/id/35376225

Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

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