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

“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.  

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.  

  “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.

“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.  

  “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 (https://bit.ly/43sQHxV) 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 ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp 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 [email protected] 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.      

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.

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.  

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

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.

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.