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.  

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.  

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.  

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.  

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.

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.    

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.  

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.