August 17, 2025 • 15 mins
Welcome back to the Executive Search in Japan podcast! Japan's executive job market is sizzling — and it’s not a short-lived spike. Join us as we shine a spotlight on why CEOS, CFOs, GMs, and MDs are in unprecedented demand across sectors like fintech, pharma, automotive tech, and consumer goods. From mortgage-deep language requirements to leadership through transformation, we break down the trends driving Tokyo’s talent surge. Learn what companies are looking for in their top-tier hires—bilingual fluency, cross-cultural agility, strategic vision, and operational excellence—and why this moment may be one of the most competitive leadership markets Japan has seen in decades.
- Market Snapshot: Leadership roles in Japan are thriving, from P&I marine insurance CEOs to fintech CFOs and data-driven general managers.
- Highlighted Roles:
- CEO — Insurance
- CFO — Leading FinTech Startup
- GMs — Entertainment & Hospitality, Consumer Goods, Auto Tech, Cosmetics
- Financial General Manager — E-commerce
- VPC Operations Manager (Automotive)
- Director of Scientific Engagement — Pharma
- Head of Customer Success — Tech
- Head of Wealth Business — Banking
- Managing Directors — Various industries
- Core Skills in Demand:
- Bilingual fluency (Japanese + English)
- Strategic leadership and stakeholder relationship management
- Specialized industry experience (marine insurance, fintech, cosmetics, etc.)
- Operational savvy and transformational leadership
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Chase Stratton (00:00):
Okay, let's unpack this.
There's something reallydynamic happening in Japan right
now.
People are saying the jobmarket is, well, hot, hot, hot.
Tessa Sourceley (00:07):
Yeah, incredibly active.
Chase Stratton (00:08):
So today we're doing a deep dive into this
landscape.
We're looking specifically atsenior level executive
positions.
You know, the big ones, CEOs,managing directors, general
managers.
Tessa Sourceley (00:21):
And what's really fascinating, I think, is
just the sheer range of theseroles that are open.
It's not just one or twothings.
Chase Stratton (00:27):
Right.
Tessa Sourceley (00:27):
It really signals significant growth,
maybe some big strategic shiftshappening across different
industries.
So we're not just talking aboutfinding a job.
It's more about understanding,OK, what are these leadership
opportunities?
What specific skills are reallyin demand?
And maybe what unique benefitsare companies offering over
there?
Chase Stratton (00:45):
Exactly.
So whether you're You know,tracking global business trends
or maybe just looking for yournext big aha moment.
We want to give you a shortcut,a way to get well informed
about what it takes to lead inTokyo and well beyond.
So starting high level.
this hot job market.
Our sources are confirming,yeah, many vacancies, senior
(01:07):
roles like president, generalmanager, managing director.
Tessa Sourceley (01:10):
Lots of them.
It's not just a small uptick.
Chase Stratton (01:12):
Right.
It feels like a sustainedthing.
Tessa Sourceley (01:14):
It does.
And that's why, you know,executive recruiters in Tokyo,
they are very busy right now,really scrambling to find the
right candidates.
It just shows the demand.
Huge opportunity.
So, yeah, we'll look at CEOs,CFOs, general managers, MDs and
some specific director roles toget a real feel for the whole
picture.
Chase Stratton (01:31):
OK, so if the market's hot, where are the
sparks It's really flying.
Let's start right at the top.
Chief Executive Officer.
We saw one for SteamshipInsurance Management Services in
Tokyo.
Tessa Sourceley (01:40):
Ah, P&I Insurance.
Chase Stratton (01:42):
Exactly.
Protection and Indemnity.
So specialized maritime stuff.
Their global main office inLondon, but clearly need top
leadership in Japan.
Tessa Sourceley (01:52):
And for this CEO role, the description sounds
quite ambitious.
visionary, strategic,commercially astute.
The goal is leading andexpanding the Tokyo office.
Right.
Which makes you wonder, OK,representing the club in Japan,
what does that actually mean dayto day?
Is it more about the culturalside or are there tough
(02:13):
regulatory hurdles, especiallyfor a foreign company?
Chase Stratton (02:17):
That's a great question.
It seems like it's really amix.
You've got to align globally,obviously.
Sure.
But you're also the bridge,engaging local members, but also
making sure everything lines upwith Japanese regulations, like
the FSA requirements.
Tessa Sourceley (02:30):
Ah, the Financial Services Agency.
Chase Stratton (02:32):
Right.
So, yeah, building trust withina pretty complex system.
And the requirements reflectthat.
You need solid experience,marine insurance, legal
shipping, and crucially, fluentJapanese, plus good written and
spoken English.
Both are key.
Tessa Sourceley (02:45):
Okay, so that's a traditional industry,
insurance.
But what about Japan's startupscene?
That's buzzing too, right?
We saw Chief Financial Officerrole opening up.
Chase Stratton (02:53):
Yeah, at a leading fintech startup.
Sounds very different.
Tessa Sourceley (02:56):
Totally different vibe.
Fast-paced, dynamicenvironment, team members from
over 35 countries, flexibleremote work options mentioned
too.
Chase Stratton (03:04):
It really does.
And the CFO role is broad.
All the usual financial stuff,accounting, budgeting, planning.
Tessa Sourceley (03:10):
Tender CFO fare.
Chase Stratton (03:11):
But also providing strategic insights,
building financial models.
and working with internationalfinance institutions on buy now,
pay later products.
BNPL.
Tessa Sourceley (03:22):
Ah, BNTL.
That's huge globally.
Chase Stratton (03:25):
It is.
So this CFO isn't just keepingthe books.
They're navigating super fastgrowth, global players, but in a
Japanese context.
Tessa Sourceley (03:33):
And that context piece seems critical.
Did you notice the job title?
It literally said Japanesemust.
Chase Stratton (03:39):
Yeah, that jumped out.
Tessa Sourceley (03:40):
It's a really strong signal, isn't it?
Even in cutting edge fintechfor leadership, that deep local
language skill, non-negotiable.
It kind of highlights thisunique integration challenge in
Japan.
Chase Stratton (03:51):
And they prefer at advanced degrees to MBA, CPA,
CFA, plus, you know,significant finance leadership
experience, especially in fastgrowing companies.
Tessa Sourceley (03:58):
Makes sense.
High stakes.
Chase Stratton (03:59):
Definitely.
OK, so moving down a level fromC-suite, but still very senior.
General managers.
This seems like a reallydiverse category.
Tessa Sourceley (04:08):
It really is.
This is often where the globalstrategy hits the ground, you
know, local execution.
Chase Stratton (04:13):
Right.
So first up, we saw a generalmanager, Japan in entertainment
and hospitality.
Big global company, leisure,travel, tourism, 60 people in
their Tokyo office.
Tessa Sourceley (04:24):
And this GM role, it's about leading and
growing a retail focuseddivision.
But the business model soundsinteresting.
It merges education andentertainment.
Entertainment.
Chase Stratton (04:33):
Edutainment.
Tessa Sourceley (04:34):
Basically, yeah.
It shows how companies aretrying new ways to engage
Japanese consumers.
Salary for that one was $12million to $15 million annually.
Chase Stratton (04:42):
Okay.
Decent range.
Now, staying consumer-focused,but different sector.
Tessa Sourceley (04:46):
Yeah.
Chase Stratton (04:46):
There's a general manager for a European
consumer goods maker.
Right.
Retail and kitchenware.
Tessa Sourceley (04:51):
Right.
A well-established brand.
And here, the goal is drivinggrowth, strengthening the
brand's presence locally.
So, shaping the Japan strategy,but making sure it fits the
global picture and therequirements, extending
extensive experience in consumergoods, retail, especially
kitchenware, and crucially, deepknowledge of the Japanese
market, consumer trends.
(05:12):
Again, that local insightpiece.
Chase Stratton (05:14):
It keeps coming up.
Local knowledge is key.
Okay, what about techdisrupting traditional
industries?
We found a GM role leadingproduct strategy for automotive
tech.
Tessa Sourceley (05:22):
Yeah, this sounds fascinating.
A fast-growing digital platformcompany, they're trying to
transform big sectors likemobility, even real estate.
Chase Stratton (05:30):
So the GM leads product strategy for their
data-driven automotivetechnology platform, managing
product life cycles, web,mobile, analyzing user behavior,
industry trends.
Tessa Sourceley (05:41):
Sounds very data heavy.
And the language requirements,strict again, native level
Japanese, business levelEnglish, plus experience leading
product or tech planning teamslike five people or more.
It really shows how evenJapan's industrial giants are
embracing digital change rightfrom the top leadership.
Chase Stratton (05:57):
Absolutely.
Okay, another consumer one,general manager cosmetics,
global company high qualityproducts.
And this one You had a prettyattractive salary listed.
Tessa Sourceley (06:04):
Yeah, $15 million to $20 million, so a
step up.
Chase Stratton (06:07):
Definitely.
Tessa Sourceley (06:08):
And the job involves marketing strategy,
market analysis, productlaunches, managing sales KPIs.
Standard stuff for that level.
Requires experience in fashionor cosmetics marketing or
retail.
Chase Stratton (06:20):
But what else stood out?
Tessa Sourceley (06:22):
Well, they specifically mentioned a remote
and flex system and an opencorporate culture that values
diverse skills.
That feels quite modern, right?
Especially for Japan.
Suggests a shift in workculture, perhaps.
Chase Stratton (06:35):
It does.
Good point.
Okay, and we can't really talkabout major Japanese companies
without mentioning Rakuten, canwe?
Tessa Sourceley (06:40):
Definitely not.
Huge ecosystem.
Chase Stratton (06:42):
Over 70 services, yeah.
Tessa Sourceley (06:43):
Yeah.
Chase Stratton (06:44):
And they're There's a GM role.
General Manager of FinancialAccounting.
This is for Rakuten Symphony'sfinancial management department.
Tessa Sourceley (06:49):
Right.
And Rakuten Symphony is theirsort of global telecom platform,
isn't it?
So this role is about settingup a global financial and
accounting structure.
Chase Stratton (06:57):
Wow.
Okay.
Big scope.
Tessa Sourceley (06:58):
Yeah.
Overseeing financial accountingops, inventory accounting,
ensuring compliance, IFRS, JSOX.
Chase Stratton (07:05):
International standards and Japanese
regulations.
Tessa Sourceley (07:07):
Exactly.
And managing a team of maybefour to ten accountants.
Language.
Both Japanese and Englishfluency are mandatory.
And they prefer CPA or CMAcertification.
It really speaks to Rakuten'sscale and global ambitions.
Chase Stratton (07:23):
These GM roles, they really feel like mini CEOs
for their specific patch, don'tthey?
Tessa Sourceley (07:28):
That's a good way to put it.
Yeah.
They need that blend of globalview and super sharp local
insight.
They're the bridge builders.
And, you know, there was onemore GM role we saw, maybe a bit
more niche.
General Manager VPC.
Chase Stratton (07:40):
VPC, Vehicle Preparation Center.
Tessa Sourceley (07:41):
Exactly.
Right in the automotive sector.
Yeah.
Very operational.
Very
Chase Stratton (07:50):
operational.
Tessa Sourceley (07:51):
Requires five plus years in automotive and
auto mechanic qualification,class three specifically
mentioned, and business levelJapanese and English.
It kind of highlights thatoperational excellence that
supply chain mastery Japan isfamous for.
Leadership needed there too.
Chase Stratton (08:05):
Makes sense.
Okay, so beyond GMs, we alsosaw some highly specialized
director and head roles, likethe director, external
scientific engagement at TakedaPharmaceutical.
Tessa Sourceley (08:15):
Ah, Takeda.
Huge history.
240 years.
Big global R&D focus.
This sounds important.
Chase Stratton (08:23):
It does.
It's described as a seniorleadership role driving
scientific engagement in Japan.
shaping external innovation,influencing science policy,
leading collaborations.
Tessa Sourceley (08:33):
Collaborations with who?
Chase Stratton (08:35):
Government academia industry.
So you need a deepunderstanding of Japan's whole
healthcare and innovationecosystem.
Strong networks mentioned JPMA,MHLW, AMD, PMDA.
All the key players.
Tessa Sourceley (08:47):
Wow.
Okay.
So connecting the dots betweenscience and policy.
That's big.
Chase Stratton (08:50):
Yeah.
Requires an advanced degreePhD, MD or equivalent, 12 plus
years experience.
And again, exceptionalcommunication, both Japanese and
English.
Tessa Sourceley (08:58):
And Takeda offers flexibility too.
Chase Stratton (09:00):
Yeah.
They mentioned flex time,telework, good benefits.
Seems standard for many ofthese higher level roles now.
Tessa Sourceley (09:05):
Okay.
Shifting gears a bit, but stilltech head of customer success
for Japan at HubSpot.
Chase Stratton (09:10):
Right.
The AI powered customerplatform.
This role is senior leadershipbased in Singapore and Tokyo,
leading managers, individualcontributors across different
customer segments.
Tessa Sourceley (09:21):
And the core job, customer success, right?
So retention, expansion,advocacy, and actually owning
the revenue number for the Japanteam.
Chase Stratton (09:30):
High responsibility.
Tessa Sourceley (09:31):
Very.
Requires seven plus years incustomer success, four plus in
people management.
But here's the kicker again.
Native level Japanese fluencyrequired.
Chase Stratton (09:41):
Native level, not just business.
Tessa Sourceley (09:42):
Native level.
Alongside business English.
Even for a global tech firmlike HubSpot for this
customer-facing leadership inJapan, that deep linguistic
cultural immersion is critical.
Chase Stratton (09:54):
It really drives that point home.
Tessa Sourceley (09:56):
And they also talked about their culture,
solve for the customer, be bold,deliver with heart.
Companies are definitelyhighlighting culture more.
Chase Stratton (10:03):
Seems like it.
Tessa Sourceley (10:03):
Then
Chase Stratton (10:04):
there's that head of Japan wealth business
role, foreign asset managementcompany.
True.
range was eye watering.
Tessa Sourceley (10:10):
Yeah.
30 million to 100 million JPY.
That's quite a spread.
But the top end is huge.
Chase Stratton (10:16):
What does that signal?
High demand.
High stakes.
Tessa Sourceley (10:19):
Both, probably.
It's a niche specializedfinancial area.
The role has overall penalresponsibility for Japan, team
management, sales, marketing,investor relations, focusing on
alternative products sold tofinancial institutions.
Chase Stratton (10:34):
So intermediaries.
Tessa Sourceley (10:35):
Right.
Requires experience sellingfinancial products to
intermediaries and businesslevel English.
Definitely a high pressure,high reward kind of role.
Chase Stratton (10:43):
And we also saw that senior vice president role
at the Asia Group meeting 15years minimum experience just
underscores the need for reallyseasoned people at the top.
Tessa Sourceley (10:54):
Absolutely.
Now, what about consulting?
That's another area with seniorroles, often managing
directors.
Chase Stratton (11:00):
Right.
We saw an MD role at a majorcrowdsourcing company.
Interesting angle here.
They're launching a full-timeconsulting firm.
Tessa Sourceley (11:06):
Oh.
How does that work withcrowdsourcing?
Chase Stratton (11:08):
They're combining their freelance talent
pool with full-timeconsultants, offering clients
more flexible service models.
It's kind of an innovativeblend, leveraging the gig
economy for high-end consulting.
Tessa Sourceley (11:19):
Interesting model.
Chase Stratton (11:20):
And the MD oversees client acquisition,
manages relationships, leadsprojects, develops new services,
requires five-plus years as asenior manager in a traditional
consulting firm strategy orgeneral.
Strong sales and projectmanagement skills needed.
Seems quite entrepreneurial,even within a larger structure
Tessa Sourceley (11:38):
definitely adapting Then there's a
different kind of MD role.
Managing director,restructuring at a global
financial advisory firm.
Chase Stratton (11:45):
Restructuring.
Sounds intense.
It
Tessa Sourceley (11:47):
often is.
High salary, again, $25 millionto $35 million.
The focus is on early stagerestructuring.
So helping companies beforethey're in deep crisis.
Analysis, problem solving,boosting revenue, strategic
rebuilding.
Chase Stratton (12:00):
Proactive restructuring.
Tessa Sourceley (12:01):
Exactly.
Requires specific experiencefrom a financial advisory
services firm, an FAS firm, or adedicated restructuring shop.
and business-level English.
Chase Stratton (12:11):
Okay.
Now contrast that with themanaging director, senior
director role at FrontierManagement.
They're a hybrid firm, right?
Yeah.
Tessa Sourceley (12:18):
Yeah.
They do financial advisory,management consulting, and
restructuring.
This role involves M&A,organizational restructuring,
lots of domestic middle marketdeals, restructuring cases, some
Asia focus too.
Chase Stratton (12:31):
But the fascinating detail here was...
Tessa Sourceley (12:33):
English is not required for this specific role.
Chase Stratton (12:35):
Wow.
That really stands out aftereverything else we've seen.
Tessa Sourceley (12:39):
It does.
A rare exception.
Suggests a very deep focuspurely on the domestic Japanese
market for this particularposition.
Interesting.
Chase Stratton (12:46):
And finally, in this bracket, a director to
managing director role at JapanPost Capital.
Tessa Sourceley (12:52):
Ah, Nippon Post Group's CVC corporate venture
capital.
Chase Stratton (12:56):
Right.
So investing in startupsstrategically for the parent
company.
The role involves investmentresearch, managing the process,
making decisions, monitoring theinvestments.
Tessa Sourceley (13:05):
Standard VC stuff.
Right.
Requires five plus years inventure capital, specifically
with investment andpost-investment value up
experience, helping theportfolio companies grow.
Chase Stratton (13:15):
Right.
OK, so we've covered a lot ofground.
CEOs, CFOs, GMs, directors,MDs.
What does this all mean for youif you're looking at or
thinking about these kinds ofexecutive roles in Japan?
A few themes really jump out,don't they?
Tessa Sourceley (13:28):
They really do.
I mean, first, across theboard, you need strong strategic
leadership.
That ability to drive growth,ensure operational excellence,
It's universal.
Second, stakeholder mastery,building and keeping strong
relationships, clients,partners, regulators, internal
teams, absolutely crucial forsuccess at this level.
Chase Stratton (13:47):
Can't operate in a vacuum?
Tessa Sourceley (13:48):
Not at all.
Third, and we've hit this hard,but it bears repeating,
bilingual proficiency.
That critical importance ofJapanese, often native level and
solid business English, it'sthe key for most top roles.
Chase Stratton (14:00):
That one notable exception we found.
Tessa Sourceley (14:02):
Right, that domestic focused role.
Fourth, deep industryexpertise.
You saw it again and againMarine insurance, fintech,
autotech, cosmetics, finance.
Specialization is oftenrequired.
Chase Stratton (14:13):
You need to know your stuff.
Tessa Sourceley (14:14):
Definitely.
And finally, adaptability.
These are fast-paced, globalenvironments, often
cross-cultural.
Leaders need to handlecomplexity, embrace change, be
flexible.
Chase Stratton (14:25):
And beyond the demands, the upsides look pretty
good too, right?
The benefits.
Tessa Sourceley (14:29):
Yeah, definitely compelling.
We saw high competitivesalaries consistently.
A real focus, it seems, onwork-life balance, lots of
mentions of hybrid, flexiblework.
Chase Stratton (14:39):
Which is maybe a shift for Japan.
Tessa Sourceley (14:41):
Potentially, yeah.
Becoming more mainstream, atleast in these types of Also,
commitments to professionaldevelopment, clear career paths,
and many companies are activelypromoting supportive, diverse
corporate cultures.
That's a big draw for talent.
Chase Stratton (14:55):
So it feels like this unique blend.
Japan's corporate worldembracing tradition but also
pushing towards innovation,globalization.
Tessa Sourceley (15:02):
Exactly.
It's a landscape that valuesboth that deep local insight and
international best practices.
It's a really interestingdynamic for leadership.
Chase Stratton (15:10):
So we've definitely unpacked a truly
diverse set of opportunities,leading a P&I club, steering
automotive tech strategy.
It's clear Japan's executivejob market isn't just busy.
It's incredibly varied.
And it demands a very specifichigh caliber skill set.
Tessa Sourceley (15:26):
Which I think leads to a bigger question,
maybe something to chew on.
As Japan's economy keepsevolving, keeps globalizing.
How will these high levelleaders in these specific roles
not just shape their ownindustries, but maybe influence
the broader cultural andeconomic direction of the
country itself?
Chase Stratton (15:45):
That's a great question.
And for you listening, whatstood out to you about these
roles?
Which of these leadershipchallenges sounds most exciting
or maybe most daunting?
Hopefully this deep dive hasgiven you some valuable
insights, a bit of a shortcut tobeing well-informed.
Okay, let's unpack this.
There's something reallydynamic happening in Japan right
now.
People are saying the jobmarket is, well, hot, hot, hot.
Tessa Sourceley (00:07):
Yeah, incredibly active.
Chase Stratton (00:08):
So today we're doing a deep dive into this
landscape.
We're looking specifically atsenior level executive
positions.
You know, the big ones, CEOs,managing directors, general
managers.
Tessa Sourceley (00:21):
And what's really fascinating, I think, is
just the sheer range of theseroles that are open.
It's not just one or twothings.
Chase Stratton (00:27):
Right.
Tessa Sourceley (00:27):
It really signals significant growth,
maybe some big strategic shiftshappening across different
industries.
So we're not just talking aboutfinding a job.
It's more about understanding,OK, what are these leadership
opportunities?
What specific skills are reallyin demand?
And maybe what unique benefitsare companies offering over
there?
Chase Stratton (00:45):
Exactly.
So whether you're You know,tracking global business trends
or maybe just looking for yournext big aha moment.
We want to give you a shortcut,a way to get well informed
about what it takes to lead inTokyo and well beyond.
So starting high level.
this hot job market.
Our sources are confirming,yeah, many vacancies, senior
(01:07):
roles like president, generalmanager, managing director.
Tessa Sourceley (01:10):
Lots of them.
It's not just a small uptick.
Chase Stratton (01:12):
Right.
It feels like a sustainedthing.
Tessa Sourceley (01:14):
It does.
And that's why, you know,executive recruiters in Tokyo,
they are very busy right now,really scrambling to find the
right candidates.
It just shows the demand.
Huge opportunity.
So, yeah, we'll look at CEOs,CFOs, general managers, MDs and
some specific director roles toget a real feel for the whole
picture.
Chase Stratton (01:31):
OK, so if the market's hot, where are the
sparks It's really flying.
Let's start right at the top.
Chief Executive Officer.
We saw one for SteamshipInsurance Management Services in
Tokyo.
Tessa Sourceley (01:40):
Ah, P&I Insurance.
Chase Stratton (01:42):
Exactly.
Protection and Indemnity.
So specialized maritime stuff.
Their global main office inLondon, but clearly need top
leadership in Japan.
Tessa Sourceley (01:52):
And for this CEO role, the description sounds
quite ambitious.
visionary, strategic,commercially astute.
The goal is leading andexpanding the Tokyo office.
Right.
Which makes you wonder, OK,representing the club in Japan,
what does that actually mean dayto day?
Is it more about the culturalside or are there tough
(02:13):
regulatory hurdles, especiallyfor a foreign company?
Chase Stratton (02:17):
That's a great question.
It seems like it's really amix.
You've got to align globally,obviously.
Sure.
But you're also the bridge,engaging local members, but also
making sure everything lines upwith Japanese regulations, like
the FSA requirements.
Tessa Sourceley (02:30):
Ah, the Financial Services Agency.
Chase Stratton (02:32):
Right.
So, yeah, building trust withina pretty complex system.
And the requirements reflectthat.
You need solid experience,marine insurance, legal
shipping, and crucially, fluentJapanese, plus good written and
spoken English.
Both are key.
Tessa Sourceley (02:45):
Okay, so that's a traditional industry,
insurance.
But what about Japan's startupscene?
That's buzzing too, right?
We saw Chief Financial Officerrole opening up.
Chase Stratton (02:53):
Yeah, at a leading fintech startup.
Sounds very different.
Tessa Sourceley (02:56):
Totally different vibe.
Fast-paced, dynamicenvironment, team members from
over 35 countries, flexibleremote work options mentioned
too.
Chase Stratton (03:04):
It really does.
And the CFO role is broad.
All the usual financial stuff,accounting, budgeting, planning.
Tessa Sourceley (03:10):
Tender CFO fare.
Chase Stratton (03:11):
But also providing strategic insights,
building financial models.
and working with internationalfinance institutions on buy now,
pay later products.
BNPL.
Tessa Sourceley (03:22):
Ah, BNTL.
That's huge globally.
Chase Stratton (03:25):
It is.
So this CFO isn't just keepingthe books.
They're navigating super fastgrowth, global players, but in a
Japanese context.
Tessa Sourceley (03:33):
And that context piece seems critical.
Did you notice the job title?
It literally said Japanesemust.
Chase Stratton (03:39):
Yeah, that jumped out.
Tessa Sourceley (03:40):
It's a really strong signal, isn't it?
Even in cutting edge fintechfor leadership, that deep local
language skill, non-negotiable.
It kind of highlights thisunique integration challenge in
Japan.
Chase Stratton (03:51):
And they prefer at advanced degrees to MBA, CPA,
CFA, plus, you know,significant finance leadership
experience, especially in fastgrowing companies.
Tessa Sourceley (03:58):
Makes sense.
High stakes.
Chase Stratton (03:59):
Definitely.
OK, so moving down a level fromC-suite, but still very senior.
General managers.
This seems like a reallydiverse category.
Tessa Sourceley (04:08):
It really is.
This is often where the globalstrategy hits the ground, you
know, local execution.
Chase Stratton (04:13):
Right.
So first up, we saw a generalmanager, Japan in entertainment
and hospitality.
Big global company, leisure,travel, tourism, 60 people in
their Tokyo office.
Tessa Sourceley (04:24):
And this GM role, it's about leading and
growing a retail focuseddivision.
But the business model soundsinteresting.
It merges education andentertainment.
Entertainment.
Chase Stratton (04:33):
Edutainment.
Tessa Sourceley (04:34):
Basically, yeah.
It shows how companies aretrying new ways to engage
Japanese consumers.
Salary for that one was $12million to $15 million annually.
Chase Stratton (04:42):
Okay.
Decent range.
Now, staying consumer-focused,but different sector.
Tessa Sourceley (04:46):
Yeah.
Chase Stratton (04:46):
There's a general manager for a European
consumer goods maker.
Right.
Retail and kitchenware.
Tessa Sourceley (04:51):
Right.
A well-established brand.
And here, the goal is drivinggrowth, strengthening the
brand's presence locally.
So, shaping the Japan strategy,but making sure it fits the
global picture and therequirements, extending
extensive experience in consumergoods, retail, especially
kitchenware, and crucially, deepknowledge of the Japanese
market, consumer trends.
(05:12):
Again, that local insightpiece.
Chase Stratton (05:14):
It keeps coming up.
Local knowledge is key.
Okay, what about techdisrupting traditional
industries?
We found a GM role leadingproduct strategy for automotive
tech.
Tessa Sourceley (05:22):
Yeah, this sounds fascinating.
A fast-growing digital platformcompany, they're trying to
transform big sectors likemobility, even real estate.
Chase Stratton (05:30):
So the GM leads product strategy for their
data-driven automotivetechnology platform, managing
product life cycles, web,mobile, analyzing user behavior,
industry trends.
Tessa Sourceley (05:41):
Sounds very data heavy.
And the language requirements,strict again, native level
Japanese, business levelEnglish, plus experience leading
product or tech planning teamslike five people or more.
It really shows how evenJapan's industrial giants are
embracing digital change rightfrom the top leadership.
Chase Stratton (05:57):
Absolutely.
Okay, another consumer one,general manager cosmetics,
global company high qualityproducts.
And this one You had a prettyattractive salary listed.
Tessa Sourceley (06:04):
Yeah, $15 million to $20 million, so a
step up.
Chase Stratton (06:07):
Definitely.
Tessa Sourceley (06:08):
And the job involves marketing strategy,
market analysis, productlaunches, managing sales KPIs.
Standard stuff for that level.
Requires experience in fashionor cosmetics marketing or
retail.
Chase Stratton (06:20):
But what else stood out?
Tessa Sourceley (06:22):
Well, they specifically mentioned a remote
and flex system and an opencorporate culture that values
diverse skills.
That feels quite modern, right?
Especially for Japan.
Suggests a shift in workculture, perhaps.
Chase Stratton (06:35):
It does.
Good point.
Okay, and we can't really talkabout major Japanese companies
without mentioning Rakuten, canwe?
Tessa Sourceley (06:40):
Definitely not.
Huge ecosystem.
Chase Stratton (06:42):
Over 70 services, yeah.
Tessa Sourceley (06:43):
Yeah.
Chase Stratton (06:44):
And they're There's a GM role.
General Manager of FinancialAccounting.
This is for Rakuten Symphony'sfinancial management department.
Tessa Sourceley (06:49):
Right.
And Rakuten Symphony is theirsort of global telecom platform,
isn't it?
So this role is about settingup a global financial and
accounting structure.
Chase Stratton (06:57):
Wow.
Okay.
Big scope.
Tessa Sourceley (06:58):
Yeah.
Overseeing financial accountingops, inventory accounting,
ensuring compliance, IFRS, JSOX.
Chase Stratton (07:05):
International standards and Japanese
regulations.
Tessa Sourceley (07:07):
Exactly.
And managing a team of maybefour to ten accountants.
Language.
Both Japanese and Englishfluency are mandatory.
And they prefer CPA or CMAcertification.
It really speaks to Rakuten'sscale and global ambitions.
Chase Stratton (07:23):
These GM roles, they really feel like mini CEOs
for their specific patch, don'tthey?
Tessa Sourceley (07:28):
That's a good way to put it.
Yeah.
They need that blend of globalview and super sharp local
insight.
They're the bridge builders.
And, you know, there was onemore GM role we saw, maybe a bit
more niche.
General Manager VPC.
Chase Stratton (07:40):
VPC, Vehicle Preparation Center.
Tessa Sourceley (07:41):
Exactly.
Right in the automotive sector.
Yeah.
Very operational.
Very
Chase Stratton (07:50):
operational.
Tessa Sourceley (07:51):
Requires five plus years in automotive and
auto mechanic qualification,class three specifically
mentioned, and business levelJapanese and English.
It kind of highlights thatoperational excellence that
supply chain mastery Japan isfamous for.
Leadership needed there too.
Chase Stratton (08:05):
Makes sense.
Okay, so beyond GMs, we alsosaw some highly specialized
director and head roles, likethe director, external
scientific engagement at TakedaPharmaceutical.
Tessa Sourceley (08:15):
Ah, Takeda.
Huge history.
240 years.
Big global R&D focus.
This sounds important.
Chase Stratton (08:23):
It does.
It's described as a seniorleadership role driving
scientific engagement in Japan.
shaping external innovation,influencing science policy,
leading collaborations.
Tessa Sourceley (08:33):
Collaborations with who?
Chase Stratton (08:35):
Government academia industry.
So you need a deepunderstanding of Japan's whole
healthcare and innovationecosystem.
Strong networks mentioned JPMA,MHLW, AMD, PMDA.
All the key players.
Tessa Sourceley (08:47):
Wow.
Okay.
So connecting the dots betweenscience and policy.
That's big.
Chase Stratton (08:50):
Yeah.
Requires an advanced degreePhD, MD or equivalent, 12 plus
years experience.
And again, exceptionalcommunication, both Japanese and
English.
Tessa Sourceley (08:58):
And Takeda offers flexibility too.
Chase Stratton (09:00):
Yeah.
They mentioned flex time,telework, good benefits.
Seems standard for many ofthese higher level roles now.
Tessa Sourceley (09:05):
Okay.
Shifting gears a bit, but stilltech head of customer success
for Japan at HubSpot.
Chase Stratton (09:10):
Right.
The AI powered customerplatform.
This role is senior leadershipbased in Singapore and Tokyo,
leading managers, individualcontributors across different
customer segments.
Tessa Sourceley (09:21):
And the core job, customer success, right?
So retention, expansion,advocacy, and actually owning
the revenue number for the Japanteam.
Chase Stratton (09:30):
High responsibility.
Tessa Sourceley (09:31):
Very.
Requires seven plus years incustomer success, four plus in
people management.
But here's the kicker again.
Native level Japanese fluencyrequired.
Chase Stratton (09:41):
Native level, not just business.
Tessa Sourceley (09:42):
Native level.
Alongside business English.
Even for a global tech firmlike HubSpot for this
customer-facing leadership inJapan, that deep linguistic
cultural immersion is critical.
Chase Stratton (09:54):
It really drives that point home.
Tessa Sourceley (09:56):
And they also talked about their culture,
solve for the customer, be bold,deliver with heart.
Companies are definitelyhighlighting culture more.
Chase Stratton (10:03):
Seems like it.
Tessa Sourceley (10:03):
Then
Chase Stratton (10:04):
there's that head of Japan wealth business
role, foreign asset managementcompany.
True.
range was eye watering.
Tessa Sourceley (10:10):
Yeah.
30 million to 100 million JPY.
That's quite a spread.
But the top end is huge.
Chase Stratton (10:16):
What does that signal?
High demand.
High stakes.
Tessa Sourceley (10:19):
Both, probably.
It's a niche specializedfinancial area.
The role has overall penalresponsibility for Japan, team
management, sales, marketing,investor relations, focusing on
alternative products sold tofinancial institutions.
Chase Stratton (10:34):
So intermediaries.
Tessa Sourceley (10:35):
Right.
Requires experience sellingfinancial products to
intermediaries and businesslevel English.
Definitely a high pressure,high reward kind of role.
Chase Stratton (10:43):
And we also saw that senior vice president role
at the Asia Group meeting 15years minimum experience just
underscores the need for reallyseasoned people at the top.
Tessa Sourceley (10:54):
Absolutely.
Now, what about consulting?
That's another area with seniorroles, often managing
directors.
Chase Stratton (11:00):
Right.
We saw an MD role at a majorcrowdsourcing company.
Interesting angle here.
They're launching a full-timeconsulting firm.
Tessa Sourceley (11:06):
Oh.
How does that work withcrowdsourcing?
Chase Stratton (11:08):
They're combining their freelance talent
pool with full-timeconsultants, offering clients
more flexible service models.
It's kind of an innovativeblend, leveraging the gig
economy for high-end consulting.
Tessa Sourceley (11:19):
Interesting model.
Chase Stratton (11:20):
And the MD oversees client acquisition,
manages relationships, leadsprojects, develops new services,
requires five-plus years as asenior manager in a traditional
consulting firm strategy orgeneral.
Strong sales and projectmanagement skills needed.
Seems quite entrepreneurial,even within a larger structure
Tessa Sourceley (11:38):
definitely adapting Then there's a
different kind of MD role.
Managing director,restructuring at a global
financial advisory firm.
Chase Stratton (11:45):
Restructuring.
Sounds intense.
It
Tessa Sourceley (11:47):
often is.
High salary, again, $25 millionto $35 million.
The focus is on early stagerestructuring.
So helping companies beforethey're in deep crisis.
Analysis, problem solving,boosting revenue, strategic
rebuilding.
Chase Stratton (12:00):
Proactive restructuring.
Tessa Sourceley (12:01):
Exactly.
Requires specific experiencefrom a financial advisory
services firm, an FAS firm, or adedicated restructuring shop.
and business-level English.
Chase Stratton (12:11):
Okay.
Now contrast that with themanaging director, senior
director role at FrontierManagement.
They're a hybrid firm, right?
Yeah.
Tessa Sourceley (12:18):
Yeah.
They do financial advisory,management consulting, and
restructuring.
This role involves M&A,organizational restructuring,
lots of domestic middle marketdeals, restructuring cases, some
Asia focus too.
Chase Stratton (12:31):
But the fascinating detail here was...
Tessa Sourceley (12:33):
English is not required for this specific role.
Chase Stratton (12:35):
Wow.
That really stands out aftereverything else we've seen.
Tessa Sourceley (12:39):
It does.
A rare exception.
Suggests a very deep focuspurely on the domestic Japanese
market for this particularposition.
Interesting.
Chase Stratton (12:46):
And finally, in this bracket, a director to
managing director role at JapanPost Capital.
Tessa Sourceley (12:52):
Ah, Nippon Post Group's CVC corporate venture
capital.
Chase Stratton (12:56):
Right.
So investing in startupsstrategically for the parent
company.
The role involves investmentresearch, managing the process,
making decisions, monitoring theinvestments.
Tessa Sourceley (13:05):
Standard VC stuff.
Right.
Requires five plus years inventure capital, specifically
with investment andpost-investment value up
experience, helping theportfolio companies grow.
Chase Stratton (13:15):
Right.
OK, so we've covered a lot ofground.
CEOs, CFOs, GMs, directors,MDs.
What does this all mean for youif you're looking at or
thinking about these kinds ofexecutive roles in Japan?
A few themes really jump out,don't they?
Tessa Sourceley (13:28):
They really do.
I mean, first, across theboard, you need strong strategic
leadership.
That ability to drive growth,ensure operational excellence,
It's universal.
Second, stakeholder mastery,building and keeping strong
relationships, clients,partners, regulators, internal
teams, absolutely crucial forsuccess at this level.
Chase Stratton (13:47):
Can't operate in a vacuum?
Tessa Sourceley (13:48):
Not at all.
Third, and we've hit this hard,but it bears repeating,
bilingual proficiency.
That critical importance ofJapanese, often native level and
solid business English, it'sthe key for most top roles.
Chase Stratton (14:00):
That one notable exception we found.
Tessa Sourceley (14:02):
Right, that domestic focused role.
Fourth, deep industryexpertise.
You saw it again and againMarine insurance, fintech,
autotech, cosmetics, finance.
Specialization is oftenrequired.
Chase Stratton (14:13):
You need to know your stuff.
Tessa Sourceley (14:14):
Definitely.
And finally, adaptability.
These are fast-paced, globalenvironments, often
cross-cultural.
Leaders need to handlecomplexity, embrace change, be
flexible.
Chase Stratton (14:25):
And beyond the demands, the upsides look pretty
good too, right?
The benefits.
Tessa Sourceley (14:29):
Yeah, definitely compelling.
We saw high competitivesalaries consistently.
A real focus, it seems, onwork-life balance, lots of
mentions of hybrid, flexiblework.
Chase Stratton (14:39):
Which is maybe a shift for Japan.
Tessa Sourceley (14:41):
Potentially, yeah.
Becoming more mainstream, atleast in these types of Also,
commitments to professionaldevelopment, clear career paths,
and many companies are activelypromoting supportive, diverse
corporate cultures.
That's a big draw for talent.
Chase Stratton (14:55):
So it feels like this unique blend.
Japan's corporate worldembracing tradition but also
pushing towards innovation,globalization.
Tessa Sourceley (15:02):
Exactly.
It's a landscape that valuesboth that deep local insight and
international best practices.
It's a really interestingdynamic for leadership.
Chase Stratton (15:10):
So we've definitely unpacked a truly
diverse set of opportunities,leading a P&I club, steering
automotive tech strategy.
It's clear Japan's executivejob market isn't just busy.
It's incredibly varied.
And it demands a very specifichigh caliber skill set.
Tessa Sourceley (15:26):
Which I think leads to a bigger question,
maybe something to chew on.
As Japan's economy keepsevolving, keeps globalizing.
How will these high levelleaders in these specific roles
not just shape their ownindustries, but maybe influence
the broader cultural andeconomic direction of the
country itself?
Chase Stratton (15:45):
That's a great question.
And for you listening, whatstood out to you about these
roles?
Which of these leadershipchallenges sounds most exciting
or maybe most daunting?
Hopefully this deep dive hasgiven you some valuable
insights, a bit of a shortcut tobeing well-informed.
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