For foreign companies with leadership gaps, post-acquisition friction, or HQ–local misalignment. Seventeen years of hands-on execution work in Japan — not advisory, not theoretical. I take operational ownership, and I run it until it runs without me.
The deal closed. The plan exists. But the Japan subsidiary has stopped moving. Integration is drifting, KPIs are slipping, and HQ is losing patience.
Your Japan GM just left — resignation, termination, or crisis. The permanent hire takes 3–6 months. The business can't wait.
HQ sees one picture. Japan delivers another. Messages get lost in translation — not linguistically, but culturally and operationally.
Customer service collapsed. A function is broken. You need someone who will enter the floor, not write a report.
Large consulting firms are built for analysis and scale. I am built for direct senior execution in narrow, urgent situations. I show up, take operational ownership, and stabilize the business — then hand it off to the permanent owner. No junior team. No subcontracting. No handoff to B-players.
“I step in when execution stalls in Japan — after acquisition, during leadership gaps, or when HQ and local teams are misaligned.”
I take a limited number of engagements. This is not a scale business — it's a focus business. Clients get my direct execution, not a junior team. The bar is: if I don't think I can stabilize the situation, I'll tell you, and I won't take the money.