Reverse Mentoring

Young professionals bridge generations in the workplace by sharing insights with executives.

Mentorship is a familiar concept, but in a world where workplace dynamics are constantly evolving, who says mentorship needs to be top-down? The American Chamber of Commerce in Japan (ACCJ) recently held a pilot event—organized by the Young Professionals Forum (YPF) and championed by the CEO Forum—designed to challenge and expand what it means to be a mentor. The night was generously sponsored and hosted by Kraft Heinz Japan, and attendees were warmly welcomed by Steve Briggs, the company’s president for northeast Asia and an ACCJ vice president.

This pilot event brought together eight senior executives as mentees—all eager to gain insights from next-generation YPF leaders. Along with Briggs, these esteemed executives were:

• James Aquilina, president and general manager of the Estée Lauder Companies Japan K.K.
• Sarah Bader, managing director and principal representative in Japan for Gensler and Associates/International, Ltd.
• Meghan Barstow, president and representative director of Edelman Japan
• Royanne Doi, executive director of TELL
• Deborah Hayden, partner at FGS Global
• Mari Matthews, director and vice-chair at BNY Japan
• Irina Menshikova, president of Amway Japan G.K.

About 20 young professionals joined, ready to share their knowledge and provide mentorship advice on a variety of topics. Discussions covered intergenerational management, avoiding burnout, talent retention, recruitment, and technology. The evening saw lively discussions and a rich exchange of information, as well as the opportunity to explore Kraft Heinz’s stunning new office near Shinjuku Gyoen and sample some of the company’s delicious signature food.

Young professionals have a wealth of knowledge and fresh perspectives to offer senior executives. In the realm of intergenerational management, young professionals can offer insights that help senior leaders effectively bridge the gap between themselves and younger age groups in the workplace. This includes understanding the unique motivations and workstyles of younger employees, fostering a culture of inclusivity, and leveraging the strengths of a diverse workforce.

Avoiding burnout is another critical area where young professionals—with the rise of remote work and the blurring of boundaries between personal and professional life—can provide valuable perspectives. The group discussed how companies can differentiate themselves by implementing strategies to promote work–life balance. Young professionals, generally being more attuned to the importance of mental health, can offer practical advice on how to create a supportive work environment that prioritizes employee well-being.

Talent retention and recruitment are perennial challenges for organizations. Young professionals, who are often at the forefront of job-market trends, provided senior executives with a deeper understanding of what makes an employer attractive and how they can retain top talent. This includes company culture and opportunities for professional development, as well as the need for a clear and compelling employer brand, vision, and purpose.

“This reverse mentoring pilot event was an eye-opening experience, and I was grateful to hear ideas and advice from so many enthusiastic young professionals,” said Kraft Heinz’s Briggs. “The fresh perspectives and innovative ideas shared will be critical in shaping Japan’s evolving corporate environment, and I was so glad that many of Kraft Heinz’s talented young team members could participate.”

YPF Co-chair Tomoki Fukasawa noted: “This event marked my last initiative as co-chair of the YPF, so it is extra special for me to bring together such a talented group of executives and motivated young professionals. This is exactly why I wanted to join the YPF—to encourage meaningful dialogue across generations. I am confident that the YPF leadership team will continue what I have started and host more events like this in the future.”

Reverse mentoring is not just a trend; it is a powerful strategy for bridging gaps and fostering a culture of continuous learning and innovation. By nurturing an environment of mutual learning and collaboration, organizations can harness the collective intelligence of their workforce and drive sustainable growth. The YPF will continue to create platforms to embrace opportunities for cross-generational collaboration and growth.

Young Professionals to Watch: John Marasigan

The en World Japan senior consultant shares how the ACCJ has helped him step forward and grow

The Young Professionals Forum (YPF) serves as a platform to connect working professionals aged 35 and under within the American Chamber of Commerce in Japan (ACCJ). In this installment of our Young Professionals to Watch series, we talk to John Marasigan, a senior consultant at en world Japan, about the real-life lessons he has learned by participating in YPF events, which go beyond traditional networking to give young professionals opportunities to learn directly from senior ACCJ members in intimate settings.

What do you do at en world Japan?

As a consultant, I partner with executive leaders across all industries in Tokyo to solve complex challenges by offering interim talent solutions to their finance teams. My aim is to build genuine, lasting relationships and to become a trusted leader, both within my organization and across my professional network.

What is the most memorable project you’ve worked on? How did being a young professional make a difference?

Through a YPF introduction, I connected with a founder of a renowned marketing company. What began as a mentorship request evolved into an opportunity to assist with key challenges, including introducing adviser-level professionals for his executive team.

Unfortunately, after presenting several potential advisers, the company decided to move forward with another option. This experience reinforced an important lesson: even with the best of intentions, outcomes may not always align with expectations. But it was a valuable opportunity to practice humility.

How does en world Japan empower its young professionals?

At en world Japan, I get to drive and grow my own business while benefiting from a supportive corporate framework—truly the best of both worlds. It’s a great fit for anyone with an entrepreneurial spirit who values the structure and resources of an established organization. You’ll have access to a warm network, a robust database, and a reliable back-office team—all working together to ensure your success.

Do you have a memorable moment from a YPF or ACCJ event?

Meeting with Dave Powell, the vice president and general manager of Disney+ in Japan, was a highlight. The office setting and lunch bento boxes were nice touches, but what truly mattered were the practical, eye-opening insights he shared. I especially appreciated his advice on volunteering for tasks others avoid—an effective way to build reliability and responsibility within your organization. Access to leaders like Dave is what makes the YPF group special; it fosters conversations that go far deeper than the surface-level exchanges typical at most networking events.

What are your expectations for the YPF and the ACCJ?

I hope the YPF and ACCJ will invest more in younger professionals. That means making events more accessible, providing hands-on guidance, and offering real encouragement—especially for those new to networking. With Japan’s declining population and aging workforce, it is vital that we focus on developing tomorrow’s leaders. Let’s give them the spotlight, meaningful responsibilities, and the support they need to step forward and grow.

Making a Difference

The ACCJ Journal also spoke to Marasigan’s manager, Adrian Lee, about his contributions.

“John exemplifies the qualities of a highly driven and ambitious professional, characterized by a profound dedication to continuous learning, refinement of his expertise, and the cultivation of meaningful professional networks,” said Lee, senior manager of en world Japan’s Contract Professionals Division. “Organizations such as the ACCJ and groups like the YPF serve as invaluable platforms, fostering environments where individuals like John can excel and further distinguish themselves within their industries. By offering access to thought leadership, expert-led seminars, and collaborative workshops—alongside opportunities for interaction with like-minded business professionals—the events they host provide the resources that underpin John’s consistent excellence as a top performer within our firm.”

Lee also noted how Marasigan has distinguished himself in an industry often marked by transactional exchanges by adopting a consultative approach.

“He prioritizes building genuine rapport with clients, gaining a nuanced understanding of their specific needs, and delivering tailored insights and market intelligence,” Lee said. “This approach empowers clients to make strategic, well-informed decisions regarding their hiring objectives, and reflects John’s unwavering commitment to elevating professional standards and outcomes.”

Young Professionals to Watch: Sari Koyama

Digital marketer cultivates connections at Kraft Heinz Japan

The Young Professionals Forum (YPF) serves as a platform to connect working professionals aged 35 and under within the American Chamber of Commerce in Japan (ACCJ). This is the first in our Young Professionals to Watch series, which will spotlight active YPF members who are making waves in their respective companies and the chamber. For the inaugural edition, The ACCJ Journal sat down with Kraft Heinz Japan Digital Marketing Manager Sari Koyama to find out how she cultivates lasting connections with Kraft Heinz customers and YPF members.

What do you do at Kraft Heinz Japan?

I specialize in digital marketing. I originally worked as a member of the brand category team, creating strategy for products and activation for Heinz pasta and cooking sauces.

Since 2023, I have been the digital marketing manager, mainly focusing on digital consumer-facing communications, such as website and social media operations as well as campaign implementation to grow awareness of all our brands.

What is the most memorable project you’ve worked on? How did being a young professional make a difference?

In 2024, social media was one of our key focuses. It is an indispensable medium for the consumer journey that leads the expansion of brand awareness.

By transitioning to more strategic and efficient operations—as well as conducting regular campaigns, hopping on internet trends, and strengthening direct communication with consumers—more people became aware of our accounts and became Heinz fans.

I use many social media platforms outside work. I believe that an in-depth understanding of user behavior, based on personal experience, is a strength young professionals bring to a company.

How does Kraft Heinz Japan empower young professionals?

Heinz has a corporate culture that respects all opinions and judges ideas based on their content, regardless of a person’s age or experience. I believe that Heinz is a workplace where young professionals have many opportunities to realize their own ideas. Also, we are not overly attached to traditional ways of thinking and are always striving to make things better. This creates a good environment for young professionals.

Do you have a memorable moment from a YPF or ACCJ event?

The first event I attended was the YPF Cross-Chamber Speed Networking in 2023. It is not often that you are able to meet new people once you start working, but this event allowed me to connect with exciting and fun people from different industries, nationalities, and companies whom I would not have met if not for the YPF. I hope these connections will continue to inspire and encourage me both personally and professionally.

What are your expectations for the YPF and the ACCJ?

YPF members are passionate about their careers and eager to learn about things outside of their day-to-day lives. I am happy to have opportunities to connect with fellow young professionals at various events, exchange information, expand my worldview, and inspire others. Also, since this is an especially hard stage of life, where many of the decisions I make today will have a direct impact on my future, I hope to have more opportunities to talk to and learn from role models through the ACCJ.

Making a Difference

The ACCJ Journal also spoke to Steve Briggs, The Kraft Heinz Company’s president for Northeast Asia, about Koyama’s contributions.

“Koyama-san is an important part of Heinz Japan’s team, bringing a fresh and innovative approach to digital marketing,” said Briggs, who is also an ACCJ vice president. “Her understanding of social media trends and user behavior has been instrumental in expanding brand awareness and building a loyal consumer base.

“As a member of the ACCJ’s Young Professionals Forum, Koyama-san exemplifies the value of fostering connections and professional growth, both within the company and the broader business community,” he continued. “Her ability to navigate new ideas, collaborate across teams, and inspire others contributes to cultivating a vibrant culture where young professionals can thrive and innovate. Having someone like Koyama-san on the team not only drives results but also strengthens Kraft Heinz Japan’s position as a forward-thinking organization.”

Emerging Talent

Connect and gain insights through the Young Professionals Forum

Too often, institutions such as the American Chamber of Commerce in Japan (ACCJ) can seem inaccessible to young professionals. Finding a place in a community of seasoned executives can seem daunting. To make it easier, the chamber offers a platform tailored specifically for working professionals aged 35 and under.

The Young Professionals Forum (YPF) seeks to empower its members by engaging them in all aspects of ACCJ activities, including networking, information sharing, and advocacy. Through peer-led programs, mentorship, and training, the YPF nurtures future ACCJ leaders and helps them grow professionally and personally while expanding their networks.

Spotlighting Young Talent

As we head into 2025, we are pleased to pen the first in a series of columns that will delve into themes relevant to the ACCJ and offer fresh perspectives and insights from the younger generations. We will also feature interviews with up-and-coming talent making significant contributions to the ACCJ and the YPF in a “Young Professionals to Watch” series. The interviews will spotlight journeys, achievements, and aspirations, providing a platform for young professionals to have their voices heard by the wider ACCJ community.

In selecting those to be featured, the YPF is committed to maintaining an unbiased approach and a high standard of excellence. We aim to promote diversity in nationality, gender, and field to ensure fair representation. By highlighting a diverse range of young professionals, we hope to inspire and motivate others within the community.

Making Connections

In Japan, where doing business is deeply rooted in relationships and trust, fostering professional networks is crucial. For young professionals, the world of networking can seem opaque and hard to access. Many fear they cannot get their foot in the door. “How can I talk to someone so senior? I have nothing to offer,” is a common thought.

We are promoting events directly targeting young professionals to help them meet like-minded peers and speak directly with individuals they may normally not have access to.

The YPF has already hosted several successful events that have greatly benefited its members. These include:

• Speed Networking, where young professionals from various chambers of commerce in Japan meet and engage in rapid-fire networking sessions
• Mentorship events and panel discussions, where senior executives share their experiences and insights with younger members
• The Mentorship Series, which invites seasoned executives to a roundtable discussion with young professionals

These events have been instrumental in fostering a sense of community and providing valuable learning opportunities.

Recognition

This year also saw YPF Co-chair Tomoki Fukasawa named as one of the ACCJ’s Leaders of the Year. Fukasawa said: “I am extremely proud of what we have been able to achieve with the YPF and look forward to continuing our mission of making the ACCJ more attractive to younger professionals. I hope we can bring in more passionate young professionals and I look forward to seeing everybody at our events in 2025!”

Feedback and Support

As we promote young professionals within the ACCJ, we welcome feedback and support from the wider community through the ACCJ website or in person. We ask members reading this to promote and encourage younger talent in their companies to participate in YPF events and initiatives. Your insights and encouragement are invaluable as we strive to create a vibrant and inclusive platform for young professionals. Together, we can foster a culture of continuous learning, collaboration, and growth that benefits all ACCJ members.

Youthful Energy

The ACCJ Young Professionals Forum opens doors for ages 35 and under.

Fresh ideas and youthful energy are the lifeblood of business and international relations, and the American Chamber of Commerce in Japan (ACCJ) is dedicated to nurturing rising talent through the Young Professionals Forum (YPF). An interactive platform for young, working professionals aged 35 and under, the YPF provides members with opportunities to actively engage in all aspects of the chamber’s activities, including networking, information sharing, and advocacy.

“The YPF is all about creating connections that bridge generations, industries, and more,” explained Melynie Yoneda, a vice-chair of the forum. “Members have the opportunity to interact with high-ranking leaders within the ACCJ, as well as network with peers that they might not necessarily be able to meet in their day-to-day jobs. And ACCJ corporate members are able to get fresh perspectives from YPF members.”

Co-Chair Kelly Langley said that the YPF “has worked closely with the Board of Governors to enhance engagement with young professionals and continue innovating to build the future pipeline of leaders and members.” He added that professional development and human resource challenges continue to be areas where the YPF aims to contribute.

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“The YPF is all about creating connections that bridge generations, industries, and more.”

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Events such as the Learning from Executives series, held in collaboration with the ACCJ CEO Forum, expand mentorship and training, helping members develop both professionally and personally.

Yoneda said she is grateful for the forum and the opportunities it opens up. “As a young professional in Japan, it is easy to get swept away in your day-to-day tasks or fall prey to tunnel vision,” she noted. Her favorite memory so far was a cross-chamber networking event last October that brought together members of eight foreign chambers of commerce. “There was a palpable energy in the room that radiated from the 80 young professionals eager to meet and network with their peers.” A similar event is planned for September 17.

“If anything, the YPF is a chance to interact with peers from all industries and walks of life,” Yoneda concluded. “Today, we may just be networking and eating pizza, but it is exciting to think that the connections we make will become the future leaders shaping the US–Japan relationship.”

YPF Next Generation: From HR Leader to Business Leader

Stryker Japan chief explains why passion is key to a fulfilling career

Being self-aware—cognizant of your unique strengths and what sort of work brings you joy—and not just climbing the corporate ladder because that’s what everyone else seems to be doing is critical to building a satisfying career.

That was one piece of advice shared by Satoshi Mizusawa, president and representative director of Stryker Japan K.K., when he spoke on September 16 at the latest installment of the Next Generation Leader Series, hosted by the American Chamber of Commerce in Japan (ACCJ) Young Professionals Forum (YPF).

Seeking out honest feedback from people around you—including from your subordinates—is also important, said the 43-year-old human resources (HR) leader turned healthcare executive. During his presentation, Mizusawa talked about his life journey and the path that led him to becoming president of one of the leading medical device makers in Japan.

Find Your Passion

“There are actually a lot of people who haven’t thought through what it is they want to achieve in life,” said Mizusawa, urging his listeners to think about what they want to have accomplished by age 60.

“What’s most important is identifying which moments bring you joy and making sure your career aspirations really align with those,” he said. “When that’s clear, then you need to work backward to plan the steps to get there.”

Born and raised in Saitama Prefecture, Mizusawa has followed a career path that, in Japan, is somewhat unusual. In 2002, right after college, he started out at a Japanese electronics company before joining a series of US-based companies. He’s also a rare example of someone who has moved from HR to heading up a business.

Mizusawa spoke frankly about the ups and downs of his life and career, using a graph to chart his career trajectory, with a meandering line that indicated the emotional and professional highs and lows he experienced along the way.

His most difficult experience came when he was just 11, amid tension and conflict between his parents. He was the second of three sons, and his elder brother was drawn toward a rebellious lifestyle. “I wondered why only my family was like this. It seemed like other families were so happy. As I look back now, this was probably the toughest time in my life.”

In middle school, his perspective of the world suddenly expanded thanks to a two-week homestay in Alabama—an experience that would shape the rest of his life. It was the first time he went abroad and first time he rode in an airplane. Everyone around him seemed cheerful, and he even fell in love with an American girl with whom he remained pen pals for seven years. “I began to think that I wanted to get a job that had some international aspect,” he said.

Later, while at Aoyama Gakuin University, he explored study abroad programs, but he didn’t have the Test of English as a Foreign Language (TOEFL) scores to qualify. So instead, he enrolled independently for a year at the University of Alabama, thanks to the influence of his American female pen pal, who he made during his middle school homestay.

First Steps

When Mizusawa joined a Japanese electronic company after college, he desperately wanted to work in international sales. But a grinning personnel staffer told him that he should first get some experience in HR before moving on to other departments—a typical practice in Japan meant to give new employees a breadth of experience.

Mizusawa’s daunting first task was to overhaul the company’s pension system. “I had no interest in this, but I decided to give it my best and hoped that would lead me closer to my career ambitions,” he said. After that, he was sent to business units in Malaysia and Thailand, where he gained a measure of international experience before returning to corporate headquarters.

Three years later, he decided to move to a leading global electronics and energy company and was immediately thrown into an intense, two-year HR training program in Milwaukee, Wisconsin. The program comprised three six-month assignments during which he was expected to build strong working relationships and deliver results—entirely in English.

Functioning in a fast-paced, rigorous environment full of ambitious young Americans who loved to debate and argue, Mizusawa found the program grueling and worlds apart from his Japanese corporate experience.

At one point, he experienced a crisis of sorts when he discovered that he had been left off a group email from a team leader, making him fear that he was viewed as a non-contributing member. “In Japan, if you worked all night, you could somehow solve the problem,” he said. “But in a totally different context, where culture and language were major issues, I really didn’t know what to do.”

Mizusawa approached a Chinese American colleague, hoping they would fix the problem by talking with the team leader. Instead, his colleague said Mizusawa needed to go directly to the team leader himself and tell her that, unless she added him to the group email, he couldn’t do his job. “America isn’t like Japan, where someone might try to help you,” he explained. “You have to take the initiative yourself.”

Being raised in a rough-and-tumble environment with two brothers, Mizusawa wasn’t about to shrink from a confrontation. So, he mustered the courage to go talk with his team leader, who told him it was all an oversight and added him back to the group email chain. “This doesn’t sound like such a big deal as I describe it but, at the time, it was a real crisis for me,” he said. Soon after, he was put in charge of his own team.

Proving Yourself

In 2009, Mizusawa joined a US-based medical device company as senior manager of HR and was later promoted to director. There he gained experience in mergers and acquisitions, as well as staff integration and working with diverse colleagues—his first boss was Argentine and his second was Indian.

When he joined Stryker in 2014 as senior HR director, the company “didn’t have that good a reputation in Japan,” Mizusawa said. They were known for low pay, hard work, and a constantly changing management. “The head office asked me to change that.”

Mizusawa explained that he implemented numerous changes, including moving personnel who had been doing the same job for 10–15 years, creating a talent development program, fostering motivation within teams, and even contributing to the overall business strategy.

Apparently, the bosses were pleased. Three years later, Mizusawa was promoted to vice president, heading up Stryker Japan’s medical and surgical business. This was his first leadership experience on the business side of a company, and he said he studied very hard the first three months to get up to speed.

In 2020, he became general manager, leading Stryker’s legacy business units and expanding his responsibility into orthopedics and other areas. In January 2021, he was promoted to deputy president, with responsibilities for the company’s overall business in Japan and driving growth. In April, he was named president.

When asked how he made that transition from HR to company leader, Mizusawa said his overarching goals have remained the same: set a direction and build the organizational capacity to reach those goals. “It shouldn’t be just fireworks; the vision needs to be realistic,” he said. “And just creating a new system isn’t enough, either. You have to inspire workers and treat them as valuable.” He told participants that, if they feel they have leadership gifts and focus on using them, they, too, may be given opportunities as he has.

More Advice

During the Q&A session, Mizusawa was asked what makes for effective communication. He explained that developing trust is vital. “If you give feedback to someone with whom you don’t have a relationship of trust, they most likely won’t take it very well,” he noted. “But if you do have that kind of relationship, you can have those tough conversations.”

Asked about key qualities for young, aspiring leaders, Mizusawa stressed the importance of being self-aware—something that he absorbed from his time in HR, which involved lots of self-assessments. “I was fortunate that I had a lot of people who gave me feedback,” he said. “And I also sought out feedback. Even now, I seek out feedback from my direct reports, and their feedback has helped me grow.”

Mizusawa was also asked about how to promote diversity and inclusion in Japanese workplaces. He said that when he joined Stryker Japan, there were very few women in sales and senior management. But that has changed. “Women now account for more than 40 percent of directors,” he said, adding that their presence has “brought new perspectives, changed the atmosphere, and made discussions livelier.”

In closing, Mizusawa said that he feels comfortable and fulfilled when he’s leading people. And when he sees that his staffers are motivated, that reinforces his own motivation. But everyone has different talents, and it’s critical that you identify your gifts and then use them, he said.

“Instead of just thinking, ‘I have to climb the corporate ladder,’ try to think about what it is that you enjoy and how that might guide your career,” he said. “I’m 43, so I’m still learning a lot.”

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