Dispatch 01 / Japan · Global perspective
Strategy is also a decision about what to stop
A leadership team can agree on growth while avoiding the choices growth requires.
Read this dispatchChief Executive Officer · Japan · Global perspective
English · Japanese
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Start a conversationThe work behind the notes.
Explore the career →
2020 — Present
Chief Executive Officer
Aldermoor Group2016 — 2020
Business Unit President
Fairhaven Holdings2011 — 2016
Managing Director, Asia Pacific
Harrow & Vale Industries2006 — 2011
Director, Corporate Strategy
Meridian Consolidated
The journal
Further reading.
- 02
The operating rhythm behind enterprise renewal
An enterprise review should connect customer signals, operating performance and investment choices.
- 03
What the board needs before the growth decision
A growth proposal should explain the customer opportunity, the capabilities required and the conditions under which management would change course.
A leadership conviction
My task is to give the enterprise a direction it can act on. I make the choices about customers, capital and capabilities explicit, then give business leaders the authority and accountability to deliver. I want difficult information to reach the leadership team while there is still time to respond.
- Enterprise revenue led
- ₹18,400 Cr
- Across 22 markets
- Value created
- 3.1×
- Market capitalisation over six years
- Colleagues
- 41,000
- In manufacturing, services and retail
- Acquisitions integrated
- 7
- On time and within the thesis
Beyond the page
The record behind the perspective.
In the boardroom
- Northbridge Infrastructure TrustIndependent Director · 2022 — Present
- The Lakeshore FoundationTrustee · 2019 — Present
- Calder LogisticsNon-Executive Director · 2017 — 2021
Recognition
- Chief Executive of the Year — IndustrialThe Boardroom Review Awards · 2024
- Top 50 Transformational LeadersCapital & Governance Quarterly · 2022
In conversation
- “The CEO who stopped three businesses to build one”The Boardroom Review · 2025
- “Succession as strategy: lessons from an industrial turnaround”Capital & Governance Quarterly · 2024
- “Episode 112 — Choosing what not to do”The Leadership Ledger podcast · 2023
Rare clarity about what the enterprise will and will not do — and the patience to make those choices stick.
Continue the conversation
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