CEO Insights Magazine

With rising globalization, expanding businesses across borders is not just a matter of ambition but necessity. However, entering into foreign territories is rife with challenges that extend beyond logistics and language barriers. This is where country managers step in as valuable assets, bringing a localized touch to operations and serving as the linchpin between headquarters and international markets. With their deep-rooted knowledge and experience, they play a crucial role in fostering relationships with local stakeholders, be it government officials, suppliers, or customers. One such noteworthy leader is Yuichi Gonda of Trellix. D iligently juggling his role as VP and Country Manager of Trellix’s Japan business, he has been shaping the journey of the company's global footprint. Let’s hear more from Yuichi Gonda in this one-on-one interaction.

Could you tell me about the motivation that fuels your daily routine?

The best part about being a leader is the constant learning curve. Every day comes with something new my way, which keeps things exciting, especial­ly since my role as Country Manager has become so much broader. Second is the drive for building a world-class sales team. This involves creating a strong pipeline, qualifying leads, The Champion Sell, and much more. Seeing them develop and cel­ebrate their wins is the most rewarding part. Last but not the least, I thrive on making a real trans­formation, not just in sales, but in the entire team dynamic, our partnerships, and the way we inter­act with customers. Whether it's a new approach, a shift in mindset, or simply a better outcome, trans­formation also motivates me.

Please tell us about your leadership style? What has been your success mantra throughout the journey?

My approach is more of a transformational leader­ship, where I aim to help individuals and teams wit­ness a positive change. I try to make it like a jour­ney for everyone, including the company. I believe in over-communicating with my team. No matter how much I think I have communicated, I realize that I need to do more. I currently lead a team of 160 people in a US-based company in Japan. The feedback I receive from my employees is that they want to know more about what I'm thinking and doing. Even though I think I have already commu­nicated that to my managers, I understand that I need to do more skip-level meetings and all-hands meetings to ensure that everyone is on the same page. Therefore, I try to over-communicate because I know I will never be able to do enough. This is something I am really focusing on right now.

In terms of my professional journey so far, there's been one piece of advice that has really stuck with me. A former boss once told me to ‘Be a profes­sional’. To me, this means being optimistic, finding a way through every problem without excuses, al­ways raising the bar, never giving up, and taking responsibility for delivering value to the company.

I believe in a combination of self-study and com­pany training programs, which are essential foun­dations to be market relevant. However, I also think that regular communication with key end-users and partners is crucial to gaining insights into the latest technologies. By looking at things from their perspective, we can learn what we need to know and provide the best possible service.

Overall, I think that regular meetings with cus­tomers and partners are the most effective way to stay informed about the latest industry trends. This two-way communication allows us to learn from them and better understand their needs, ensuring that we are always up-to-date and providing the best possible service.

What specific challenges do you see Japanese business professionals facing in international communication?

My passion project is helping young Japanese busi­ness professionals become more effective commu­nicators in a global marketplace. You see, Japan's high-context culture can create challenges when in­teracting with people from different backgrounds.

For example, a simple symbol like a circle or a cross might have specific meanings in Japan that wouldn't be understood internationally. This can lead to misunderstandings in presentations, docu­ments, and even casual conversation. Having expe­rienced these challenges myself, I want to empower the next generation to bridge this communication gap. I believe by sharing my knowledge and experi­ences, I can equip them to deliver clear and impact­ful messages on a global stage.

What is your future roadmap ahead?

I'm thrilled in my role as a liaison between Japan and the US headquarters. Helping the Japanese staff understand the objectives of the US headquarters, and vice versa, while also navigating cultural nu­ances and language barriers.

Moving forward, I want to help Japanese companies' globalization and help them expand their international business. As more Japanese companies expand globally, I see a growing need for expertise in creating effective international teams. The prospect of helping a Japanese company build a powerful international unit in a limited time frame sounds exciting. However, I also deeply value my current role as well. It allows me to empower Japanese professionals to succeed in the global market.

Yuichi Gonda, Vice President & Country Manager, Trellix

Prior to his current position, Yuichi held significant roles at F5 Networks, Brocade and Force10 Networks, where he played a pivotal role in the company's growth in various leadership roles.