257 Yvette Pang, CEO International Logistics Company

“We walk the talk—not talk the talk.”


“Expect the unexpected—Japan will challenge every assumption you
bring.”


“The language we use programs our mindset—'we' means we’re in it
together.”


“Creating little leaders is more powerful than just giving
orders.”


“Trust here runs deeper—it's built case by case, moment by
moment.”


Previously Yvette was Managing Director Hong Kong and South
China; National Sales Manager, Hong Kong, South and West China;
Business Development And Key Account Manager, Greater
China.  She has a Master of Science from the University of
Reading and a BA from Oxford Brookes University


Yvette’s leadership journey is marked by a deliberate pursuit of
challenges and cultural contrasts. She views leadership as a
dynamic relationship built on trust, adaptability, and
empathy—particularly crucial in navigating cross-cultural
business environments like Japan. Taking over her organization in
Tokyo during the onset of the COVID-19 pandemic, Yvette saw
opportunity within disruption. The crisis leveled traditional
expectations and provided her with a rare chance to build
credibility and trust with her team from the ground up, not as a
foreign imposition, but as a shared survivor of an unprecedented
time.


Leading a team in Japan, Yvette quickly discovered that the
leadership style required differed greatly from her previous
experiences in Hong Kong, China, and the UK. Japanese teams, she
observed, value preparation over improvisation and consensus over
individual assertion. While her background leaned more toward
rapid execution and adaptive correction, she learned to balance
that with Japan’s cultural emphasis on structure and perfection
in implementation. Her leadership had to evolve to emphasize
patience, inclusivity, and long-term trust-building.


She also had to navigate Japan’s deeply embedded hierarchical
norms. Rather than simply asserting authority, Yvette focused on
empathy and consistent communication. She intentionally stepped
away from the pedestal of title and role to speak directly—and
frequently—with team members at all levels. This practice of
daily, informal engagement helped break down barriers, inviting
ideas and dialogue in a culture often hesitant to voice dissent
or innovation publicly.


A core tenet of her leadership philosophy is the development of
"little leaders"—empowering team members to take ownership of
decisions and develop their own voices. She acknowledged the
difficulty of encouraging initiative in a traditionally
deferential culture, but saw the value in allowing team members
to try, fail, and learn. Mistakes were treated as shared learning
opportunities, framed as “we” moments to avoid fear or blame.
This approach fostered trust and motivated individuals to
gradually speak up and contribute more actively.


Yvette also emphasized the importance of translating the
company’s global vision into locally meaningful action. Rather
than treating values and mission as distant mandates, she sought
to connect them to tangible customer experiences. Post-project
debriefs became teaching moments where the team could reflect on
how their values shaped outcomes. This made abstract ideals like
trust and service more relatable and alive in the day-to-day.


Understanding that Japanese business culture places clients at
the top of the hierarchy, often at the expense of innovation or
efficiency, Yvette introduced the idea of partnership. Though she
knew this was a radical shift from the servant mindset, she saw
the necessity of guiding both clients and teams toward more
collaborative, value-driven relationships.


Ultimately, Yvette’s leadership is defined not by asserting
control, but by creating a culture where people feel safe to
contribute, grow, and lead in their own right. Her presence as a
non-Japanese, non-Caucasian woman helped her defy assumptions and
craft a leadership identity that fits neither a local mould nor a
global cliché—but one tailored to the team she is building.