251 Kohei Noda, Country Director AB InBev Japan

“Leadership is building a strong team that can execute with
resilience and deliver consistent results over time.”


“There’s no easy way—other than talking to people—to truly know
what’s happening in your organization.”


“You need a balance of patience and impatience to create belief
and drive change in Japan.”


“If you say the customer comes first, then the customer has to
come first—every day of the week.”


“Engagement isn’t just passion—it’s also connection and
commitment, and each needs different actions.”


Kohei graduated from Princeton University in 2011 with a major in
Ecology and Evolutionary Biology and a minor in Global Health.
Following his graduation, he joined Bain & Company in Tokyo,
where he worked as a management consultant from 2011 to 2015.


In 2015, Kohei became one of the founding members of AB InBev
Japan as the company transitioned from a distributor-based model
to direct market operations. He initially joined as a Brand
Manager and quickly rose through the ranks. From 2016 to 2018, he
served as Head of Marketing and Trade Marketing. He then spent
two years (2018–2020) in China with AB InBev, leading premium
brand trade marketing efforts.


Returning to Japan in 2020, he took on the role of Head of ZEDx
Ventures, focusing on the company’s growth portfolio and
e-commerce. In 2021, he became Commercial Director, managing
nationwide sales and trade marketing teams.


He was appointed Country Director in 2022, and now leads a team
of approximately 70 employees.


Kohei’s leadership philosophy is rooted in purpose-driven
engagement, cultural adaptability, and a structured yet
human-centered approach to management. He began his leadership
journey at AB InBev Japan by helping to build the organization
from the ground up. Early on, he transitioned from being an
individual contributor to a team leader, gradually scaling his
responsibilities from three direct reports to overseeing a
seventy-person organization. This evolution shaped his views on
how leadership needs to shift as organizations grow—not only
managing direct reports but also leading through multiple layers
and ensuring alignment across the entire structure.


Kohei sees leadership as a blend of strategic clarity, consistent
communication, and empowering people at every level. He stresses
the importance of face-to-face engagement and building trust
through transparency, especially in a Japanese context where
emotional connection, loyalty, and social harmony are essential.
His approach involves structured frameworks around
engagement—specifically passion, connection, and commitment—as
pillars for organizational culture. These concepts are not just
theoretical; they guide concrete actions like offsite gatherings,
collaborative planning sessions, and cross-functional
problem-solving to address pain points and reduce friction.


One of his most effective strategies has been establishing open
channels for innovation through initiatives like a “Shark Tank”
pitch format, where employees present business ideas. He
emphasizes that listening isn’t enough—leaders must also provide
feedback on why certain ideas are or are not adopted to maintain
trust and morale.


Cultural alignment is another key focus. Hiring for fit and
reinforcing cultural values through regular feedback cycles is
central to sustaining the company’s ethos. Kohei believes in
cultivating resilience within teams by encouraging calculated
risk-taking, building from small wins, and gradually reinforcing
a growth mindset.


He also balances global and local expectations, often acting as a
bridge between AB InBev’s global vision and Japan’s unique market
realities. For him, effective leadership in Japan requires
balancing patience with ambition—acknowledging that while change
takes time, a leader must still push toward transformation. His
ability to navigate these nuances—combined with personal routines
like regular exercise and mindfulness—supports both his own
resilience and that of the organization.