245 Carl Moser, President of Vollmer Japan Corporation

Previously, Carl was President of ODU Japan, Technology Support
DMG Mori. He graduated with an MA in Business Administration from
the University of Augsburg


Carl’s journey from discovering Japanese sword arts to leading a
German machine tool subsidiary in Japan illustrates the fusion of
cultural appreciation and professional growth.


Carl began his Japanese experience through martial arts and
language studies, which eventually led to a career in Japan.
Starting in technical sales at Mori Seiki, he gradually moved
into leadership roles, eventually founding the Japanese
subsidiary of a German firm, ODU, before transitioning to Vollmer
Group. His experience spans navigating Japan's complex
distributor relationships, handling cultural barriers, and
building businesses from scratch.


One key leadership theme Carl emphasized was the importance of
quick wins to gain trust early on—like simplifying travel
reimbursement procedures and reducing unnecessary paperwork,
which signalled a shift from rigid bureaucracy to a more agile,
empowering culture. He also highlighted the value of consistent
communication with headquarters, managing upward to ensure German
leadership understood the unique pace and nuances of the Japanese
market.


Hiring was initially difficult due to Japanese candidates’
aversion to risk and unfamiliarity with the foreign brand. He
noted the challenge of recruiting technical talent that balances
language skills with subject expertise, advising against
overemphasizing English ability at the expense of core
competence.


Carl believes that trust is built through consistency, listening,
and following through on promises. His leadership style values
accountability while encouraging open communication. To foster
ideation, he purposefully floated imperfect ideas to prompt
feedback and create a psychologically safe space for team input.
Mistakes, he said, are acceptable—but only once—emphasizing
learning without repeating errors.


Leading a team as a foreigner in Japan, Carl acknowledged the
advantage of being able to speak more directly than a native
might. Still, he maintained cultural sensitivity, advocating for
stability, predictability, and fairness in leadership. He
encourages new leaders in Japan to be patient, question
inefficiencies, avoid arrogance, and focus on consistent
engagement rather than quick fixes.


Personally, Carl credits practices like martial arts and
meditation for maintaining balance. He also continues to
challenge himself by learning new things, including Mandarin,
reflecting his belief in lifelong learning.


Ultimately, his approach blends structure and flexibility,
emphasizing respect for Japanese norms while gently modernizing
operations—an effective leadership model for foreign executives
in Japan.