Aesara Partners 

At Aesara Partners, our mission is simple: enable you to be the best version of yourself. We offer a range of focused services that unlock the potential of people, teams and cultures to maximise business performance. 

Collectively our Partners and Associates have decades of experience both in executive coaching and as board level leaders themselves working in multiple sectors across global markets.

Partner & Executive Coach

Doshisha University

Professor of Strategic Management, Global MBA Program

The CFO Coach K.K.

The CFO Coach K.K. is a boutique executive coaching firm specializing in developing High-Performance​ Financial Leaders and Teams.

Founder & Executive Coach

Kansai Gaidai University

•	Awarded President's Global Education Award (Teacher of the Year).

Professor of Leadership & Management

Benesse Holdings, Inc. (USD 4.5B; Tokyo Stock Exchange Code: 9783)

•	Member of the Board of Directors for Berlitz Corporation; Benesse Corporation; and Benesse Style Care.  Chairman of Audit Committee for Berlitz Corporation. Member of Benesse Holdings Pension Committee.
•	Global CFO covering all 40+ Benesse group companies
•	Championed and supported multiple cash generation initiatives including a CFO led "Save to Grow" initiative to improve Company Financial performance and to identify significant savings for business reinvestment
•	Enhanced Finance bench strength and hired a high potential team to start financial business consulting
•	Implemented several process and capability best practices to move group companies towards global standards

Global Chief Financial Officer & Corporate Senior Vice President

McCann Worldgroup Holdings

• Overall Responsibility for Operations (Finance, IT, Legal, and Administration - 10 legal entities) 
• Successfully turned around long term loss making lead agency by delivering double digit margin improvements within two years
• Delivered double digit margin improvements for all six MWG Group companies 
• Built a new Finance team and moved from Scorekeeping to Business Partnership and improved business performance
• Major projects within last two years include: 
  - Shared Service center creation/migration
  - New Financial System Migration
  - Acquisition & Divestiture
  - Business Turnaround
  - Retirement Plan consolidation/change
  - Office relocation/rent reductions

Group Chief Financial Officer, Executive Vice President, and Member of The Board

Becton, Dickinson and Company

• Led Finance, Procurement, General Affairs, and Rebates teams (43 staff) to deliver multi-million dollar cash and profit performance improvement for first year and beyond. Exceeded all budget expectations.
• Engaged Japan Management Team and Global Finance Leadership Team on company objectives to deliver best outcome (Finance Transformation initiative, Sales effectiveness improvement, Key Account Management, Business Continuity plan, and strategy/selection of backup distribution center).  Led process for 2012-16 Business Plan development
• Developed and executed Finance department strategy and vision to move from scorekeeping to business partnership. Implemented job rotation program and hired several high potential employees to improve bench strength.
• Championed multiple Finance and Procurement initiatives including definition and implementation of new 401k Retirement Plan; divestiture of non-core business; change of primary banks (reduced bank fees by over 30%); vendor reduction process, and new travel expense management system 
• Taught New Manager Essentials program and selected as leadership trainer for PEPFAR program in South Africa to teach Leadership and Change Management to African Health Ministry officials

Finance and Administration Director

Avon Products Inc.

•	Implementation project leader for Avon Sales Leadership Framework (ASLF) – Highest priority project for the Company to adapt to a new Sales Model.  Completed project implementation in record timing.  Awarded regional award as part of ASLF Team. Only person in Asia recognized for both Top-line and Bottom-line contributions in the same year.
•	Defined and executed new vision and mission and led Sales Support department to complete over 40 initiatives (within a six-month period) as part of Team’s new journey towards field motivational excellence. Incorporated new processes to deliver high impact incentives, and to create Sales energy and momentum for sales turn-around.    
•	Achieved highest employee engagement scores with Sales Support Department significantly exceeding country results in over 95% of categories.  Previously had also led Finance department to highest employee engagement scores.
•	Global Project leader for a high potential, multi-functional, multi-national team to study and recommend actions to improve Global Sales Incentive management/spending process.
•	Oversaw execution of a variety of Company and Public/Media events ranging from Sales Conferences to Philanthropic events including Annual Awards to Women, and Pink Ribbon Campaign support.

Executive Director and Member of the Board

•	Responsible for Financial policy making/implementation and reporting for Avon Japan as a public company (including statutory/public, and Board Meetings). All year-end financial documents audited with no comments/exceptions.
•	Defined and executed new department Vision and Mission, and recruited, trained and developed a completely new Finance team (80% new hires within a six month period) to move from scorekeeping to business partnership. Finance team formed core of country high potential list.
•	Consistently over achieved profit performance commitment under adverse conditions of sales decline by aggressively managing strategic business needs with cost cutting; Delivered zero overhead growth during all years; Japan winner of regional awards for best cost management performance, and for boldest transformation strategy.
•	Provided leadership and support for critical decisions and strategy development as Japan Leadership Team Member.  Actively led change management process within company.
•	Consistently achieved best internal control results in Asia-Pacific/Avon over a period of eight audits.  Japan one of only two countries with highest audit rating. Outstanding performance generated support to remove Japan from list of High Coverage countries.
• Co-developed strategic/financial business case, and obtained approval for number of campaign reduction in 2006 making Avon Japan only country ever in Avon to undergo campaign reduction. 
• Independently analyzed and provided strategic direction for Plant study which challenged and reversed previous recommendation by outside consultants on plant closure.
• Provided leadership in several restructuring initiatives by providing an achievable plan to achieve 12% people related cost reduction.  Played lead role in this study representing Finance, Supply Chain and HR 
• Consistently achieved highest performance rating and nominations to several high potential programs
• Elected (and re-elected) to Board of Directors

Executive Director, CFO and Member of the Board of Directors

Delphi

• Prepared Asia-Pacific regional messages / presentations for Delphi Strategy Board, and for Delphi Board of Directors.
• Supported development and implementation of critical Asia-Pacific strategies.  Performed competitive intelligence and other special studies to identify risks / competitive threats and outlined regional / corporate response.
• Provided Miller Heiman strategic selling process training to Asia-Pacific personnel to improve value propositions and increase sales effectiveness.

Director Asia-Pacific Planning

• Management responsibilities for Finance, HR, General Affairs, and Six-Sigma.
• Active member of the Japan Strategy Board and Japan management team.  
• Six-Sigma Deployment Champion for Delphi Japan.

Delphi Japan – CFO & Administration Director

Country Responsibilities:
• Managed all finance functions including accounting, budgeting / forecasting and treasury.
• Lead development of cross-functional and cross-divisional Internal Control Review Board.
• Lead and supported strategic initiatives including venture development support, site enhancement, competitive analysis, transfer pricing, and cost reduction studies.
• Represented Japan in Asia-Pacific Financial Task Team.

Regional Responsibilities:
• Coached country CFO and staff to implement common financial reporting processes.
• Supervised and provided training for engineering / commercial / plant / site analysts.  Coordinated regional financial training programs for the sector in the Asia-Pacific region.
• Coordinated the regional budget, business plan, and capital management process.
• Supported development of common financial practices among ventures including:  Loan monitoring, F/X and cash management, compliance with accounting principles, report submission, etc. Provided regional oversight of venture risk exposure.

Asia-Pacific Senior Finance Mgr.

Executive Coach | MBA Professor | Ex-Global CFO

I help senior leaders master complexity, elevate strategic impact, and lead with authentic authority.

I bring over 25 years of C-level and boardroom experience as a former Global CFO for a $5B publicly traded company, combined with a deep commitment to human-centered leadership development.

Today, I coach global executives, CEOs, and leadership teams — specializing in executive transitions, strategic leadership, high-performance teams, and Asian leadership development.

I am also an MBA Professor of Leadership and Strategic Management, blending research-driven frameworks with boardroom-tested insights to develop transformational leaders.

Based in Kyoto, fluent in English, Urdu, and Japanese.

Connect with me: arif@thecfocoach.jp

Website: www.thecfocoach.jp (please sign up on my mailing list to receive future announcements and newsletters)

Arif Iqball

Business has lived through three revolutions:
1. Industrial — where people worked to survive
2. Information — where people worked for a better standard of living
3. Social — where today’s workforce works for quality of life

That shift changes everything about how we lead, retain, and grow talent.

Today’s employees don’t stay for perks.
They stay for environments that are clear, empowering, and growth-oriented.
That’s why I founded My HR Extension — to help HR teams design learning that drives real behavior change.

We use interactive, challenge-based learning systems rooted in behavioral psychology to create experiences that stick — and solve the retention challenges traditional training can’t.

From compliance and leadership to safety and business acumen, we help companies turn critical topics into lasting capability.

Who We Help:
HR pros, L&D leaders, and forward-thinking executives who are tired of:
• Box-checking workshops no one remembers
• Culture decks with no follow-through
• Turnover caused by poor leadership or role clarity
• Critical topics taught with boring slides

What We Deliver:
• Ready-to-use interactive learning experiences
• Custom content transformation — turning your internal material into high-impact delivery
• Scenario-driven workshops (live or virtual)
• Cross-functional capability building (finance, safety, project mgmt, and more)

This isn’t just learning.
It’s strategy — designed for today’s workforce.

Want to see how it works?

Try our PWFA Compliance Memory Match Game — free download here:
https://info.myhrextension.com/pwfa-memory-matching-game-1

Casey Webster

Employees used to stay for survival.
Then they stayed for a better standard of living.
Today?

They stay for quality of life.

As one CEO said in this conversation, we’ve moved from the industrial revolution to the information revolution, and now to the social revolution.

This shift has massive implications for HR and leadership:

- Employees no longer stay because they need you, they stay because they choose you.
- Growth opportunities and workplace experience matter more than perks or pay alone.
- A toxic culture will send people running, no matter how strong your training program is.

If your retention strategy still belongs to the last era, you will keep losing top talent.

The challenge for HR leaders and executives today:
Create a workplace worth choosing, before someone else does.

Founder, The Business Side of HR | Helping HR leaders connect people strategy to business outcomes | Hosting closed-door conversations with enterprise HR executives

Starbucks didn’t lose $30B because of strategy.
They lost it because leadership capability wasn’t built for pressure.

For 17 months, the company was led by a brilliant strategist.
McKinsey trained.
Fluent in frameworks.
Excellent at analyzing businesses.

But analyzing a company and running one are completely different jobs.

Strategy lives in calm rooms.
Leadership breaks in chaos.

Operators don’t get perfect data. They get angry customers. Burned out employees. Broken systems. Investors demanding answers.

And they still have to decide.
That’s the difference between studying leadership and living it.

Most leadership development happens in calm environments. Slide decks. Frameworks. Case studies.

But real leadership rarely shows up that way.

It shows up in the moment when someone is upset.
When the numbers aren’t clear.
When the room goes quiet and everyone looks at you.

That’s where capability shows up. Or it doesn’t.
Leadership isn’t learned in theory.
It’s built through rehearsal.

Rehearsing pressure.
Rehearsing conflict.
Rehearsing decisions when the answer isn’t obvious.

Because when pressure hits, leadership isn’t discovered.
It’s exposed.

Post inspired by Rob Thorp.  Follow for recruiting in accounting, finance, and technology.

Most companies don’t ignore HR because they don’t care.

They ignore it because nothing feels urgent.

Until turnover spikes.
Until managers burn out.
Until compliance becomes legal exposure.
Until productivity slows and no one can explain why.

Here’s what leaders underestimate:

Open roles delay revenue.
Weak onboarding delays performance.
Unclear expectations reduce output.
Manager inconsistency drives disengagement.

And 70% of team engagement is driven by the manager.

Engagement affects retention.
Retention affects cost.
Cost affects margin.

Ignoring HR isn’t neutral.

It’s expensive.

The problem is most companies don’t calculate the cost until it’s already compounding.

Strategic HR isn’t about policies.
It’s about protecting performance.

If you’re building for growth, HR can’t be reactive.
It has to be structural.

What Happens when You Ignore HR

Most leadership training teaches managers how to manage tasks.

Very little of it teaches them how to lead people.

We promote high performers.
We give them responsibility.
Then we expect them to magically know how to coach, navigate conflict, balance accountability, and understand margin.

It doesn’t work that way.

Managers don’t fail from lack of effort.
They fail from lack of clarity, authority, feedback, and business context.

And here’s the part most companies miss:

70% of team engagement is driven by the manager.
Engagement affects retention.
Retention affects cost.
Cost affects margin.

Leadership is not a personality trait.
It’s a skill set.

If we want better performance, we need to build better managers.

Not just better processes.

There’s a point in every company’s growth where compliance stops being enough.

Policies are in place.
Handbooks are written.
Training exists.

And yet…

Turnover still feels unpredictable.
Managers struggle with consistency.
Performance varies by department.
Leadership conversations stay tactical.

That’s the shift.

Strategic HR begins when you stop asking,
“Are we covered?”

And start asking,
“Are we building advantage?”

When you:
- See turnover as a margin issue
- Treat managers as leverage
- Design systems instead of programs
- Connect workforce decisions to revenue

You’re no longer thinking about HR as protection.

You’re thinking about it as infrastructure.

Compliance keeps you safe.
Strategic HR drives performance.

If you’re starting to feel that tension between the two,
you’re not behind.

You’re evolving.

Are you Ready for Strategic HR?

HR isn’t a support function.
It’s a profit lever.

And if we don’t start running it that way, someone else will.

I’m speaking at Total Rewards ’26 in San Antonio, and my session is:
🗓 Monday | 2:45–3:45 PM

 🎤 HR Is a Profit Lever: How Strategic People Leaders Think Like CEOs and CFOs

Here’s what we’re unpacking:

Most HR and Total Rewards leaders are still measured like administrators…

While CEOs and CFOs are making decisions through four lenses:
 → Cost
 → Risk
 → Productivity
 → Revenue

If your people strategy doesn’t clearly impact those four areas,
you’re not influencing the business.

You’re servicing it.

In this session, we’ll break down:

💼 How to apply CEO/CFO logic to talent, compensation, and retention decisions
 📊 How to build executive-ready business cases that earn budget (and trust)
 🧠 How HR evolves from service provider to strategic operator
 🎯 How to translate “engagement” and “culture” into measurable ROI

This is for HR and Total Rewards leaders who are done asking for a seat at the table…

…and ready to act like they already have one.

If you’re attending Total Rewards ’26, I’d love to see you there.
📍 April 19–22 | San Antonio, TX

Use code TR26SPEAKER to save $100 on registration (expires March 6).

Let’s stop proving HR matters.
Let’s make it undeniable.
#TotalRewards26 #HRLeadership #StrategicHR #WorldatWork

I was in a downsizing meeting with a company president and his direct reports.
Revenue was already tight.

He suggested eliminating the entire account management team.

$120K per role.
Immediate cost savings.

Everyone agreed.
No pushback.
No debate.
Just nods.

I said,
“If revenue is already a problem, why are we cutting sales?”

Silence.
No one supported it.
Decision stood.

The following week, the president walked in and said:
“I’ve been thinking. Cutting the account managers isn’t the right move.”

Instant agreement.
Same room.
Same people.
Same idea.

I stopped the meeting.

“Last week I said the exact same thing.
No one agreed.
What changed?”

Nothing changed.
Except who said it.

That’s when it clicked.

Many executive teams don’t align.
They comply.

And when compliance replaces conviction at the top,
strategy becomes fragile.

If agreement depends on hierarchy,
you don’t have clarity.

You have silence protecting power.

If you can’t define your culture…
you can’t scale it.

And if you scale something undefined?

You scale inconsistency.

More layers.
More approvals.
More confusion.
More politics.
More “that’s not how we used to do it.”

I’ve lived this.

I watched a company grow so fast that an operations leader told me:

“I used to be two levels from the CEO. Now I’m six. Same job. Totally different company.”

Nothing was technically wrong.

Revenue was up.
Headcount was up.
Processes were tighter.

But the feeling changed.

More red tape.
More distance.
More second-guessing.

Culture didn’t break.

It drifted.

And drift is dangerous because no one notices it until performance drops…
or good people leave…
or trust erodes quietly.

Most companies don’t lose culture in a scandal.

They lose it in expansion.

That’s why tomorrow inside 10X Talent at 1:00 PM EST,
I’m hosting fellow member Lindsay Hotmire for:

What Is Your Culture Costing You?

We’re breaking down:
• How identity drift shows up in hiring
 • How it hides inside leadership decisions
 • How compliance either protects culture or suffocates it
 • And how to codify who you are before growth rewrites you

Culture is not vibes.

It’s operating system.

And if you don’t architect it on purpose, growth will architect it for you.

This conversation is not on LinkedIn.
It’s not a webinar.
It’s not a pitch fest.

It’s inside 10X Talent.

For founders and HR leaders who want to run HR like business leaders, not administrators.

If that’s you:
Join with the free 7-day trial: https://lnkd.in/gWkKrhBp
Get in the room tomorrow.

Because undefined culture always costs more than you think.

Building HR Leaders. Rehearsing Leadership Under Pressure. Designing People Systems That Scale.

Your top performer rolled their eyes in a meeting.

Everyone saw it.
No one said a word.

Because they “hit their numbers.”
So the behavior stood.

And the standard dropped.

High performance doesn’t offset bad behavior.
It legitimizes it.

When leaders protect output over standards,
they signal what actually earns protection.

Production.

Not respect.
Not accountability.
Not shared ownership.

The rest of the team adjusts.

Pushback disappears.
Candor softens.
Effort recalibrates.

Your best people disengage.
Your average people relax.
Your standards erode quietly.

You didn’t lose control in that moment.

You handed it over.

What you tolerate from your top performer
defines your culture more than any value statement ever will.

And the organization follows that signal.

Most supervisors aren’t underperforming.
They’re underprepared.

We promote the best operator.
The most reliable contributor.
The one who “gets it done.”

Then we hand them a team.

And expect them to:
Hold standards under pressure.
Address defensiveness in a meeting.
Challenge a top performer.
Navigate silence after feedback.
Manage conflict between peers.

Without rehearsal.

So when tension shows up…

They soften.
They delay the conversation.
They ask HR to step in.
They hope the problem corrects itself.

Not because they lack intelligence.

Because they were never trained to operate under pressure.

We don’t develop leaders.
We upgrade titles.

And the organization absorbs the learning curve.

The problem isn’t leadership potential.

It’s that most leaders face pressure for the first time in real life instead of in rehearsal.

I once watched a senior leader lose the room in under three minutes.

Revenue was tight.
Deadlines were slipping.
The pressure was real.

A manager pushed back in the meeting.

Not aggressively.
Not disrespectfully.
Just honestly.

The leader snapped.

Tone shifted.
Jaw tightened.
A subtle jab disguised as “clarity.”

The room went quiet.

Not thoughtful quiet.
Protective quiet.

No one challenged him again.
No one disagreed.
Everyone complied.

And he walked out thinking it was a productive meeting.

On paper, it looked like control.

In reality, he had just trained the room to shut down.

This is how organizations slowly lose truth.

Not through rebellion.
Through silence.

You don’t lose authority when someone pushes back.
You lose authority when you can’t stay regulated while they do.

Pressure doesn’t destroy trust.
Reactivity does.

And most leaders have never practiced that moment before it arrives.

Your organization grows at the speed of your weakest leader.

You can:

Invest in AI.
Hire consultants.
Redesign structure.
Launch initiatives.

But if your supervisors can’t hold standards under pressure

Your strategy is fiction.

Capability density sets the ceiling.

Most organizations don’t know theirs.

Organizations don’t stall because leaders are bad people.

They stall because leaders practice on live problems.

A difficult conversation becomes a guessing game.

A performance issue becomes a waiting game.

A missed deadline becomes a reminder cycle.

A tense meeting becomes silence.

And every one of those moments has a cost.

Rework.
Turnover.
Escalation.
Slower decisions.
Quiet disengagement.

Most companies are paying tuition for leadership mistakes.

Over and over.

Not because their leaders lack potential.

Because they were never given a place to practice under pressure.

If supervisors are learning hard moments in real time,
the organization absorbs the bill.

And growth slows accordingly.

Nice leaders create weak cultures.

They confuse harmony with health.

They protect feelings instead of standards.

They say:
 “I don’t want to come down too hard.”

Meanwhile:

High performers carry more.
Low performers stay comfortable.
Resentment grows quietly.

If everyone likes you, someone isn’t being held accountable.

Most leadership dysfunction is fear in disguise.

Fear of conflict.
Fear of being disliked.
Fear of losing a high performer.
Fear of escalation.

So leaders delay.

They soften.

They over-explain.

They “circle back.”

And in the silence, standards erode.

Avoidance feels safe.

Until it isn’t.

A weak supervisor costs you more than a compliance fine ever will.
And most companies don’t see it until it’s expensive.

A hard conversation gets avoided.
Underperformance gets tolerated.
A high performer stops pushing back.

Deadlines slip.
Rework increases.
Resentment builds quietly.

You don’t need another workshop.
You don’t need another survey.

You need leaders who can operate under pressure.

Because when supervisors learn hard conversations in real time on your floor,
you’re paying tuition in turnover, execution drift, and reputation.

Most organizations don’t realize the bill until their best people leave.

If your managers make bad decisions, that’s not an HR issue.
It’s a balance sheet issue.

One rushed termination.
One mishandled complaint.
One retaliation claim.

Now you’re paying:
• Legal fees
 • Settlement costs
 • Executive time
 • Turnover
 • Reputation damage

And none of that shows up on the “training” line item.

Most companies treat compliance like documentation.

Policies.
Acknowledgments.
Annual modules.

But exposure doesn’t come from missing paperwork.
It comes from decisions made under pressure.

Strategic HR isn’t about reporting engagement scores.

It’s about reducing the behaviors that create financial risk.

It’s about training managers to:
 • Pause before reacting
 • Recognize gray areas
 • Document defensibly
 • Escalate appropriately
 • Think through consequences

Experience doesn’t guarantee judgment.
Rehearsal builds it.

If you run HR like a business function, you don’t just check compliance.

You strengthen decision quality.
Because decision quality protects margin.

Follow my new page....! Employment Law Escape Room Kit by Casey Webster if you care about building leaders who think like operators, not reactors.

That’s where real protection starts.

Helping Companies Solve the Retention Crisis of the Social Revolution

The Leadership Escape Room Kit by Casey Webster

View company: The Leadership Escape Room Kit by Casey Webster

A male manager asked
the only female employee in the office
to cut the anniversary cake.

That’s it.

She sued.
She argued she was asked because she was a woman.
She won.

No harassment.
No slurs.
No obvious bias.

Just a “small” decision rooted in assumption.

And that’s the problem.
Most managers don’t think they’re discriminating.
They think they’re being practical. Or polite. Or efficient.

But employment law doesn’t care about intent.
It cares about impact.

This is exactly why we built the Employment Law Escape Room.
Because leaders don’t need another slideshow about discrimination.

They need to feel how fast a harmless moment becomes a legal risk.

In our escape room, managers:
 🔐 Navigate real-life bias traps
 🔐 Debate gray-area scenarios
 🔐 Practice decision-making under pressure
 🔐 Learn to spot risk before it becomes a lawsuit

Compliance isn’t about memorizing policies.

It’s about rewiring instincts.

Would your managers catch this one?
👇

You promoted your best operator.
And expected a leader.

Now they’re:
 • Avoiding hard conversations
 • Managing former peers
 • Escalating everything to HR
 • Protecting comfort over standards

Technical skill doesn’t create authority.

Readiness does.

Most supervisors are winging it.

And your performance shows it.

Your biggest organizational risk isn’t compliance.
It’s a weak manager.

Every investigation.
Every regrettable resignation.
Every safety breakdown.
Every engagement drop.

Trace it back.

You’ll find a tolerated behavior.

Policy doesn’t prevent risk.

Prepared leaders do.

If you can’t define your culture in concrete terms, you can’t scale it.

And if you scale something undefined, you scale inconsistency.

That’s the hidden risk most companies ignore.

I’m hosting fellow 10x Talent member Lindsay Hotmire inside 10x Talent for:

What Is Your Culture Costing You?

We’ll unpack how identity drift shows up in hiring, leadership decisions, compliance, and growth strategy and how to codify culture before it becomes a liability.

🔒 This is exclusive to 10x Talent members.
 Join with a free 7-day trial to attend.

This one is for founders and HR leaders who know culture isn’t soft, it’s structural.

Jannie Hestehave, MBA, Angela Banner, PMP, aPHR, PSM,CSM and 6 other attendees

View event: What Is Your Culture Costing You?  

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The Battle

Arif Iqball

Casey Webster

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taplio

The Battle

Arif Iqball

Casey Webster

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Casey Webster's LinkedIn Performance

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