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

Alignment is the hidden reason most leaders fail. I help them fix it for good.

Most leaders I meet are insecure overachievers. They carry expectations that are heavier than they look.

When alignment breaks, even the most capable teams lose momentum.

I help product and engineering leaders fix what is really breaking their teams. Misalignment. Together we restore clarity, alignment and momentum so their teams perform at their best without burning out.

What I know about you:
→ You are a senior product or engineering leader with commercial responsibility
→ You are solving harder problems with more eyes on you than ever
→ You are juggling strategy, speed and stakeholder alignment
→ You want to lead with clarity and confidence while staying grounded

How I help tech leaders and their teams:
→ Build high performing, product led organisations
→ Develop leadership skills that grow their team and influence
→ Strengthen trust, alignment and effective ways of working
→ Navigate transitions such as reorgs, promotions or new leadership roles

Whether you are stepping into a new role or levelling up where you are, I help create the clarity and headspace you need to lead with intention.

Clients often say I help them pause and reflect, focus on what matters, and move forward with clarity and purpose.

I bring a mix of product leadership, coaching expertise and experience leading through high stakes transitions. I have helped teams grow through ambiguity, pressure and change.

A bit about my experience:
→ Helped more than 100 tech leaders navigate challenging transitions
→ Ranked #1 for Product Management and #3 for Management & Leadership on LinkedIn in the UK (Favikon)
→ Certified Professional Co-Active Coach (CPCC), trained Positive Intelligence Coach, ICF Member
→ Ex Pivotal Labs leader who guided teams through an IPO and two major acquisitions, first into VMware and later into Broadcom
→ International speaker and facilitator across Australia, the UK, Europe and the USA

Curious if I am the right fit for you or your team? Send me a message.

Liam Darmody

Someone called Steve Jobs an idiot.

On stage. With cameras rolling.

WWDC 1997.

An audience member tells Jobs he has no idea what he's talking about.

Questions his technical decisions.
Questions what he's been doing for seven years.

In front of hundreds of people.

Here's what Jobs does.

He nods through the insult.
He sits back down.
He takes a drink of water.

Then he says nothing.

For 11 seconds.

When he speaks, he opens with this:

"People like this gentleman are right. In some areas."

He concedes where the critic has a point.
He admits his own limitations.

Then he stands back up and reframes the entire conversation.

"You've got to start with the customer experience and work backwards to the technology."

Nod. Sit. Pause. Concede. Reframe.

That sequence is conviction with restraint.

It's why he still had the room when he finished speaking.

I see this in the leaders I coach.

The ones who hold their ground know exactly why they made the call.

That clarity is what gives them the pause.

Also, got to love those black patch jeans. Peak '97.

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In 1997, Apple was 90 days from bankruptcy.

Steve Jobs came back and said four words.

"Marketing is about values."

Not features. Not specs.

Values.

He stood in front of his own employees.
And told them to stop talking about the product.

This was a company haemorrhaging money.
Products were behind.
The instinct would be to catch up.
Talk about what's new.
Prove you're competitive.

Jobs did the opposite.

He pointed to Nike.
Nike sells shoes.
They never talk about the shoe.
They never talk about air soles.
Or why they're better than Reebok.

They honour great athletes.
That's who they are.
That's what they stand for.

He pointed to "Got Milk?"
Twenty years telling people milk was good for them.
It didn't work.
Then they made you feel what it's like not to have it.
Sales went up.

Jobs looked at his team and said:

People with passion can change the world.
That's what Apple believes.
That's the whole message.

What people miss is that this wasn't a marketing decision.
It was a leadership one.

I see this with the leaders I work with.

The ones who talk about what their team does
get polite nods.

The ones who talk about what their team believes
get people leaning in.

One attracts transactions.
The other attracts believers.

I experienced this at Pivotal Labs.

We built software.
But that's not what people rallied around.

They rallied around the values.
How we worked. How we collaborated.

When we partnered with clients, it went deeper than software.
It was organisational change.
And that always starts with values too.

Jobs wasn't just launching an ad campaign.
He was doing something else at the same time.
He was giving 8,000+ people a reason to stay.

Most leaders default to talking about what their team does.
Features. Deliverables. Metrics.

The ones people follow talk about what they believe.

What's the belief your team would follow you for?

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Those who keep learning will keep rising in life.

It sounds obvious.
It isn't.

Munger constantly saw people rise who were far from the smartest in the room. Hard work alone didn't explain it either.

They were learning machines.

They went to bed every night a little wiser than when they woke up.

He would know. He read for hours every day, across every discipline he could find.

Most people read to collect. Munger read to think differently.

The leaders I work with who keep getting better have stopped chasing longer hours or the next certification.

They are paying attention. Reading widely. Asking better questions. Connecting ideas across disciplines.

I can always tell when someone has stopped. The language narrows. The references dry up. They start recycling the same three frameworks for every problem.

This is how compounding works outside of finance.
A little wiser today than yesterday.
Repeated for years.

It looks invisible on any given day.
But over a decade, the gap becomes enormous.

Munger was a 99-year-old man who stayed curious his entire life.

He made better decisions at 90 than most people make at 40.

Beyond talent. Beyond effort.

The discipline of staying curious when everyone around you has stopped.

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"Those who keep learning will keep rising in life." (Charlie Munger)

A study compared the top 25 tennis players.

5 of them outlast the rest.

Simon Sinek asked what separated them.

Diet. Coaching. Work ethic.
All equal across the top 25.

The gap came down to one thing.

How they talked to themselves between points.

When the top 5 scored, they said "I love this game."
When they missed, they said "Wait till you see what I do next."

Those words changed what happened in their body.

Their heart rate dropped.
They preserved energy.
They stayed relaxed.

Point by point, it meant nothing.

But by the final set, they had compounded a physical edge built entirely from how they responded to each moment.

I've watched the same pattern in leadership.

Two leaders face the same setback.
Same missed target. Same difficult quarter.

One spirals. Replays the failure. Tightens up.
The other resets. Focuses on the next decision.

Over a week, the difference is invisible.

Over a year, one is burnt out and the other is still calm under pressure.

The gap between good and great is rarely about ability.

It is about what happens in the moments nobody sees.

Simon Sinek explains it better than I can.

What's the habit that compounds most in your role?

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The most limiting belief is:

"I already know."

Every time I've stretched myself into a new role and surrounded myself with people smarter than me, the same instinct kicks in.

Prove you belong.
Have the answer.
Be the one who knows.

Early in your career, that instinct might work.

It builds credibility. It earns trust. So it gets reinforced.

But at some point, it stops being useful and starts running on autopilot.

I've been that person in the room.

The one who stops asking questions because asking feels like admitting weakness.

There's a voice behind it. It sounds like high standards.

"You should already know this."
"Asking makes you look junior."
"You've earned your seat. Act like it."

It sounds like confidence. It's actually a saboteur.

I see it in the leaders I work with all the time.

Someone who built their reputation on expertise starts protecting it instead of expanding it.

The room gets quieter. Ideas dry up.

People stop saying "what if" because the response is already decided.

What looks like alignment is often resignation.

The hardest part is that this pattern disguises itself as strength. It feels earned. It feels deserved.

The first move is catching it.

Noticing the moment you stop being curious and start performing certainty.

Once you can see it, the rest follows:

→ Ask the question anyway, even when you think you know the answer.
→ Invite someone to challenge your thinking on a decision you've already made.
→ Name one assumption you're holding that might be outdated.

The leaders who keep growing treat experience as context, not conclusion.

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Real growth is: “I know everything.” vs “What else can I learn?”

I asked a team to name their top 3 priorities.

I got 11 different answers.

12 people.
11 different interpretations of what mattered most.

They weren't bad at their jobs.
They were good. Motivated. Busy.

But busy doing what?
That's the question nobody was asking.

They knew what to do today.
They could tell you their commitments, deadlines, and tasks. 

Ask them why those tasks mattered and you'd get a pause.

Ask them what the company's top priority was.
Every person in the room had a different answer.

This is the pattern.
Fortune 500s, scaleups, public sector.
The size changes. The gap doesn't.

The strategy exists. The alignment doesn't.
People know what they're doing. They can't tell you why.

Not because they don't care.
Because nobody connected the dots for them.

Wendy McGuinness called it the Strategy Pyramid.
9 layers from purpose to action:

🧭 Purpose: why do we exist?
1. Vision: What future are we building?
2. Mission: Why does this organisation exist?
3. Values: What do we stand for?

📑 Strategy: where are we going?
4. Priorities: What matters most right now?
5. Goals: What will we achieve?
6. Initiatives: What programs will drive progress?

⚙️ Execution: how do we get there?
7. Strategies: What approach will we take?
8. Tactics: What specific actions will we run?
9. Action Plan: Who does what, by when?

Most teams live at the bottom of this pyramid.

The work at the bottom and the purpose at the top look like two different conversations.

And the middle gets lost somewhere between the offsite and Monday morning.

Setting the strategy is the easy part.
Making it visible in the work. That's the job.

What would your team say if you asked them to name the top 3 priorities today?

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An infographic by Liam Darmody on The Strategy Pyramid: 9 Pillars From Purpose To Action For High Performing Organisations

Control feels like competence.

Until your team stops telling the truth.

Having every answer.
Filling every silence.
Running every decision through yourself.

It looks like high standards.
But it has a cost.

When a leader optimises for control, people learn what to hide.

They bring polished conclusions.
The rough thinking stays buried.
Ideas get challenged in corridors.
The meeting room stays polite.

They wait for permission before raising problems.

The leader ends up making decisions with half the information.

The team is strong enough.
They're just afraid of being the one who's wrong.

There's a difference between transparency and vulnerability.

Transparency is sharing information.
Vulnerability is admitting uncertainty.

One is a communication strategy.
The other is a leadership act.

I've watched this cost leaders their best people.

So what does vulnerability look like in a meeting?

It could look like this:

1. Saying "I don't know" in front of the team
2. Asking for help publicly, where the team can see
3. Changing your mind when new information arrives, and saying so

Brene Brown called it what it is:

"Vulnerability is not winning or losing. It's having the courage to show up and be seen when we have no control over the outcome."

That's the part most leaders skip.

The showing up before the outcome is clear.

Which of those three feels hardest for you?

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A portrait of Brené Brown with the following quote: "Vulnerability is not winning or losing; it's having the courage to show up and be seen when we have no control over the outcome.”

Nobody told them to work harder.

That's the problem.

UC Berkeley spent eight months studying what happens when a team fully embraces AI.

By month six, they were burning out.

Because nobody set a limit.

To-do lists expanded to fill every hour AI freed up. And then kept going.

People expanded their scope. Covered more ground. Put in more hours.

Without anyone asking them to.

My neighbour is a software engineer. He hasn't written a line of code since December. Never been more productive.

Also never been more exhausted.

He has so many open loops running at once that by the end of every day, he's spent. Not from the work. From the decisions.

A friend building his own AI project described it as an addiction. Constant dopamine hits. He can't stop.

The pattern is always the same.

The tool removes a constraint. Output goes up.

And the absence of someone saying "that's enough" turns a gain into an endurance test.

Speed limits exist for a reason.

Not to slow people down. To protect them.

When AI removed the speed limit on knowledge work, most leaders treated it like an opportunity.

Few treated it as a decision.

The decision being: what pace is sustainable for this team?

That's not a technology question.

That's a leadership question.

And the leader who never asked it didn't fail at AI adoption.

They failed at the oldest job in leadership.

Setting the pace.

What's the unspoken speed limit on your team right now?

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A simple editorial image with the following quote: Your team adopted AI and output tripled. So did the burnout.

19% slower.
They thought they were 20% faster.
246 tasks. 16 developers.

METR ran a randomised controlled trial.

Experienced developers on real codebases.
Bug fixes, features, refactors.

AI tools made them slower.

But when asked, they believed AI had sped them up by 20%.

69% kept using AI after the study ended.
Even knowing the results.

When the tool feels good, you stop questioning whether it works.

This isn't just an AI story.

It's a dopamine story.

Cheap dopamine is everywhere now.
Social media. AI tools. Every new shortcut.

They feel productive.
They feel like progress.
They feel like learning.

When we feel we are learning, we may in fact be procrastinating.

Consuming feels like work.
But creating is where the value lives.

Time disappears in the gap between the two.

This is where it becomes a leadership question.

The gap between feeling productive and being productive is invisible from the inside.

It applies at every level.

A person scrolling instead of shipping.
A team adopting tools without measuring outcomes.
An organisation chasing trends instead of advancing goals.

The leader's job is to notice when things are busy but not moving.

That's intentionality.

Choosing creating over consuming.
Choosing meaningful over busy.

Making it a daily practice.

What's your version of this trap?

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A comparative illustration of feeling productive vs being being productive

Your dashboards got smarter.

Your decisions didn't.

I keep seeing this pattern.

The data may be clean, real-time, well-structured.
And yet, the leadership team still can't agree on what to do next.

There's a hierarchy to this.

It's called the DIKW pyramid.
Data. Information. Knowledge. Wisdom.

Most teams are stuck near the bottom.

AI made the lower layers almost free.
Collection. Processing. Pattern recognition.
All faster than ever.

But wisdom hasn't got any cheaper.

Knowing what to do with everything you know. That still takes experience. And time.

Here's what makes it worse.

The pyramid looks like it flows upward.
Data becomes information becomes knowledge becomes wisdom.

But as Weinberger argued, you need judgement to know which data matters in the first place.

It doesn't just flow upward.
Judgement shapes what you collect.

Leaders without wisdom don't just make bad decisions.
They collect the wrong data.

T.S. Eliot wrote this in 1934:

"Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information?"

That was almost a century before AI made the problem faster.

This is where leadership value sits.

Not in having the most information.
In knowing what matters.

The pyramid has four layers.

Only one is oriented toward the future.

And it's the one AI can't do for you.

Where does your team spend most of its time on this pyramid?

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An infographic of the DIKW Pyramid, created by Liam Darmody. DIKW: Data, Information, Knowledge, Wisdom.

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