Making the Jump to an Integrated Trading Company: A Second-Year Manager Takes on the Challenge of Building a Base in Bengaluru, India with a 10-Year Vision

I’ve never thought of myself as exceptional, but I’ve been involved in countless high-stakes projects – during the Lehman crisis, the Great East Japan Earthquake in 2011 and other intense scenarios. Those experiences gave me the ability to think, plan and deliver with accountability. I hoped those skills would also translate well to Sumitomo Corporation.

At the time, there weren't any women in management positions in Sumitomo Corporation's Mobility Division, and I thought, "If I become the first, maybe I can help spark change within the organization." In my previous job, I had seen how simply having a "first" could break down biases and lead to greater inclusion of women. That belief – that just being there can have meaning – gave me the push I needed to take the leap.

From day one, I was brought into a high-priority project launching a new business. The concept combined EV commuting, workplace charging and V2X technology into a new mobility model.

At the time, we were debating whether to run a pilot project or start a whole new company. I was involved in everything from building a 10-year business plan to finding office space and preparing registration timelines. Working closely with both senior and junior team members, we solidified the plan. Two months later, we received internal approval, and two months after that, we officially established the company. In April 2023, I was seconded to the new company while continuing to lead the Mobility Business Strategy Team. This kind of speed and trust from the organization really reflects Sumitomo Corporation’s culture: career hires are given real responsibility and room to grow.

Currently, we're focusing on digital transformation (DX) and R&D projects involving Indian startups. On the automotive side, we're engaging in Middle East-oriented trade business, supporting distributor business and participating in engineering services*1. This fiscal year, we've strengthened ties with our group company SCTM Engineering. Looking ahead, we want to expand into energy, integrated diverse urban development and manufacturing in this fast-growing region.

To achieve this, I am actively encouraging people within the company by saying things like, "Bengaluru holds great potential – please come and see for yourself." Although I’m the branch head, I make sure to align with the business policies of each SBU(*2) and aim to help everyone get a clearer, more concrete sense of the opportunities India offers. At the same time, I want to be involved in exploring and assessing how we can turn these possibilities into actual projects, while carefully evaluating strategies and local risks together.

*1 A business that provides technical services by undertaking engineering work such as design, development and testing, primarily in the automotive and information technology industries, and a variety of other sectors.
*2 Abbreviation for Strategic Business Unit – at Sumitomo Corporation, this term refers to a grouping of businesses that share a single strategy.

I always try to "align perspectives." With so many diverse businesses and people from different backgrounds, even one meeting requires careful alignment on goals and assumptions. I'm mindful of listening closely and fostering open dialogue to avoid miscommunication.

Even small things matter – like always saying "thank you." I believe that culture shifts happen not through grand gestures, but through everyday actions. The concept of DE&I is widely discussed and well understood in theory, but the question remains: are we truly putting it into practice? As a manager, I believe it's my responsibility to model that behavior.

And when someone says, "There’s no precedent," I try to ask, "Why not?" If we understand what’s blocking us, we can usually find a way through. If there’s no example to follow – maybe I can be the first.

For instance, just four months after joining, I was chosen to lead a working group to improve employee engagement. While working in the Mobility Division, I felt that our organization could accelerate change if we had more open and lively discussions grounded in psychological safety. That thought inspired me to propose and plan a workshop aimed at making employees’ honest voices more visible.

Over the course of six months, we made the idea happen. It became a valuable opportunity to deliver insights and constructive suggestions from the front lines directly to senior management. I believe my fresh perspective as a new member brought some new insights to the organization.

Just like I imagined before joining, Sumitomo Corporation is full of diverse businesses and real opportunities. When a chance comes, I try to say yes – even if it’s intimidating. I don’t mind being the first, because that means I get to clear a path for others.

I’ve been given so many chances in such a short time. With the support of those around me, I never forget to be grateful for the many opportunities I’ve been given, and I keep moving forward, continuing to challenge myself in my own way. I'm confident my career at Sumitomo Corporation will keep growing in the right direction.