Yasuo Sugahara, Chief Financial Officer of Sumitomo Corporation of Americas, brings a disciplined yet forward-looking approach to SCOA’s financial strategy in an evolving business landscape. By emphasizing data-driven decision-making and reinforcing fundamental financial controls, Sugahara ensures the company remains agile and resilient amid economic fluctuations. In this edition of NOTES FROM THE C-SUITE, he highlights the CFO Office’s role as a strategic partner to business units, fostering collaboration and innovation while maintaining a strong financial foundation. Have a look at how Sugahara sees a renewed commitment to financial discipline and proactive risk management as key to sustaining long-term growth and stability.
SCOA is currently dealing with a dynamic business environment with areas of growth and others requiring more focus. How do you approach recalibrating priorities when faced with new data and evolving conditions?
Continuous monitoring and analyzing new data are indeed crucial for identifying trends and opportunities. Gathering information from trusted sources helps make informed decisions and take agile actions based on the latest insights. This approach ensures that we stay ahead of the curve and can respond swiftly to any changes or challenges that arise.
Economic fluctuations can impact even the most well-prepared organizations. What steps do you foresee to reinforce resilience while ensuring the company remains agile for future success?
I want to emphasize the importance of internal control. Although we have been conducting this exercise for some time, it tends to become routine as time passes. We should review it again to ensure we adhere to the proper standards. Additionally, we should be resilient against unexpected events by organizing contracts, payment reminders, and credit confirmation appropriately. We can say, “Back to basics.”
Finance often acts as the bridge between strategy and execution. How does the CFO Office work with business units to stay aligned and support the company’s broader goals?
We hope to be a hitting partner with businesspeople in strategy discussions when needed. I firmly believe that promoting investments is one of the CFO office elements.
With challenges come opportunities for innovation. How do you encourage new ideas and strategic thinking within your team, especially when managing periods of uncertainty?
Ensure that everyone feels safe expressing their ideas without fear of criticism or failure. This can be achieved by promoting a culture of openness and respect. I've heard an organization lose its vitality when it stops taking on new challenges.
Looking back on this fiscal year so far, what key takeaways will influence SCOA’s financial strategy and decision-making as we move forward?
That said, I believe we should consider that some loss events, such as bad debts, could have been prevented. Back to basics is the key term.
What is it about SCOA that makes you proud to be part of this leadership team?
I have been fortunate to be a part of 70+ years of history and to work day in and day out with a vast, solid, and unique portfolio of group companies.
