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The Human Architecture of Organisational Change: Mastering the Head, Heart, and Hands

Jocelyn goodjob on November 26, 2025

Written By: Rose Tan

The "Head, Heart, Hands" Framework

Real transformation fails not because of flawed plans, but because the human element is overlooked. Based on our experience, lasting change requires three key elements:

– The Head (Clarity): A clear, accessible vision so everyone understands the “why.”
– The Heart (Buy-in): Psychological safety and genuine trust to navigate the emotional journey.
– The Hands (Habit): Practical systems and daily habits to make the new vision a reality.

When a transformation stumbles, what’s the first thing we blame? For years, I pointed at outdated tech or a flawed strategy. But after a decade in talent, and especially after a long, winding project refining our company’s Mission, Vision, and Values (MVVs), I’ve learned the hard way it’s rarely the tools that fail. Real change isn’t about the plans; it’s about the people at the centre of it all.

It’s Not the Plan That Fails, It’s the People-Centricity

The real stumbling block was never the plan itself, but the human side of things. In my experience, most transformations unravel not because the strategy is flawed, but because we overlook the emotional and behavioural scaffolding that real change quietly demands. You can craft the most impressive plan on paper, but if you ignore how people feel and respond, it simply won’t take root.

I’d like to share a few moments from that journey, including some lessons learned, a few missteps, and a few small victories. What I’ve come to believe is that real, lasting transformation depends on bringing together three things: the Head, Heart, and Hands. It’s not about ticking boxes, but about weaving these elements together so that change becomes something people can actually live and breathe.

The "Head": Building a Clear and Accessible Vision

The first hurdle was building a foundation, which meant starting with the Head. But this went far beyond having a strategy written down. It was about making the vision real and accessible for everyone. I learned that simply announcing change isn’t enough; people need to see the why for themselves. Without that clarity, the whole effort risks becoming just another directive that never quite lands.

At GJC, we knew the world around us had changed. Eighteen years in, Singapore’s talent landscape bears little resemblance to what it was when we began. Our transformation was about sharpening who we are, moving from being just a recruitment agency to becoming a real connector. We believe in building bridges where culture is the foundation of success, moving beyond simple placement to connecting people and opportunities across borders. My job became less about being the strategist and more about being the sense-maker, helping everyone understand not just what we were doing, but why it mattered—a process that demands a high degree of cultural intelligence.

The "Heart": Creating the Psychological Safety to Leap

Logic alone rarely moves people. Transformation is messy, emotional, and full of uncertainty. That’s where the Heart comes in. The discomfort is real, so my core task was to create the psychological safety for that leap. This aligns with foundational research from Harvard Business Review, such as John P. Kotter’s seminal article, “Leading Change: Why Transformation Efforts Fail,” which identified that the vast majority of failures are due to human factors like under-communication and a lack of employee buy-in. I had to build the trust to make real change possible, because the best strategy means nothing if people aren’t ready to make it their own. To tackle the fear that comes with change, we leaned into feedback and made listening a core part of the process. We invited people from different teams to become MVV Ambassadors. They are champions who can connect with their peers and help address real concerns as they arise. I’ve come to see that resistance isn’t just pushback; it’s often a sign of deeper worries that need to be heard. By being open about our own learning curves and really listening, we started to build the trust and sense of belonging that are critical for making diversity in our teams a true strength. This trust makes it possible for people to step into the unknown together.

The "Hands": Turning Good Intentions into Everyday Reality

Helping people feel the change and building trust was only part of the journey. The real test was turning that initial spark into something that lasts. This is where the Hands come in. It’s the part where we roll up our sleeves and do the steady, often unglamorous work of making new habits stick. It’s about turning good intentions into everyday reality, one small step at a time.

We took a practical approach: once people understood and wanted the change, we ensured it became an integral part of how we work. That meant weaving the new Mission, Vision, and Values into everything from performance reviews to how we set goals and recognise each other’s efforts. We also made onboarding a priority, so that new team members could start building these values into their work from day one.

We also paid close attention to how the change was actually landing with people, not just whether the project was finished. Regular check-ins and surveys helped us see if the new ways of working were really taking root.

Looking back, the biggest shift wasn’t just in our systems, but in how I think about leading. Transformation isn’t a one-time event. It’s a process that is always about people. Our journey at GJC reminded me that real change happens when you bring together clear thinking, genuine care, and steady action. And it is still a continuous journey we are on.

My Two Core Lessons in Change Leadership

Stepping into change leadership? I’ve learned two things the hard way. First, own the vision. You cannot delegate trust-building. Show up for it every single day. Second, live your values. Don’t just talk about them; build them into your team’s everyday work. That’s how change stops being a project and starts being your culture.

Let Us Be Your Bridge to Transformation

Our ‘Head, Heart, and Hands’ approach is built on our core GJC values of People, Play, and (Em)Power. We believe that building a strong, adaptable culture is the ultimate foundation for success.

If your organisation is navigating its own transformation, contact GJC today for a consultation on building a culture that lasts.

Rose Tan, Corporate Communications Lead at Good Job Creations

Rose Tan

Rose Tan, a senior leader at GJC, her work is a synthesis of talent, strategy, and technology. Her experience, spanning over a decade in talent management and corporate strategy, forged her core belief in human-centric change. This philosophy—that technology is a tool to amplify the human element—was put into practice as she built the communications and marketing functions for GJC and OAI.

Architect of Change, from Global Logistics to Sustainable Futures

Jocelyn goodjob on November 26, 2025

Interviewer: Destiny Goh Interviewee: Chika Imakita |

In this interview, Greenpac’s CEO, Chika Imakita, outlines her leadership strategy for guiding the company into its next chapter after its entrepreneurial founder. Her philosophy is one of “continuity with enhancement,” preserving Greenpac’s foundational sustainability mission while evolving its culture from a top-down model to one of collective ownership. Imakita emphasises building trust through consistent action and empathy rather than seeking a single leadership style. Her goal is to create a resilient, synchronised organisation where every employee is empowered to innovate, ensuring the company thrives by adapting its strategies to serve all stakeholders effectively.

The Architect's Foundation

Please share a little about your journey and what drives your current mission as the CEO of Greenpac?

My journey began in 1999 with an AIESEC internship at UPS, the American courier company headquartered in Atlanta. This opportunity blossomed into more than two decades with the company.

That path gave me global experience: seven years in the United States, four in Japan, and a return to Singapore, where I was then promoted to Director and ultimately served as Managing Director for Singapore and Malaysia.

After leaving UPS in 2023 for personal reasons, I began looking for new opportunities and was ultimately drawn to Greenpac for two factors.

First, I wanted to contribute my expertise to a local Singaporean company that was making a tangible, positive impact on the community. Second, Greenpac’s mission aligned perfectly with my background in logistics, operations and environmental, social and governance (ESG). The company is owned by Treïs, a family office that invests in sustainable businesses that align with its family values.

Packaging is often over-looked but has a significant impact on the supply chain, and my deep experience in this area allows me to consult intelligently with our clients, helping them improve their entire supply chain through more innovative and sustainable solutions. My current role represents the convergence of my professional history and my desire to contribute.

The transition from the previous founder’s strong entrepreneurial leadership, after over two decades represented a significant shift at Greenpac. Beyond the strategies and KPIs, what is your philosophy on leading people through such significant change?

While there is an element of continuity in our dedication and core commitment to sustainability and innovative design, the transition did necessitate a cultural and mindset shift. When an organisation has a strong, entrepreneurial founder, the culture tends to be top-down.

My leadership philosophy focuses on cultivating an organisation that operates like a fine watch, a synchronised machine where every individual takes ownership of their role. This approach has created a more agile, scalable, and robust system for Greenpac, with a team of 250 individuals across Singapore and Malaysia, as it doesn’t rely on a single central engine.

To guide the organisation on this journey, my focus has been on empowering our people. We’ve introduced new perspectives at the executive level, where 50% of our committee members are new. This signals that fresh ideas are welcome and helps cascade this new ownership mindset throughout every layer of the company. The goal is to build a culture where everyone feels empowered to act rather than waiting to be told what to do.

The goal is to build a culture where everyone feels empowered to act rather than waiting to be told what to do.​

When you moved from a company driven by operational excellence to one driven by sustainability, how does your leadership playbook differ when transformation is purpose-driven rather than more traditional market competition?

It’s crucial to understand that sustainability has always been part of Greenpac’s DNA; it wasn’t just an add-on. Our founder built this company on the ‘zero waste’ principle. This building, opened in 2012 by then-Deputy Prime Minister Tharman Shanmugaratnam, made a revolutionary statement on green manufacturing. Greenpac’s roof is entirely covered in solar panels, which produce enough energy to power 100% of our office and 50% of our operations.

Therefore, my leadership playbook isn’t about introducing a sense of purpose; it’s about honouring and building upon an already powerful foundation. This visionary commitment is a core part of our identity that we will never change. As CEO, my role is to preserve that commitment to ‘doing the right thing’ while adapting our strategies to ensure we can survive and thrive in the current environment.

Navigating the Human Element

When staff face a vast transformation, resistance is often rooted in fear of loss, such as competence status or uncertainty. How do you lead transparent communication, addressing this fear and shifting focus from loss to opportunity?

When I joined in February 2024, I sensed the natural uncertainty and anxiety that accompanies change. My first step was to provide a vision, but it was intentionally not revolutionary. It was a vision of continuity with enhancements, focused on leveraging Greenpac’s incredible foundation. Presenting something entirely different would have alienated people in the organisation; as leaders, you must balance authenticity and truth.

Secondly, you need to earn trust. When individuals assume power in management or politics, they are given a specific authority and should serve to the best of their abilities. I achieve this by showing up, listening and appreciating the team, but I also have to be firm when necessary.

My leadership philosophy isn’t a single ‘style’; it’s a commitment to serve all our stakeholders—the board, customers, suppliers, and employees. I am responsible for making the best decisions at any given time, balancing empathy with authority.

The reality is that while having a five-year plan is beneficial, true leadership during times of transformation is demonstrated through daily actions. It’s essential to show commitment to the well-being of the entire ecosystem.

Presenting something entirely different would have alienated people in the organisation; as leaders, you must balance authenticity and truth.​

How can leaders create safe forums for employee feedback?

While you can create formal events like lunches or tea sessions, they often prove to be less effective. Because of my title as CEO, ground-level employees rarely share positive or negative feedback honestly in such casual settings.

To build genuine psychological safety, it’s crucial to foster it through the everyday actions of the management team, rather than relying on a single forum or one-time event.

I focus on creating a culture of open listening at every level and ensuring that the leadership team does not operate by fear. The most important thing I can do is demonstrate that behaviour myself through how I interact with my team and receive feedback from various individuals. I also encourage my managers to engage with their direct reports. The goal is to embed open communication as a cultural trait, not a scheduled event.

When you joined Greenpac as CEO, how did you ensure all employees expressed genuine buy-in rather than passive acceptance?

Gaining genuine buy-in is a process that unfolds over time; it doesn’t happen in the first week or even the first six months. We provided the management team with formal change management training, using a model like ADKAR (awareness, desire, knowledge, ability and reinforcement) to understand the different phases people go through, similar to the stages of grief; denial and anger before acceptance.

Beyond the frameworks, the most powerful tool is consistency. You have to accept that time is a necessary ingredient.

My role is to consistently communicate our vision, mission, and its five core values: innovation, partnership, excellence, sustainability, and agility. It’s not wise to force buy-in from employees, but through consistently demonstrating my commitment and ensuring my actions align with my words, I send a clear message and gradually earn the trust that underpins true acceptance.

Through consistently demonstrating my commitment and ensuring my actions align with my words, I send a clear message and gradually earn the trust that underpins true acceptance.

How do you admit uncertainty or acknowledge mistakes while maintaining the conviction your team needs to follow you through disruption?

I view mistakes and setbacks as opportunities. Recently, we experienced a significant operational setback in Malaysia. Our first question was, “Is everyone okay?” Material things can be replaced, but our people are our most important asset. The incident has since become a powerful catalyst for change; it provided us with the opportunity to unite, reflect on our processes, and identify how we can improve to prevent a similar situation from happening again.

While I don’t welcome setbacks, I don’t see them as purely negative events. If approached with the right mindset, a negative situation can be transformed into a positive one, strengthening the team and improving the organisation.

If approached with the right mindset, a negative situation can be transformed into a positive one, strengthening the team and improving the organisation.​

What's the most common leadership behaviour that erodes trust during a change initiative, and how do you repair such things?

The most significant factor that erodes trust is a lack of empathy. Authentic leadership is about creating an environment where people can be the best versions of themselves, which requires psychological safety. I once read a book titled ‘This is How Your Marriage Ends’ by Matthew Fray. He wrote that his wife divorced him for not leaving his cup in the sink, but after digging deeper, it became clear that the divorce did not happen overnight.

His compounding actions and bad habits over the years showed her that he did not respect or value her thoughts and opinions. One example was leaving his dishes and cups in the sink despite her repeatedly reminding him.

Fray also discusses the time when his young son feared monsters hiding under his bed. His son asked him to stay with him, but he told him that monsters don’t exist and then left the room. In that moment, his son would have felt betrayed, and the next time he was afraid, he would not go to his father, who would not stand by him in his most vulnerable moment. This story stuck with me.

When leaders bring about change on a large scale without exercising empathy in the moment, we risk invalidating our employees’ concerns and emotions by dismissing their fears and uncertainties in the midst of transformation.

The truth is that employees may hesitate or refrain from sharing their ideas or concerns because they have experienced being dismissed or ignored in the past. Establishing trust and providing a safe, psychological space is more important than being ‘right’ in human interactions. As a leader, every conversation is an opportunity to either build trust through empathy or erode it by dismissing others’ perspectives.

Establishing trust and providing a safe, psychological space is often more important than being right in human interactions.​

The Mechanics of Scaling Change

In a business scale like Greenpac, how do you ensure the core transformation's narrative is consistent across all markets while tailoring it to be culturally sensitive for the diverse Asia Pacific audience?

Fortunately, we have a culturally neutral product and a dedicated, diverse team that has remained stable during the transition. Our approach to cultural sensitivity is grounded in exercising common sense and respect. We have employed many foreign workers, especially in Malaysia, and our policy has always been to maintain neutrality.

We don’t emphasise specific religious or cultural ceremonies over others because we aim to remain impartial. Instead, we focus on our shared professional goals and maintain a respectful and inclusive environment. We ensure that our core message remains consistent without alienating anyone.

Having led transformation at a global MNC and now at a purpose-driven SME like Greenpac, what can large companies learn from agile playbooks of smaller resource-constrained firms?

Large multinational corporations, with their vast resources, often become very functionally focused, which can unintentionally restrict an employee’s growth. In a smaller company like Greenpac, every individual plays multiple roles and develops various skills. This challenges employees to step out of their comfort zones, allowing them to grow in ways that benefit both them and the company.

We have numerous examples of this cross-pollination in action. For instance, our IT personnel has taken on the role of our sustainability lead, and a procurement specialist initiated our entire pricing function. We actively facilitate this by forming cross-functional committees to address key business problems.

To show Greenpac’s commitment to supporting our employees’ career development and encourage their interest to learn, we create a cross-functional committee to work on various projects yearly. This year, we have two teams who are working on improving our inventory system and another working on sustainability. At the end of the year, they would present their ideas to me, and if they succeeded, this would earn them a higher annual increment.

A sustainable model like this thrives in a smaller company because job descriptions are flexible. When employees pursue new skills or take on new projects, they will be able to see the direct impact on their roles and understand the ways they can add greater value to the company. In return, develop a sense of greater ownership. This creates a powerful incentive for growth and innovation, which is often harder to foster in a more rigid corporate structure.

When employees pursue new skills or take on new projects, they will be able to see the direct impact on their roles and understand the ways they can add greater value to the company.

The Lasting Lessons

If you were coaching a new leader to a new transformation mandate, what's one critical action they must take as an initiative in their first 90 days to set the initiative up for success?

As a fellow leader, I would advise rethinking the entire ‘first 90 days’ mentality. While being agile is important, some leaders may feel pressured to drive change and make quick decisions upon entering a new position. However, it is wise to exercise restraint.

When entering a new environment, it’s easy to identify what you perceive as wrong; however, those judgments are often colored by biases stemming from past experiences. The most critical action is not to act immediately but to first observe, listen, and deeply understand why things are the way they are. It’s important to simulate the consequences of potential changes, not just to the situation, but also to the people involved.

When bringing about transformation, it’s essential to recognise that you will also change the dynamics of the organisation and its people. Therefore, understanding these relationships is crucial.

For example, you must appreciate the hidden dynamics and the informal leaders who hold the team’s morale together due to their character and personality. Rushing to ‘fix’ things can easily disrupt something that was functioning in a way you don’t yet understand. It takes real courage and restraint to maintain the status quo until you achieve true understanding.

Leading such a team would require immense resilience. What personal strategy do you rely on to sustain your energy and resolve throughout your tenure of leadership?

I am comfortable with imperfection. Accepting my shortfalls allows me to maintain the balance and energy necessary for effective and sustainable leadership. That said, my job is to make the best possible decisions for all our stakeholders. However, at the end of the day, I am also a human being, and I accept my own limitations and move on.

If you were to leave our readers with one thought, what's the one thing leaders should stop doing as they embark on transformation?

Leaders should stop searching for a single ‘right style’ of leadership. There is no one-size-fits-all approach. The key principle should be the role itself: you are there to serve and optimise the interests of all stakeholders from shareholders, customers, suppliers, to employees.

To fulfil this responsibility, your actions should be guided by the specific needs of each situation. If that means you need to stop talking and start listening, then that is precisely what you should do.

As a CEO, some people think they work around the clock without taking breaks. How do you balance your career and your volunteering in Singapore's army?

My volunteer work in the army serves as the perfect counterbalance to my role as CEO. Before I started serving, I had to undergo Basic Military Training that was quite challenging, but that difficulty only adds to its value. It provides a complete mental shift. I particularly enjoy deployment because it’s different from my day job; instead of strategising and thinking critically, you simply follow orders, which I find to be a refreshing reset.

Additionally, this experience allows me to see a different side of Singapore and connect with individuals from various backgrounds. Since then, I have developed a profound respect for the servicemen and women.

Just imagine the intense training they undergo, honing skills with a weapon that they hope they will never need to use. The mental discipline they demonstrate is remarkable. They undertake this commitment to protect the people and the nation they love, and being a part of that instils in me a much deeper appreciation for the foundations that hold our society together.

Imakita Chika Vol 3 G Magazine

Chika Imakita

Greenpac’s CEO, Chika Imakita leads the award-winning provider of innovative and sustainable industrial packaging solutions in SEA. A keen environmentalist with over 20 years of supply chain experience, she has positioned Greenpac as an industry leader recognised for its eco-friendly designs that reduce waste and enhance efficiency.

From Handshakes to Dashboards: A Leader’s Guide to B2B Sales Transformation

Jocelyn goodjob on November 26, 2025

Written by: Kemi Junko

I. Driving Innovation Within Resistant External and Internal Environments

When I founded kay me in 2011, I was determined to create functional, refined clothing options that didn’t exist at the time, while simultaneously preserving Japan’s renowned textile industry and proud craftsmanship, inspired by my grandparents, who ran a traditional kimono shop in Osaka.

Since the beginning, it has been challenging to find the right artisans who could sew fine gathers and drapes using stretch threads for both the stretch outer and lining fabrics – a technique unfamiliar even to the artisans themselves. Though I was inexperienced in garment manufacturing, I focused on turning market needs into reality. For garments and techniques that had never been attempted, I collaborated with material suppliers and sewing and dyeing artisans to turn the ‘impossible’ into reality. In the process, I learned their methods, developing deep respect for their professionalism and a shared commitment to quality and craftsmanship.

Japanese domestic garment production has fallen from nearly 100% before the war to 3% at the time of kay me’s founding and has further declined to about 1% today due to factory closures during the COVID-19 pandemic. This decline reflects not only an economic loss but also a fading of national skill and pride. To me, innovation and preservation are inseparable.

At kay me, we work closely with Japanese artisans to merge tradition with technology. We select innovative fabrics that are stretchy, machine-washable, and wrinkle-resistant, but apply traditional techniques to them. For example, our original prints are produced with Kyoto-based Yuzen dyers, embodying the precision and artistry of Japanese craftsmanship.

We are currently collaborating with local authorities to help preserve and pass on the craftsmanship of ‘Oshima Tsumugi’, a traditional Japanese textile from Amami Oshima and one of the world’s three most renowned fabrics.

Our mission is not only to empower professional women but also to sustain Japan’s textile and manufacturing heritage by maintaining 100% made in Japan production. Building mutual trust in a resistant environment requires both patience and purpose—the belief that together, we can honour tradition while shaping what comes next.

kay me’s strength lies in the analytical thinking I developed while working at an American management consulting firm, where rationality and efficiency were rigorously pursued. Even today, we approach every decision by working backwards from our goal and relying on data-driven insights. This allows us to move quickly without sacrificing quality.

In our early days, a small founding team of two, my sister and I, managed everything, from design and material sourcing to PR, sales, and customer service, often funding apparel development through consulting revenue. This taught me how to balance speed with precision: we launch rapidly where possible but ensure each garment meets the meticulous standards of made-in-Japan craftsmanship.

Leadership at kay me means combining analytical rigour with respect for the artisanal process. It’s about knowing when to accelerate, when to focus, and fostering a culture that values both speed and excellence.

This approach enabled us to expand internationally with speed. From the early days, we established a legal entity in the UK and held a two-month pop-up in Mayfair, while also launching a global e-commerce site capable of direct sales.

Today, we operate three online stores: global, Singapore, and Japan, and five physical stores in Japan: Tokyo Ginza Flagship Store, Tokyo Nihonbashi Store, Tokyo Yurakucho Store, Kyoto Store, and Osaka Umeda Store. After the pandemic, we launched in Singapore at Takashimaya Department Store in November 2024 and in Hong Kong at SOGO Causeway Bay in June 2025.

By combining customer empathy with curiosity and a proactive, solution-oriented approach, employees demonstrate genuine buy-in and actively drive meaningful change

II. Why Change Initiatives are Measured Through Key Human Metrics

At kay me, maintaining a positive, solution-oriented mindset, even in difficult situations, is essential. Employees are expected to approach challenges constructively, focusing on how something can be done rather than dwelling on problems or expressing dissatisfaction.

Genuine commitment is reflected in observable behaviours: how team members engage with customers, gather and reflect on feedback, and their dedication to ensuring no voice or nuance is overlooked.

By combining customer empathy with curiosity and a proactive, solution-oriented approach, employees demonstrate genuine buy-in and actively drive meaningful change. This embodies the culture and values of kay me.

III. Woving Empathy Into Problem-Solving Garners Genuine Employee Buy-In

We cultivate a culture where motivated employees, regardless of gender, nationality, age, or industry background, are encouraged to speak up and bring their ideas to life.

Speaking up and challenging the status quo to create new paths are highly regarded. We also provide flexible work arrangements and leverage a global team skilled in AI and data science to constantly improve efficiency, allowing anyone with potential to contribute fully, even with time constraints.

Meetings at our Japan headquarters are conducted in English to ensure that talented individuals from any country can thrive, regardless of their proficiency in Japanese.

Our team embraces new initiatives with a shared understanding of the company’s vision. Rather than requiring persuasion, commitment is expressed through proactive contributions: employees suggest ideas, take ownership of projects, and refine their approaches based on feedback. This human-centric philosophy guides our product development.

We consistently offer clothing that saves busy professional women time while ensuring comfort. Recently, we launched a new wellness-focused series called ‘Yui’, designed to promote blood circulation and support women fatigued from work. This was developed from this same team-driven, problem-solving mindset.

At kay me, team members across our global operations, from our Japan headquarters to retail stores in each country, including temporary staff, submit daily reports each evening. I personally review nearly all of them on my mobile device to ensure that operations are running smoothly and that no significant issues have arisen.

At the Monday morning meeting, key members from production planning, marketing, technology, store operations, and customer experience review the previous week’s reports in both Japanese and English. We also leverage AI tools to identify issues that require action and provide quick, data-driven guidance. If employees ever feel anxious, it is usually because they cannot take pride in what they deliver to customers or sense uncertainty from them. This process, therefore, also serves as a way to maximise the value we provide to customers through our team. This practice was inspired by my first career in the sales division of Benesse, a major educational publisher; all sales reports were analysed daily by multiple headquarters teams to enable fast responses and continuous improvement. Although our team is multinational, communication remains close. Through our internal chat app, many employees share their honest thoughts and ideas directly with me – something I truly value and appreciate.

Rather than requiring persuasion, commitment is expressed through proactive contributions: employees suggest ideas, take ownership of projects, and refine their approaches based on feedback.

IV. Cultivate Change from the Ground Up and Scaled Into Major Organisation Shifts

The analytical mindset from my BCG training continues to anchor my leadership. At the same time, as a marketer, I place great importance on listening to those around me and turning their feedback into meaningful improvements. Our primary customers include lawyers, doctors, accountants, business owners, and professionals in the fields of IT, finance, and pharmaceuticals.

Through interactions at our stores, customer events, and everyday conversations, I regularly hear about their career and life challenges, how kay me supports them, and areas where we can improve. Additionally, daily reports from our retail teams and quantitative data allow us to understand their true and unmet needs.

Coming from an American management consulting background, I often encountered surprising and sometimes unfamiliar perspectives from individuals in the retail and fashion industries. Initially, I focused on compromise and adaptation. However, as our organisation grew and I engaged with people with diverse values, I realised that progress is fastest when team members share our core philosophy, principles, and strategic mindset. This insight helped us clearly define our hiring approach. Today, across all departments, we collaborate with colleagues who take pride in what makes kay me unique and joined the company because they resonate with our vision.

Coming from a background outside of fashion design and having worked in marketing consulting, I have always embraced the value of uncertainty by engaging directly with the market and our customers. For example, before developing new products, we conduct customer research to forecast demand, enabling efficient production that also supports sustainability. Every decision is grounded in quantifiable evidence, like survey results, sales data, and customer feedback, allowing us to balance empathy for our customers with measurable outcomes.

At kay me, many of our signature services, including ‘try & buy’ and the vision of a full-wardrobe ecosystem, were born directly from the voices of our customers and frontline teams. We treat feedback as a living asset, not a one-time input. Every day, our staff reports, in-store conversations, online comments, and service interactions are captured and reviewed so even the smallest insights are not lost.

We continue to run customer surveys today, both before production and throughout the customer journey, to understand real needs with precision. Our customer support team also plays a critical role. They listen deeply and now use AI tools to help analyse emerging pain points and patterns more quickly. The technology helps us spot themes, but every response back to customers is written by people because personalisation, empathy, and timely care are central to who we are.

Once we identify an opportunity, we act fast: we prototype, test on a small scale, and expand only when we see genuine value for customers. This bottom-up approach ensures that our biggest innovations grow from real experiences in our stores and community, keeping kay me closely aligned with our mission of supporting those who take on challenges.

My grandmother’s words: “life is not about what you obtain, but what you can do for others”, have never been a slogan for me, they were the rhythm of her days. As a child watching her in the small kimono shop, I saw how one person’s devotion could lift another person’s spirit. The quiet joy on customers’ faces as they left her shop is the same joy I hope kay me brings into the world. That memory has been my compass from day one. That belief became kay me’s north star, especially during moments of complex transformation. When we entered international markets, built new product lines, or questioned whether to grow faster or grow truer, we always returned to that single question: Does this decision help someone move forward with more confidence, comfort, and dignity?

The goal is to make people’s lives easier, lighter, and more hopeful. That is why our innovation is always human-led, from creating clothes that save thousands of hours of women’s time, to preserving the skills of Japanese artisans so their craft lives on for future generations, to designing services that remove friction from everyday life.

Every strategic decision is filtered through contribution: are we adding value to people’s lives, or simply adding noise?

As we expand globally, we do not chase scale for its own sake. We grow only where our purpose can make a meaningful difference. Whether it is supporting a professional woman navigating her daily battles, sustaining local craft communities who rely on us, or nurturing a workplace culture where accountability and compassion coexist, every part of our ecosystem must reflect that core philosophy.

In that sense, kay me’s transformation is not about becoming bigger. It is about becoming deeper – more aligned with humanity, more committed to care, and more faithful to the belief my grandmother lived by.
Our mission remains unchanged, no matter how the world evolves: to create comfort, empower confidence, honour craftsmanship, and use innovation to serve people – not replace them. This is how we build a brand not only for today, but for the next 300 years.

Junko Kemi, Founder of kay me

Junko founded kay me in March 2011 in Ginza, Tokyo, following the establishment of her own marketing consulting firm in 2008, where she served as CEO. Before her entrepreneurship, she worked at Boston Consulting Group (BCG) from 2004 to 2007, providing strategic consulting services primarily to clients in the finance, IT, and energy sectors. Earlier in her career, she contributed to organisational and HR consulting at PricewaterhouseCoopers (PwC) and began her professional journey in marketing and sales at Benesse Corporation, a leading educational publisher.