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

Leadership strategist for ambitious women navigating power, politics, and high-stakes moves | ex-Fortune 500 | INSEAD MBA | Follow to future-proof your career

✅ Hi, I’m Julia Snedkova, your executive career partner.

If you’ve ever thought:
• I’m underpaid for what I deliver.
• If I don’t make a move now, I’ll fall behind.
• People with less impact are getting promoted.

Then yes, this is for you. 👇

_____

✅ WHAT I BRING

I’ve sat on both sides of the table.

At Fortune 500, I led $500M+ portfolios, managed cross-functional teams across 30+ markets, and shaped board-level decisions. I sat in real promotion rooms where perception, politics, and power often overruled performance.

Now I work with women who are:
• Done being told to “just wait”
• Done doing more while being seen less
• Done being called “top talent” with no real action

I hold an INSEAD MBA, am ICF ACC-certified, and combine global business fluency with strategic support that drives action.

_____

✅ HOW I WORK

Together, we position you to:

🔹 Build durable influence
🔹 Succeed in an AI-driven landscape
🔹 Earn compensation your work warrants
🔹 Make future-facing moves with intention
🔹 Step into executive roles that match your value

My approach is built on 100+ hrs of working with corporate women, backed by structured behavioral data and real-world strategy. 

I help tackle personal and systemic blockers: visibility gaps, political blind spots, biased managers, and the fear of falling behind.

_____

✅ WHY IT'S URGENT

These blockers won’t fade; they’re accelerating.

Women already face slower promotion paths. With AI adoption reshaping leadership, men are now twice as likely to use AI at work, gaining faster visibility, stronger positioning, and compounding career advantage.

If companies don’t act, leadership pipelines stall.
If you don’t act, relevance may outpace readiness.

_____

✅ OUTCOMES I AIM FOR

While every journey is unique, my clients often pursue:

🔹 Director, VP, and C-suite roles, often off-market
🔹 Significant salary progression (20–50%+ range)
🔹 Greater influence, faster progression, more fulfillment, without burnout

_____

✅ WHEN COMPANIES BRING ME IN

I help retain and elevate top female talent.

When ambitious women leave, they take knowledge, but also informal influence, team stability, and culture trust. Don't let it happen.

I partner with HRDs, Talent Partners, and C-leaders to:
• Coach succession candidates
• Elevate quiet high-performers
• Strengthen internal mobility for women
• Equip women to navigate politics and lead change

Available for: keynotes, coaching, workshops, cohort design, and strategic advisory.

_____

Subscribe to my weekly memo for women rising fast (link in bio).

📩 DM for all inquiries

Julia Snedkova

High-performing women don’t struggle with capability.
They struggle with recognition.

Especially at work.

Today is international women's day.
But many brilliant women are still navigating 
the same invisible barriers every week.

📌 Your idea gets ignored in a meeting…
then praised when someone else repeats it.

📌 You deliver consistent results…
but get labelled “reliable” instead of “leadership material.”

📌 You carry the team quietly…
while someone else presents the results.

This is the hidden reality for many high-performing women.
Not a lack of skill.

But a lack of recognition, positioning, and influence.

So today, instead of just celebrating, 
here’s a small Women’s Day gift 🎁 
for every woman navigating rooms like these.

A few power sentences you can use when your voice needs to land.

📌 When your idea gets repeated by someone else

“Thanks for building on the point I mentioned earlier. The key piece I want to emphasize is…”

📌 When your contribution is overlooked

“I’d like to add one piece to that. The approach I suggested earlier could help us solve this.”

📌 When you want to reinforce your ownership

“Based on the work I’ve been leading on this project, here’s what I’m seeing…”

📌 When you want to position your thinking as leadership

“One strategic risk we should consider here is…”

Small shifts in language.
But they quietly reclaim space, visibility, and authority in the room.

And these are only a few from a much bigger “Voice & influence playbook” I’ve been building for high-performing women at work.

Comment “PLAYBOOK” if you want me to post the entire playbook here on LinkedIn.

Because the goal isn’t just to work hard.
It’s to make sure your voice shapes the conversation.

Happy international women’s day to the women leading, building, and quietly changing the way work works.

Nobody resigns because they’re weak.
Nobody resigns because they lack resilience.
Nobody resigns because they “can’t handle pressure.”

People resign when they feel undervalued.

Don’t just pray for a job.
Pray for a workplace that values you too.

Because a salary without respect drains you.
A title without voice shrinks you.
A job without growth slowly erodes your confidence.

This is a wake-up call.

If you’re the one feeling unseen, here’s what protects you:

📍 Audit your reality.
↳ Do your ideas get acknowledged or reassigned?
↳ Are promotions based on clear criteria or favoritism?
↳ Is feedback specific or conveniently vague?

📍 Stop over-functioning to earn baseline dignity.
↳ Working harder will not fix structural disregard.
↳ Respect is a standard, not a reward.

📍 Make your value undeniable.
↳ Send a monthly impact summary.
↳ Quantify outcomes.
↳ Document added scope and responsibilities.

📍 Ask a direct progression question.
↳ “What would need to happen in the next 6 months for me to move up?”
↳ If the answer is blurry, that is your signal.

📍 Create a decision window.
↳ Give the situation 90 days.
↳ If nothing shifts, update your CV.
↳ Activate your network quietly.
↳ Explore options from strength, not burnout.

📍 Interview companies the way they interview you.
↳ “How are high performers recognized here?”
↳ “Can you share a recent internal promotion story?”
↳ “What happens when someone challenges leadership?”

Listen for substance, not slogans.

A job pays your bills.
A workplace shapes your self-worth.

Choose carefully.

📌 Want smarter strategies to protect your value, increase your leverage, and grow in the right rooms?
👇 Subscribe to The Private Career Memo Newsletter. Link in comments.

Image credit: Carmen Morin

You can be the smartest person in the meeting.
And still have zero influence.

Because meetings don’t reward intelligence.
They reward how clearly your ideas land.

Research across psychology, negotiation, and consulting communication shows a few patterns that consistently shape influence.

Here are 7 subtle ways professionals gain influence in meetings:

📌 1/ Speak early. Your brain is being “anchored.”

Behavioral economists Daniel Kahneman and Amos Tversky
call this the anchoring effect.

The first idea often shapes how the rest are evaluated.

A simple way to enter early:
“Before we go deeper, one factor that may shape this decision is…”

Source: Thinking, fast and slow by Daniel Kahneman

📌 2/ Make ideas easy to process

People trust ideas that are easy to understand.

Consulting communication expert Barbara Minto teaches a simple structure:
Conclusion → reason → evidence

Clear thinking sounds like strong leadership.

Source: The pyramid principle by Barbara Minto

📌 3/ Frame ideas around goals

Negotiation experts Roger Fisher and William Ury found that 
discussions improve when people focus on principles instead of positions.

Instead of:
“I think option B is better.”

Say:
“If speed is our priority, option B supports that goal best.”

Source: Getting to yes by Roger Fisher and William Ury

📌 4/ Bring recommendations, not just analysis

Decision researchers Chip Heath and Dan Heath explain 
that people struggle when conversations stay in analysis mode.
Influential professionals simplify decisions:

“Option A improves speed.
Option B reduces cost.
My recommendation is A.”

Source: Decisive by Chip Heath and Dan Heath

📌 5/ Ask the question that resets the room

Facilitation expert Priya Parker explains that 
productive conversations start with clarity of purpose.

One powerful reset question:
“What problem are we actually trying to solve?”

Source: The art of gathering by Priya Parker

📌 6/ Start with the answer

In “The Pyramid Principle,” Barbara Minto explains that 
executives process information top-down.
Meaning they want the conclusion first.

Instead of:
“Let me walk through the background…”

Start with:
“The conclusion is we should launch in Q3.”
Then explain.

Busy rooms appreciate clarity.

Source: The pyramid principle by Barbara Minto

📌 7/ Close the loop

One of the biggest influence killers in meetings is unfinished thinking.
Influential professionals move the room toward decisions.

Example:
“Before we move on, are we aligned on this direction?”

That sentence quietly turns discussion into decision.

Influence in meetings rarely comes from talking more.
It comes from making it easier for the room to think with you.

The clearer your thinking sounds,
the more influence you naturally gain.

📩 I share practical workplace psychology like this 
every week in my newsletter.
Short. Research-backed. Actually useful.
Subscribe here: (newsletter link in the comments)

9 powerful kindness phrases at work
(and why they quietly build real authority)

Your colleague sounds sharp in a meeting.
Someone misses a deadline.
Another seems distant lately.

Most people react.
Strong professionals respond.

Kindness at work isn’t softness.
It’s controlled strength.

Here are 9 phrases that protect dignity, 
raise standards, and shift culture in real time:

1️⃣ “Before we assume anything, let’s check in.”
→ Stops gossip before it spreads
→ Replaces speculation with direct clarity
→ Signals emotional maturity

2️⃣ “Is there something going on I should be aware of?”
→ Opens space without forcing vulnerability
→ Shows support without overstepping
→ Builds trust quietly

3️⃣ “Let’s focus on solving this, not blaming.”
→ Protects psychological safety
→ Keeps meetings productive
→ Redirects tension into action

4️⃣ “Take the time you need. Just keep me updated.”
→ Balances empathy with accountability
→ Reduces anxiety while maintaining standards
→ Encourages ownership

5️⃣ “I may be wrong, but here’s how I’m seeing it.”
→ Softens disagreement without shrinking
→ Invites dialogue instead of defensiveness
→ Models confident humility

6️⃣ “Thank you for raising that. It matters.”
→ Validates courage
→ Encourages early problem-solving
→ Builds a speak-up culture

7️⃣ “Let’s clarify expectations so we’re aligned.”
→ Removes silent pressure
→ Prevents performance anxiety
→ Creates shared responsibility

8️⃣ “I appreciate the effort you put into this.”
→ Recognizes work, not just outcomes
→ Boosts morale without lowering standards
→ Strengthens loyalty

9️⃣ “How can I support you in getting this done?”
→ Turns authority into partnership
→ Reinforces accountability with care
→ Builds high performance without fear

Kindness at work isn’t about being agreeable.
It’s about being intentional.

Cultures don’t collapse from one big failure.
They erode from repeated indifference.

They also strengthen from repeated respect.

♻️ Repost before someone needs this language today
📩 Join my free The Private Career Memo Newsletter for practical leadership language that builds power without burning bridges (Link in comments)

The fastest way to plateau as a leader
is believing you’ve outgrown learning.

“Be teachable. You don’t know everything. And you’re not always right.”

A few years ago, I led a high-stakes strategy discussion. I had the deck polished. The numbers tight. The narrative clear.

A junior colleague said, “We’re optimizing something customers don’t value.”

My instinct was to defend.

Instead, I asked them to walk us through it.

They were right.

We pivoted early and avoided months of wasted effort.

That experience changed how I lead.

Because the higher you go, the less people interrupt you.
And silence can look like agreement.

If you want to stay relevant at the top, install discipline around humility:

1️⃣ Build structured dissent into decisions
→ Assign a red team for every major move
→ Rotate the role so the same person isn’t “the critic”
→ Score ideas on risk exposure before approval

Strong ideas survive pressure.

2️⃣ Ask better questions in meetings
→ What assumptions are we making
→ What would have to be true for this to fail
→ What data would change our mind

Great leaders don’t defend answers. They refine assumptions.

3️⃣ Track your intellectual flexibility
→ Log major decisions and revisit them quarterly
→ Identify which beliefs changed and why
→ Reward team members who helped you course-correct

Learning should be visible and measurable.

4️⃣ Separate identity from ideas
→ Say “this is my current view” instead of “this is the plan”
→ Invite improvement before execution
→ Kill ideas quickly without killing morale

Your authority should not be tied to being right.

5️⃣ Create psychological safety through action
→ Publicly thank people who challenge you
→ Protect dissenters from backlash
→ Debrief failures without blame

If people fear consequences, you’ll get compliance, not intelligence.

6️⃣ Shorten your feedback loop
→ Schedule skip-level conversations monthly
→ Ask frontline teams what leadership is missing
→ Compare their answers to your executive assumptions

Reality lives closest to the customer.

7️⃣ Audit your meeting airtime
→ Measure how long you speak versus others
→ Intentionally speak last in key discussions
→ Let conclusions emerge before you summarize

When you speak first, you anchor the room.

8️⃣ Invest in outside perspective
→ Work with a coach who challenges, not flatters
→ Join peer forums where status disappears
→ Seek mentors younger than you in fast-moving domains

Exposure prevents stagnation.

9️⃣ Revisit your “I already know” triggers
→ Notice topics that irritate you
→ Ask why they threaten certainty
→ Explore them deeper instead of dismissing them

Curiosity keeps leaders sharp. 
Certainty slowly dulls them.


The leaders who endure aren’t the most confident.
They’re the most adaptable.

If you want structured, practical frameworks on executive growth, influence, and decision quality,

Subscribe to my newsletter, link in the comments.

You don’t build leaders by giving them instructions.
You build leaders by giving them exposure to consequence.

Most managers optimize for speed.
So they decide faster.
Think alone.
Fix quietly.

It feels efficient.

Until the day they realize
no one else knows how to think at their level.

If you actually want people to think better, act bigger, and lead sooner,
this is what has to change:

1️⃣ Give context before commands.
↳ Share the why, constraints, and trade offs
↳ Explain what will break if this fails
↳ Show how success will be measured
↳ Let them question assumptions before execution

2️⃣ Assign decision rights explicitly.
↳ Say: “You own this call.”
↳ Define what needs alignment vs. autonomy
↳ Clarify the budget and risk ceiling
↳ Don’t override silently later

3️⃣ Run pre mortems, not just post mortems.
↳ Ask: “If this fails in 6 months, why?”
↳ Let juniors identify blind spots
↳ Document risks publicly
↳ Assign risk owners

4️⃣ Make them present to senior stakeholders.
↳ Let them defend their thinking
↳ Coach beforehand, don’t replace them
↳ Sit beside, not in front
↳ Debrief privately after

5️⃣ Rotate meeting leadership.
↳ Different person sets agenda each week
↳ Different person facilitates conflict
↳ Different person summarizes decisions
↳ Evaluate facilitation skill, not seniority

6️⃣ Use shadow to lead transitions.
↳ First meeting: they observe
↳ Second: they co lead
↳ Third: they lead
↳ Fourth: you attend as participant

7️⃣ Tie projects to personal growth goals.
↳ Ask what skill they want to build this quarter
↳ Assign work aligned to that skill
↳ Review progress against skill, not just output
↳ Document growth milestones

8️⃣ Reward dissent in real time.
↳ Say: “Thank you for challenging that.”
↳ Protect the challenger if pushback comes
↳ Capture alternative ideas in notes
↳ Revisit dissent if outcomes shift

9️⃣ Publish decision logs.
↳ What options were considered
↳ Who contributed
↳ Why one path won
↳ What signals would trigger a pivot

When people understand how decisions are shaped,
they stop waiting to be told.

And when they stop waiting,
you stop carrying everything.

📌 Where are you still overprotecting decisions instead of multiplying leaders?

📩 If you’re a senior leader who wants sharper, political level insight into how power, perception, and promotion really work behind the scenes, subscribe to The Private Career Memo Newsletter.

Every edition breaks down one uncomfortable workplace dynamic and gives you scripts, positioning shifts, and strategic moves you can apply immediately.

Look for the link in the comments.

Image credit: Dr. Chris Mullen

77% of professionals report feeling burned out.
Source: Deloitte workplace burnout survey

Burnout rarely starts with incompetence.

It starts with overextension.

With being the person who always steps in.

The fixer.
The responder.
The reliable one.

That role feels important.
Until it becomes heavy.

Here’s what I tell ambitious professionals:

If you’re always catching the fall,
no one learns to balance.

And you stay stuck in execution.

Career growth requires a shift.

Not from helpful to cold.
But from reactive to intentional.

Instead of absorbing unclear work,
raise the bar on clarity.

➡️ Instead of normalizing urgency,
normalize planning.

➡️ Instead of inheriting problems,
define ownership.

➡️ Instead of doing invisible glue work,
make trade-offs explicit.

➡️ Instead of over-functioning in meetings,
shape decisions.

➡️ Instead of defaulting to yes,
weigh priorities.

➡️ Instead of being constantly available,
protect thinking time.

None of this makes you difficult.
It makes you strategic.

High trust doesn’t come from constant access.
It comes from consistent standards.

So ask yourself:
Are you building dependence?
Or building capability?

If you feel stretched but unseen,
this is your signal.

You don’t need to work more.
You need to operate differently.

I write weekly about building credibility,
boundaries, and career leverage.

Join my The Private Career Memo Newsletter
and stop being the safety net. (Link in comments)

taplio

The Battle

Arif Iqball

Julia Snedkova

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The Battle

Arif Iqball

Julia Snedkova

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);}Julia Snedkova's LinkedIn Performance

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