Ramsey M. Yomen

(Listed under the Prime Market Segment, TSE)

• Led the transformation of Kadence International, a now USD45 million global entity, following its acquisition in 2014 into a world-renowned, Japanese company-owned winning organization, and recently turned the business back around following COVID-19, maintaining profitability since then.
• Leading a team of eight management members at our Tokyo headquarters and 375 employees around the World, I own the P&L for Kadence International and am responsible for all business functions required to grow our global marketing research business, including in Japan.
• The role also entails developing and implementing the short-, mid-, and long-term strategy of Kadence International that is in line with Cross Marketing Group Inc.'s goals.
• Collaborating with cross-functional teams and other group companies within Cross Marketing Group, identify new business opportunities in line with the overall group's strategic objectives.

(Listed under the Growth Market Segment, TSE)

• Fully responsible for GMO Research's business outside of Japan, including the establishment of the global operations center in India, which I was the Board of Director of.
• Growing the business from US$300,000/year to US$2,000,000/year in three years entailed taking full ownership of each function of the overseas business, including marketing, business development/sales, and HR.
• Aside from managing a team of six members in Japan, I also managed the Managing Directors in the U. S., Greater China, India, and the U. K., creating and implementing plans and strategies for each location which supported the overall global mission of GMO Research
• Enhanced team collaboration through regular communication, goal setting, and performance evaluations, all of which helped my team boast the highest retention rate within the company.

(Workplace Solutions Inc. is a joint venture with Steelcase, Inc.)

• Worked closely and directly with global entities such as PwC, AC Adapco, Softbank, Yahoo! Japan, and many others, offering them office solutions to improve their physical working environment.
• Led the Business Development Department that included managing a team of six successful salespeople and a portfolio of over 20 multinational organizations and an annual sales target of over USD 11 million, or JPY 1 billion (based on the exchange rate back then).
• Aside from direct sales, the Business Development team was also responsible for supporting our Joint Venture partner, Steelcase Inc., frequently liaising with their US headquarters and Japan office and enhancing their sales and marketing efforts in Japan.
• Conducted comprehensive market research and analysis to identify emerging trends and opportunities for growth.

• A US$5 million/year lifestyle goods ('zakka') maker with zero business outside of Japan was keen to open their first overseas shop.
• Following intensive desk research, I began reaching out to wholesalers and shops in Europe and in the US and exhibited at global events such as Paperworld (Germany) and the New York International Gift Show.
• Within 12 months, we earned close to US$200,000 outside of Japan, had two distributors in the U.S., and successfully opened the first Artemis shop in Santa Monica, California.
• Before my contract concluded, I improved marketing (mainly digital) to continue to attract new customers and to enhance brand awareness outside of Japan.

(New Holland HFT Japan is a joint venture with Case New Holland (CNH))

• Responsible for all marketing research, marketing, and internal / external communications, including liaising with the CNH headquarters in the U.K. and in the U.S.
• After researching and thoroughly understanding the needs of Japanese farmers, worked closely with CNH to develop products tailored for the Japanese agricultural market, including tractors and tractor accessories, and supported the related sales and marketing efforts throughout Japan.
• The TVT tractor, which is a "high-speed" tractor that was not offered in Japan due to regulatory issues, was a project that took two years to successfully complete. After CNH agreed to develop a Japan-specific TVT line and all regulatory requirements were cleared, my marketing and direct sales efforts led to the successful sales of the first 10 TVTs before they even reached Japan (the cost of the TVT tractor is roughly US$200,000/tractor), with three of them sold to heavy users of John Deere, CNH's direct competitor.