xperiences, and the harmonious future he envisions for Fender in the Asia-Pacific region. Inside Retail: Tell me about your career journey. How did you get into the industry, what are some of the different roles you’ve held along the way? Edward ‘Bud’ Cole: I have been an executive for several best-in-class brand companies in the fields of luxury, lifestyle and fast-moving consumer goods.  I started at Pernod Ricard, a luxury global company focused on wine and spirits. From there, I moved on to work for the LVMH Group. Later, I joined QVC and Ralph Lauren.  These companies have always been at the forefront, either in developing new market segmentations or revitalising existing ones.  This journey has taken me all over the world, and it has been incredibly exciting. Working for industry leading companies has given me a firm foundation of how stellar brands operate, connect with their communities and their DNA. IR: What are some of the challenges you’ve faced in your career and how have you dealt with them? BC: I believe that the key to overcoming any challenge, regardless of its nature, is to prepare yourself beforehand. You need to have developed certain skills and gained experience along the way.  These skills can be acquired through formal education as well as through the experience of facing similar challenges in the past. Building a strong skill set and having the capabilities to handle various situations can help you navigate through any business challenge. Additionally, one of the primary principles I follow, and something anyone familiar with my approach knows, is to always have a vision or manifestation of where you want to be. Consider where you could be in five, ten, or twenty years. Envision the best possible outcome.  Many people face career challenges because they limit themselves to working with only what is immediately in front of them. I believe that one of the most potent forces in our lives is creativity, the ability to create something new. It’s essential to possess the necessary skills, to continue developing those skills, and to have the courage to face challenges.  Additionally, having a distinct sense of style in the way you carry yourself and navigate through situations can be invaluable. A crucial aspect of my personal style is always having a vision. Before I go to dinner at night, I visualise how the evening will unfold. Before I attend a meeting or any event, I have a clear vision in my mind of how it will transpire.  Interestingly, more often than not, it aligns with my vision. It’s when I lack a clear vision that I find challenges to be more pronounced. IR: What are some of your career highlights so far? EBC: A pivotal aspect of my career has involved the privilege of working with industry-leading brands, alongside remarkable individuals deeply committed to these brands.  Moreover, my professional journey has predominantly spanned across international boundaries, affording me the opportunity to reside and work in diverse parts of the world, thereby immersing myself in various cultures.  Undoubtedly, one of my most cherished experiences has been in the Asia-Pacific region, particularly in Japan, where I not only worked but also pursued studies to gain a profound understanding of Japanese culture and language. Notably, my professional trajectory had an intriguing start as my initial job interview was with Fender, although I did not secure the position at that time. Nevertheless, my path circled back to Fender, a defining milestone in my career.  Returning to Fender after several years and assuming the role of president for the Asia-Pacific division in 2014 holds a special place in my memory. IR: What do you love about your job? EBC: The most rewarding aspect of my job is working with our talented teams, mentoring  them, developing them, and empowering them to achieve things they never thought possible.  I find great fulfilment in fostering growth, not only in our businesses but also in our team members’ skills, capabilities, and influence in the market. What I cherish most about my job is its deep connection to people. I have a genuine passion for the Fender brand and the world of iconic Fender guitars. Additionally, I have a strong affinity for the creative aspects of our work.  As we cultivate a vision, generate ideas, and bring those ideas to life with purpose and meaning, it’s incredibly fulfilling. A prime example is Fender’s first Flagship Store, a project we collectively embarked on right here in Japan in 2014.  Our unwavering belief in this concept turned an idea in our heads into a tangible reality. I derive great satisfaction from this process. What truly excites me about our job is the opportunity to make a positive impact in the world through our work. Music, in particular, has the power to create meaningful change, and I’m passionate about being a part of that. Music makes a difference! IR: What are some of the key leadership lessons you’ve picked up over the course of your career? EBC: A significant insight I’ve gained throughout my career is the importance of discerning how to collaborate effectively with individuals.  There are times when you need to push them hard, helping them realise their own greatness and capabilities, and there are times when you have to be kind, gentle, and friendly, knowing when to motivate and when to give them space. Firstly, always confront challenges directly; don’t avoid them or try to circumvent them. Address issues head-on and engage in honest conversations.  Running towards the fire, rather than away from it, is often the quickest and most effective approach. Secondly, maintain high expectations for yourself and strive to be the best in everything you do. IR: What advice would you give to someone who wants to move up the corporate ladder? EBC: Always be a diligent and curious learner, maintain honesty and integrity in your interactions with people, and stand your ground. It ultimately comes down to being courageous, skilled, developing your abilities, and having confidence in your own individual style and identity. Furthermore, regardless of the job or task at hand, it’s essential to understand that you won’t necessarily enjoy everything you do. What’s important is not necessarily liking everything but learning how to get things done efficiently. The key is to wake up each morning with a clear list of tasks, and rather than focusing on whether you like them or not, cultivate the mindset of enjoying the satisfaction of completing each one.  It’s crucial because, if not, you might end up picking and choosing the tasks you prefer, typically the easier ones, while the challenging tasks remain unresolved. Therefore, have your top five priorities for the day, and regardless of your personal preference, relish the accomplishment of completing them. IR: Do you have any business heroes? EBC: One of them is Isadore Sharp, the founder of Four Seasons Hotels. He authored an incredible book, called Four Seasons: The Story of a Business Philosophy, and he himself is an amazing individual. Four Seasons, to this day, remains a brand that consistently improves and continues to embody the vision of its creator, Isadore Sharp. Isadore Sharp started this venture, constructing hotels and crafting the remarkable brand known as Four Seasons. Anyone who has experienced Four Seasons understands why it sets the standard for luxury; they are simply the best. I also have deep admiration for two individuals in Japanese business, Yukio Yamai and his son Toru Yamai from Snow Peak. Yukio, as the founder, and Toru, who has built the Snow Peak brand have created what I believe is one of the most intriguing and exciting brands I’ve come across in years.  Snow Peak, with its focus on outdoor lifestyle, has become an incredible presence in Japan. They are my heroes because of their contributions to elevating camping and the outdoors, as well as the amazing products and experiences they have crafted around that concept.Another person I deeply admire is Muneaki Masuda, the CEO and founder of CCC, Tsutaya, and T-Site. Every time I’ve had the opportunity to meet him, I find him to be an incredible mentor.  He’s highly inspirational, and the blend of his humanity and confidence is incredibly powerful. One thing he said has stuck with me and is something I try to follow: ‘Produce ideas, produce things, make them real.’ Ten years ago, the first time I met him, he was already far ahead in terms of what he’s accomplished and how he conducts his business. He is a true hero of mine. Let me share a story about him, and you may have experienced this firsthand. When I first met Mr. Masuda, we had a conversation that was truly remarkable, not an interview. He displayed exceptional thoughtfulness and coolness.  During our meeting, he sat with a stack of A3 papers in front of him, from A to Z. He had a large pencil and as he spoke, he would write down ideas and draw diagrams. Every time I’ve met him in a business setting, he has consistently done this – capturing his ideas visually.  As he finished a page, he would pass it to his associate who would date it, stack it, and make notes on it. It’s a very tangible representation of how he thinks.  I asked him about his pencil, and it turned out to be a German pencil that I loved, so I bought three of them and still use them today, especially at my summer house. Mr. Masuda visited our Fender Flagship Tokyo earlier this Summer. He showed up, and we spoke for a few minutes. He praised the store, but he also felt the need to return later that day and spent nearly an hour walking around.  He expressed a genuine desire to learn to play the guitar because he was so taken by our flagship store. It was a touching moment, and it reinforced the respect I have for him. He returned with the same German pencil he had been using for 20 years and said and gave it to me saying, ‘You are a producer.’  That was really meaningful for me. It’s one of those moments when someone you respect recognizes you for what you do. Our relationship with individuals we respect, whether we work for them or not, can be a mix of many things. It doesn’t matter. But it’s important to acknowledge those moments of recognition.  Mr. Masuda went back to his office to get that pencil to give to me, and it was a symbolic gesture that meant a lot. It could be seen as a small gesture, but it carried great meaning. There are many amazing people in the world of business, and he is certainly one of them. IR: What does a typical day look like for you? EBC: My typical day usually begins with a few phone calls with the US headquarters. I then create my to-do list which tends to be quite extensive.  To manage my tasks, I select the top five priorities I must accomplish each day, and these become my sole focus, often at the expense of other items on my list.  I acknowledge that there may be 95 other tasks, but I am content as long as I complete those crucial five. These tasks include speaking with specific individuals, completing pending work, and obtaining necessary information.IR: What’s your approach to work-life balance? EBC: I don’t really think I have a traditional work-life balance, and to be honest, I’ve grown somewhat weary of that concept. Separating a professional life from personal life is not for me.  I acknowledge that this might not be ideal, but it’s just how I am because I take my work very personally. Sometimes, my wife reminds me that one of the reasons we work is for our family’s well-being.  But it’s not as simple as that for me. Some people talk about switching from ‘work mode’ at the office to ‘home mode’ when they leave. They say, ‘It’s just my job; it doesn’t define me.’ However, I find it hard to accept this notion.  We spend eight, ten, or twelve hours a day at work, and it inevitably reflects who we are. So when people casually say, ‘It’s just my job,’ it puzzles me. I also want to emphasise the importance of working for the sake of one’s family.  Finding that purpose is crucial. And I believe that working to demonstrate their capabilities and provide for their families often carries significant meaning. It’s equally vital for children to witness their parents working and for parents to impart the values and responsibilities associated with work. Furthermore, I suggest that finding meaning in your work can greatly aid in achieving work-life balance. In other words, deriving value from your job and understanding its significance can be the key to achieving balance. In conclusion, traditional work-life balance may not apply to everyone. It’s more about finding meaning in what you do.