The Lonely Job of APAC Leadership: 3 Executives Reveal How to Thrive Between HQ and Local Teams

Webinar Summary from March 25, 2025

LYC Partners Executive Search recently hosted an insightful webinar featuring three distinguished APAC leaders with decades of multinational experience. These seasoned executives shared valuable perspectives on navigating the complexities of regional leadership while meeting global expectations.

Distinguished Speakers

• Andy Wälti - Former Head of China and APAC, Clariant

• Howard Li - President, LPKF China

• Justin Sargeant - Former APAC President, NielsenIQ

As global tensions escalate, particularly in the Asia-Pacific region where China's economic and geopolitical influence is increasingly intertwined with regional dynamics, businesses face a uniquely challenging environment that demands strategic adaptability and resilience.

APAC leaders face a unique challenge: delivering local results while meeting global expectations. A recent webinar hosted by Kevin Hong Partner at LYC Partners Executive Search brought together three seasoned executives to unpack this dilemma:

With 8 decades of combined experience leading multinational operations across Asia, Andy Wälti, Howard Li, and Justin Sargeant, shared hard-won lessons on bridging the HQ-region divide, leading across cultures, and building lasting influence.

The Delicate Art of Managing HQ Expectations in APAC Leadership

"HQ leaders see Asia through two lenses—growth potential and risk mitigation. Your job is to show them the third lens: how local realities impact both." - Andy Wälti, former APAC President of Clariant

For executives leading multinational operations in Asia, one of the most persistent challenges is balancing local market realities with global headquarters' expectations. Panelists shared their hard-won insights on navigating this complex dynamic.

Andy framed the core challenge succinctly: "HQ leaders see Asia through two lenses—growth potential and risk mitigation. Your job is to show them the third lens: how local realities impact both." Drawing from his experience managing operations across China, Thailand, and other emerging markets, he emphasized that successful leaders must become cultural translators. "During COVID, we had three major CapEx projects in China where our local engineering team moved with incredible speed, while European colleagues focused on thoroughness. By creating a hybrid approach, we delivered on time and on budget—proving that blending global standards with local execution works."

The panelists agreed that proactive communication is the lifeline of effective HQ-region alignment. Howard shared a powerful example from his manufacturing leadership: "We built a supply chain in China capable of micron-level precision—something many thought impossible. But to get HQ buy-in, we didn't just present results; we brought executives to tour our facilities and meet suppliers." Justin added a critical nuance from his NielsenIQ experience: "When global demanded standardized reporting, we created parallel dashboards showing both global KPIs and APAC-specific indicators like social commerce penetration. Within months, HQ started adopting our local metrics because the business case was undeniable."

Key Insights from the Panel:

• Cultural translation matters: Bridge the gap by showing how local adaptations drive global business outcomes

• Immersion beats reports: Bring HQ leaders into the market to experience operations firsthand

• Data tells the story: Complement relationship-building with quantifiable results that speak HQ's language

• Pre-brief strategically: Educate key stakeholders before major decisions to prevent misunderstandings

This emphasis on expectation management naturally leads to another critical leadership competency—cultural agility. As the panelists revealed, the ability to navigate different business cultures doesn't just ease HQ relations

Cultural Agility: The Make-or-Break Skill for APAC Leaders

"Chinese teams may nod politely during HQ calls but express real concerns afterward in WeChat groups. We instituted 'post-meeting pulse checks' where local managers privately verify understanding." - Howard Li, President of LPKF China

The webinar's most compelling insights emerged around cultural intelligence—not as a soft skill, but as the critical differentiator between leaders who thrive in APAC and those who fail. As Andy noted from his three decades in the region: "No leadership model works everywhere. What succeeds in Switzerland may destroy trust in Thailand within minutes."

Hierarchy vs. Egalitarianism: A Delicate Balance  

Andy shared a revealing personal experience about power distance in Asian workplaces: "When I first arrived in China from Switzerland, my direct approach—asking junior staff for immediate feedback in meetings—created discomfort. I learned that in hierarchical cultures like China and Japan, employees expect clear direction from superiors and rarely challenge authority openly." He adapted by implementing "pre-meeting consultations" where team members could share input privately before decisions were finalized.

Howard added nuance from his experience leading Chinese teams for European companies: "Western leaders often mistake consensus for agreement. In Japan, silence means 'I need more time to align.' In China, it may mean 'I disagree but won't say so publicly.'" His solution? Assigning cultural interpreters—local high-potentials who help expat leaders decode unspoken norms.

Relationship-Building: The Invisible Operating System  

All panelists emphasized that Asia runs on relationships, not just transactions. Andy contrasted approaches: "In Switzerland, we sign contracts after three meetings. In China, you might need ten dinners first." He shared how he schedules "non-business time" with key stakeholders—factory visits followed by meals where 80% of real negotiations happen.

Justin highlighted a common HQ blind spot: "Global leaders pushing for quick market entry often underestimate how long trust takes to build. One of my teams asked me, 'How do we earn your trust?' When I said 'It starts at 100%,' they were shocked—in China, trust begins at zero and must be earned through demonstrated care."

Communication Styles: Reading Between the Lines  

The panel dissected how indirect communication derails projects. Andy recalled a costly misunderstanding: "When my Thai team said 'We'll consider it,' I assumed agreement. Two months later, nothing had moved. Now I listen for what isn't said—the pauses, the body language."

Howard trains his leaders to spot subtle cues: "Chinese teams may nod politely during HQ calls but express real concerns afterward in WeChat groups. We instituted 'post-meeting pulse checks' where local managers privately verify understanding."

Decision-Making Speeds: When Fast Meets Deliberate  

Justin highlighted APAC's velocity spectrum: "China operates at 'bullet train speed'—launch first, refine later. Japan moves like a chess master—analyzing every angle before moving." He shared how NielsenIQ bridged this gap during a regional rollout: "We let China pilot rapid iterations while Japan stress-tested the model, creating a hybrid approach that became our global standard."

Key Insights from the Panel:  

• Hierarchy manifests differently—Japan formalizes it through protocol, China through relationship dynamics

• The 70/30 communication rule—In Asia, 30% of meaning is in the words, 70% in context and non-verbals

• Trust compounds differently—Westerners give trust upfront, Asians earn it through repeated reliability

• Speed isn't one-size-fits-all—Align decision rhythms to each market's cultural operating system

• The mediator advantage—Cultural interpreters (local mentors or bilingual managers) prevent costly misunderstandings

This cultural fluency doesn't just prevent missteps—it becomes a strategic advantage when leveraged effectively. As Howard concluded: "Leaders who master this don't just survive in APAC; they unlock opportunities even headquarters can't see."

From Local Leader to Global Influencer: How APAC Executives Can Expand Their Impact

"In American culture, people shout about every small achievement. In Asia, we deliver results quietly—but that doesn't help your global profile." - Justin Sargeant, former APAC President of NielsenIQ

The transition from successful local leader to globally recognized executive remains one of the most challenging career leaps in multinational corporations. During the webinar, our panelists—Andy, Howard, and Justin—shared candid perspectives on why many talented APAC leaders struggle to gain global visibility and how to overcome these barriers.

Justin offered a blunt assessment: "I've seen brilliant country managers deliver stellar results yet remain invisible beyond their market." He explained that exceptional local performance alone rarely guarantees global recognition, noting how cultural differences in self-promotion create disadvantages. "In American culture, people shout about every small achievement. In Asia, we deliver results quietly—but that doesn't help your global profile."

Howard emphasized the strategic importance of sponsorship. "You need advocates at HQ who understand not just your numbers, but how you achieve them," he advised. Drawing from his experience leading German and Dutch companies in China, Howard shared how he built these relationships through structured "context reports" that supplemented financial updates with strategic market insights. Andy added that successful leaders create "dual reporting lines" to maintain visibility at both regional and global levels, ensuring their contributions are recognized organization-wide.

The panelists agreed that selective participation in global initiatives provides critical exposure. Justin recommended volunteering for cross-regional projects, even small ones: "It demonstrates your ability to think beyond your market." Howard shared how leading a global digital transformation task force helped transition him from China CEO to broader APAC responsibilities. All three stressed the importance of what Andy called "corporate storytelling"—the ability to frame APAC successes in language that resonates with HQ priorities, whether growth, innovation, or risk mitigation.

Key Insights from the Discussion:  

• Visibility requires intention: Local results alone won't earn global recognition—structured communication with HQ is essential

• Sponsorship beats meritocracy: Identify and cultivate advocates at corporate who understand your value

• Think global, act local: Contribute to cross-regional projects to demonstrate broader leadership potential

• Master corporate storytelling: Translate APAC achievements into terms that matter to global decision-makers

As Justin challenged participants: "Ask yourself—if your CEO had to name three leaders ready for global roles, would you be on that list?" This question perfectly sets up our final section on turning these insights into action...

The Path Forward

As the discussion closed, a unifying theme emerged: APAC leadership today requires what Howard called "the bridge mindset." The most effective leaders don’t just advocate for their market or blindly follow HQ orders—they find ways to align both. This means being bilingual in corporate and local cultures, patient yet persistent in educating stakeholders, and strategic in building influence.

For executives feeling caught between regional realities and global demands, the panel’s advice was clear: Focus on measurable business impact, cultivate HQ relationships deliberately, and remember that cultural fluency isn’t optional—it’s the price of admission for APAC leadership success.

The full webinar recording is available for registered participants. Connect with the panelists on LinkedIn for ongoing leadership insights.

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