Chief Strategy Officer Summit Direction, Vision, Strategy

Total Page:16

File Type:pdf, Size:1020Kb

Chief Strategy Officer Summit Direction, Vision, Strategy Chief Strategy Officer Summit Direction, Vision, Strategy December 2 & 3, 2014 Crowne Plaza Times Square New York Confirmed Speakers Confirmed Speakers: • Senior Vice President Corporate Strategy and Development, National Geographic • Section Chief, Strategy & Integration, US Federal Government • Senior Vice President & Chief Strategy Officer, Washington Redskins • Chief Revenue Officer, Tough Mudder • Chief Strategy Officer, USAA • Revenue Chief of Staff, Tough Mudder • Founder, CEO, The Mom Complex • Strategy Execution, & Transformation, Target • Chief Strategy Officer, Mashable • Vice President, Corporate Strategy, PepsiCo • Chief Strategy and Financial Officer, WWE • Chief Knowledge Officer, NASA • Chief Knowledge Officer, US Army • Chief Business Officer, Chartbeat • Chief Information Officer, U.S. Department of Energy Why Attend? The Chief Strategy Officer Summit is the platform to meet and greet with leaders within strategy. • Chief Strategy Officer • Corporate Strategic Planning • Planning & Control • Strategic Planning & Analysis • Strategy & Development • Business Analysis • Market Research • Business Planning • Forecasters At this summit we will question the role of the chief strategy officer and how it has developed over the last couple of years. More importantly we will join together chief strategy officers and get their opinion of where their role is going. The CSO confronts company wide issues, a role which was solely appointed to the CEO. This summit delves into where the creation of the role came from, why it came about and what the benefits are. We also look into the role and its importance because a chief strategy officer has significant responsibility for a handful of major business functions and activities. The two days of presentations and interactive sessions will allow for investigation, learning and development meaning you will return to the office equipped with some fantastic key takeaways. “The organization is clearly growing and my experience “Thanks to you and your team for this time was even better than doing a great job, especially with the last time, and I had a the high demand and volume of terrific experience the last time participants, who have high in San Francisco. Kudos to all!” expectations.” NASA Schumacher Group “I was a first-time attendee at “I enjoyed the experience last week’s event in New York. I greatly and came away applaud you and the IE team on with several important a well-produced event that ideas and contacts.” provided me with many Novartis takeaways to take back to my organization.” Associated Press Who Will You Meet There is no question that IE. provides the gold standard events in the industry and will Job Title Of Attendees connect you with decision makers within the Attendees are at Director analytics industry. You will be meeting senior 78% level executives from major corporations and level or above innovative small to medium size companies. President 3% /Principal 21% Company Size Of Attendees SVP/VP 1000+ Employees 300-999 Employees 50-299 Employees 12% C-Level Less than 49 Employees 42% Snr. Director /Director 56% 81% 25% Attendees are companies with at least 300 employees Global Head 13% / Head 11% Snr. Manager 8% 8% /Manager Academic (1%) Past Delegates include • Chief Strategy Officer- Xerox • VP, Corporate Strategy- Paypal • Head of Strategy - HSBC • VP, Strategy - GlaxoSmithKline • Director, Global Strategy - Wrigley • Senior Director, Strategy - Boeing F TI L Speakers Adam Sutherland Shripal Shah SVP, Strategy & Development SVP & Chief Strategy Officer National Geographic Washington Redskins Adam is a strategic business development Shripal Shah is the Senior Vice President and Chief and marketing professional with more than 20 years Strategy Officer of the Washington Redskins. In this role, experience, domestically and internationally, in media and Shah is tasked with maximizing the team's strategic and technology. Adam leads National Geographic’s strategic business prospects and will also oversee the organization's planning and business development efforts across digital, marketing strategy and platforms, with a heavy emphasis publishing, travel, games, and commerce. Adam and his on digital and social media integration. Shripal has more team leverage existing and newly developed assets to than 14 years experience in digital strategy, planning and expand the National Geographic brand into new activation. A frequent panelist at top industry conferences, businesses. Previously with Discovery Communications and including SXSW and Social Media Week, Shah began his Travel Channel, Adam led the strategic shift into new areas career at web development agencies, developing website beyond television. Including digital partnerships and strategies for Kenneth Cole, Seagram's, Bank of New York, acquisitions, Travel Channel Academy and Studios, and and Morgan Stanley, among others. mobile development. Craig Hopkins Katherine Wintsch Chief Strategy Officer Founder USAA The Mom Complex Responsible for assisting the CEO and Executive Council Shortly after Katherine returned from her second trip to the with creating, communicating, executing and sustaining delivery room, her perceptions of the world around her strategic initiatives across USAA; my goal is to create focus began to change. The idealized visions of mom-dom that and alignment to ensure USAA is the provider of choice for marketers and media were painting did not match the the military community. upside-down reality staring her in the face. It became increasingly clear to Katherine that she wasn't doing a sub- par job as a mom, but that this romanticized version of what motherhood can and should be existed only in some alternate universe. With that reality came opportunity. In 2010, Nicholas Horbaczweski Chief Revenue Officer Tough Mudder Nicholas Horbaczewski is the Chief Revenue Officer at Tough Mudder, where he is responsible for worldwide revenue generation, overseeing the company’s Marketing, Sales, Sponsorship, Event Monetization and Growth Strategy divisions. As a member of the company’s Senior Executive Committee, he consults on all decisions related to whole-business strategy and execution. Previously, Nick co-founded an angel-funded tactical equipment and services firm teaching hand- to-hand combat to elite military and law enforcement units around the world. When that was acquired, he led Corporate Development for a billion dollar defense contractor, running debt raises, M&A transactions, and an Initial Public Offering. He holds a BA in History and Literature from Harvard College and an MBA from Harvard Business School. Speakers Edward Regula Alicia Hare Section Chief, Strategy & Integration Senior Group Manager, Strategy Execution US Federal Government Target Edward Regula is a senior government Alicia Hare is an engaging, results-oriented strategist with more than 25 years of domestic and “leader of strategy” with proven success in the fields of international experience in strategy development and strategy, strategy execution, transformation and execution. In this role, he has been a key player in the leadership. With over a decade of diverse C-Suite development of national, multi-national, regional, and experience in the U.S. and abroad, she is now Senior Group organizational strategies. Combining real-world experience Manager, Enterprise Strategy leading strategic planning with theory to solve complex problems at the nexus of for Target Corporation. Prior to Target, she served as Vice policy and execution; he specializes in complex endeavors, President, Business Transformation/ Program interdisciplinary alignment and strategic integration. A Management for Sensis, an Australian media company graduate of the Air War College, he serves as an advisor to whose multichannel portfolio included iconic brands like the Global Futures Forum and is a Founder Member of the Yellow Pages, White Pages, and Citysearch. Strategic Management Forum. Tekla Back Adam Ostrow VP, Corporate Strategy Chief Strategy Officer PepsiCo Mashable Tekla heads up PepsiCo Corporate Strategy. She is As Mashable's chief strategy officer, Adam Ostrow is responsible PepsiCo’s global portfolio strategy, responsible for defining and implementing strategy across transformational growth strategies and for developing the organization. Adam joined Mashable in 2007 as editor future leaders of PepsiCo.She has been with PepsiCo for 5 in chief, a role in which he directed day-to-day editorial years. She started in NA Beverages Consumer Strategy. coverage, authored more than 2,500 articles and grew the Her last role was GM VP Marketing for the $1Bn Hydration editorial staff from 3 to 25 employees. During his tenure as portfolio of Propel, SoBe and Aquafina brands. Prior to editor in chief, the site's audience grew tenfold to more joining PepsiCo, Tekla spent a decade with McKinsey & Co., than 15 million unique visitors per month. in Europe and in the US. She has a doctorate in Physics from Oxford University. She is originally from Finland. David Spindler Donald Adcock Revenue Chief of Staff Deputy Chief Information Officer Tough Mudder U.S. Department of Energy Business strategy adviser and experienced analytic- As the Deputy Chief Information Officer for the project manager working in late-stage start-up / growth Department of Energy, Mr. Adcock is responsible for business, with 5 years experience across the US, UK, South leading and delivering a full array of essential and mission Africa and Europe. Designed and executed Competitor critical
Recommended publications
  • SAN JUAN BASIN PUBLIC HEALTH Chief Strategy Officer
    SAN JUAN BASIN PUBLIC HEALTH CLASS SPECIFICATION Chief Strategy Officer JOB FAMILY BAND/GRADE/SUBGRADE FLSA STATUS Management E81 Exempt CLASS SUMMARY: This class is the second level in a three-level Management Series. Incumbents serve as a high- level leader and strategist devoted to the management and administration of divisions and functions, reporting to the Executive Director, but working in close collaboration with the Deputy Director of Operations and the Deputy Director of Administrative Services. Incumbents apply advanced management principles to formulate, facilitate and communicate the organization’s vision, initiatives and goals. Incumbents; represent SJBPH; act as an advisor to the chief executive officer and to the Board of Health; develop and implement programs critical to SJBPH; and exercise control and supervision of multiple assigned functions and/or divisions and significant resources/assets. Within the incumbant’s designated division, managerial oversight and responsibilities cross multiple functional units within the organization. The position is responsible for program outcomes across a designated department, as assigned. Incumbents supervise management staff including overseeing and conducting performance evaluations, coordinating training; and implementing hiring, discipline and termination procedures. ESSENTIAL DUTIES: This class specification represents only the core areas of responsibilities; specific position assignments will vary depending on the needs of SJBPH. Supervises staff including overseeing and conducting
    [Show full text]
  • Mckinsey Special Collection the Role of the CFO
    McKinsey Special Collection The Role of the CFO Selected articles from the Strategy and Corporate Finance Practice The Role of the CFO articles Why CFOs need a bigger role in business transformations Ryan Davies and Douglas Huey April 2017 read the article Are today’s CFOs ready for tomorrow’s demands on finance? Survey December 2016 read the article Profiling the modern CFO A panel discussion October 2015 read the article Building a better partnership between finance and strategy Ankur Agrawal, Emma Bibbs and Jean-Hugues Monier October 2015 read the article The Role of the CFO McKinsey Special Collection 3 © Martin Barraud/Getty Images Why CFOs need a bigger role in business transformations CFO involvement can lead to better outcomes for organization-wide performance improvements. Ryan Davies and Douglas Huey When managers decide that a step change in that underlie a transformation. And they often have performance is desirable and achievable, they’ll an organization-wide credibility for measuring often undertake a business transformation. value creation. The way it usually works, though, is Such transformations are large-scale efforts that that CEOs sponsor transformations. A full-time run the full span of a company, challenging executive—often a chief transformation officer— the fundamentals of every organizational layer. assumes operational control, and individual That includes the most basic processes in business units take the lead on their own perfor- everything from R&D, purchasing, and production mance. That often leaves CFOs on the sidelines, to sales, marketing, and HR. And the effect on providing transaction support and auditing the earnings can be substantial—as much as 25 percent transformation’s results.
    [Show full text]
  • Inside the C-Suite: the CEO, the Board, and the ELT
    Center for Executive Succession Inside the C-Suite: The CEO, the Board, and the ELT Results of the 2017 HR@Moore Survey of Chief HR Officers Patrick M. Wright Anthony J. Nyberg Donald J. Schepker Ormonde R. Cragun Christina B. Hymer From the: Center for Executive Succession Department of Management Darla Moore School of Business University of South Carolina Executive Summary The 2017 HR@Moore Survey of Chief HR Officers asked respondents to provide information on the relationships among those in the C-suite and the board. The results revealed that half of the respondents reported that their CEO also served as the Chairman of the Board (indicating there is a separate Lead Director), while the other half had an Non-Executive Independent Chairman of the Board (Non-executive Chair). Non-executive Chairs tended to exert greater monitoring of the CEO and provide more advice relative to Lead Directors. There did not seem to be any differences in the effectiveness of the relationship or the level of collaboration between the CEO and the Non-executive Chair or the Lead Director. However, higher levels of trust existed between This and cover photo courtesy of the University of South Carolina the CEO and the Lead Director than between the Athletics Communications and Public Relations Department CEO and the Non-executive Chair. When asked In terms of dynamics among the ELT, CEOs were about the kinds of tensions that existed between most likely to rely on the CHRO as a confidant, the CEO and either the Non-executive Chair or followed by the CFO and the President/COO.
    [Show full text]
  • Radiology Department Report 2017–2019
    Radiology Department Report 2017–2019 Radiology Department Report 2017–2019 Contents Letter from the Chair 2 Clinical Divisions 84 In Memoriam 6 Research Divisions 92 Canary Center at Stanford for Cancer Radiology Faculty 8 Early Detection 94 Department Leadership 10 Integrative Biomedical Imaging All Faculty 14 Informatics at Stanford (IBIIS) 100 New Faculty Appointments 18 Molecular Imaging Program at Stanford (MIPS) 106 Faculty Leadership Appointments 26 Precision Health and Integrated New Chair of Biomedical Data Science 27 Diagnostics (PHIND) Center at Stanford 120 radiology.stanford.edu Faculty Retirements and Recalls 28 Radiological Sciences Laboratory (RSL) 128 Faculty Departures 29 Faculty Honors and Awards 30 Feature: IMMERS 33 Active Sponsored Research 138 Future Faculty and Staff 34 Funded Projects Summary 149 Feature: 3DQ Lab 37 Equipment 38 Radiology Snapshot 150 Feature: Industry Collaborations 40 Radiology Family 152 Translational Research 42 Artificial Intelligence in Radiology 44 Thank You to our Colleagues 154 Theragnostics: Combining Diagnostic and Therapeutic Radiopharmaceuticals to Fight Cancer 50 Acknowledging our Diagnostic Ultrasound through a Different Lens 52 Generous Supporters 156 Cover Image Training Programs 54 Shear waves were induced in a cylindrical gelatin phantom using a mechanical vibra- Clinical Training Programs 56 How you can tor, causing them to scatter and reflect. Their displacements were imaged using a phase- Graduating Residents 60 Support the Department 157 contrast 3T MRI technique (MR elastography). This work highlights the importance of image reconstruction algorithms. Each individual wave image (represented by each Graduating Fellows 64 circle) is chaotic and difficult to interpret by itself. However, thousands of wave images can Research Training Programs 69 Canary Challenge 158 be thoughtfully fused together using an image reconstruction algorithm to produce a single Graduating PhDs 73 image representing the gelatin’s mechanical properties.
    [Show full text]
  • Corporate Governance Statement 2020
    Corporate governance statement This corporate governance statement is prepared in Corporate accordance with Chapter 7, Section 7 of the Finnish Securities Markets Act (2012/746, as amended) and the Finnish governance Corporate Governance Code 2020 (the “Finnish Corporate Governance Code”). statement Introduction In 2020, we continued delivering on Nokia’s commitment to strong corporate governance and related practices. To do that, the Board activities are structured to develop the company’s strategy and to enable the Board to support the management on the delivery of it within a transparent governance framework. The table below sets out a high-level overview of the key areas of focus for the Board’s and its Committees’ activities during the year in addition to regular business and financial updates at each Board meeting and several reviews of the impacts and actions relating to the COVID-19 pandemic. January February/March April May July September/October December Board – Digitalization update – CEO change – Transformation update – Technology Strategy update – Annual sustainability review – Annual strategy meeting – Annual plan and long-range plan – Ethics & compliance and litigation – Postponing 2020 AGM due to – Convening the remote AGM – Digitalization update – Key market strategies – New operating model planning – Enterprise Risk Management update COVID-19 – Appointment of the new – Business group strategy planning – Board evaluation – Remuneration Policy to be Board Chair presented to the AGM – Nokia Equity Program 2020 Corporate
    [Show full text]
  • Chief Strategy Officer Summit Gain Greater Insight with Strategic Planning
    Chief Strategy Officer Summit Gain greater insight with strategic planning March 25 & 26, 2014 Intercontinental Grand Stanford Hong Kong Speakers Include: Confirmed Speakers: • Simeon Preston, Group Chief Strategy & Operations Officer, AIA • Matthew Smith, Global Head of Transformational Strategy, Cisco Systems • Tiziana Figliolia, Director, Strategic Planning Program, Emerging Markets, Autodesk • Kam Soon Siew, Head of Strategic Planning, Harley-Davidson • Leo Burnett, Chief Strategy Officer, Leo Burnett • Michael, Huddart, EVP & CEO, Manulife • Ayhan Siriner, Head of Strategy & Marketing, APAC, Osram • Jerry Lou, Chief Strategy Officer, Morgan Stanley • Carina Ho, Senior VP, Global Strategy & Development, Schneider Electric • Andy Liu, VP, Strategy & Business Development, Asia Pacific, IMS Health • Craig Dungey, Head of Strategy, Asia Pacific, Aon Benfield • Patrick Lau, Managing Director, Head of M&A, China Construction Bank Intl • Martin Thaysen, Vice President, CEVA Logistics • Robin Speculand, Chief Executive Officer, Bridges Business Consultancy Who Will You Meet? There is no question that IE. provides the gold standard events in the industry and will Job Title Of Attendees connect you with decision makers within the Attendees are at Director analytics industry. You will be meeting 82% senior level executives from major level or above corporations and innovative small to medium size companies. President 3% /Principal 21% Company Size Of Attendees SVP/VP 1000+ Employees 300-999 Employees 50-299 Employees 12% C-Level Less than 49 Employees 42% Snr. Director /Director 56% 81% 25% Attendees are companies with at least 300 employees Global Head 13% / Head 11% Snr. Manager 8% 8% /Manager Academic (1%) Past Delegates Include • Head of Strategic Planning, DBS Bank • Associate Dir.
    [Show full text]
  • MFHA's 2013 Tribute to Hispanic/Latino Leadership In
    MFHA’s 2013 Tribute to Hispanic/Latino Leadership in Foodservice & Hospitality Valerie Insignares Jose Luis Prado Enrique Ramirez Dan Kiernan Jose Dias Pablo Graf President President Chief Financial Officer Executive Vice President Executive Vice President Senior Vice President LongHorn Steakhouse Quaker Foods Pizza Hut Operations Global Development and Southwest Asia Operations Darden North America Yum! Brands, Inc. Olive Garden President of Latin America Hyatt Hotels Corporation PepsiCo Darden & Carribean Burger King Corporation Bernard Acoca Bea Perez Senior Vice President Chief Sustainability Category Brand Valentin Ramirez J.C. Gonzalez-Mendez Officer Multicultural Foodservice & Vice President and General Senior Vice President The Coca-Cola Company Management, Americas Hospitality Alliance Starbucks Coffee Company Manager of Diversified Global Corporate Social Brands & Business Responsibility, Sustainability Development & Philanthropy McCormick & Company, Inc. McDonald’s Corporation Michael Montelongo Charlie Vizoso Oscar Budejen Senior Vice President Vice President Vice President Public Policy & Lourdes F. Diaz Strategy & Program Norma Barnes-Euresti Channel Growth Corporate Affairs Vice President Diversity Management Office Vice President and ARAMARK Higher Sodexo North America Relations ARAMARK Healthcare Chief Counsel Education Sodexo Labor-Employment & Intellectual Property Martha Tomas Flynn Javier Benito Kellogg Company Director Chief Strategy Officer Global Development Services Yum! Brands, Inc. Dunkin’ Brands, Inc. PREMIER ` DIAMOND GOLD SILVER BRONZE PARTNER SUPPORTER AdvancePierre Foods The MATLET Group Corner Bakery Café BJ’s Restaurants, Inc. The Bama Companies Marriott International, Inc. Culver’s The Cheesecake Factory, Inc. Ben E. Keith Foods MGM Resorts International Kimpton Hotels & Restaurants Legal Sea Foods Choice Hotels International OTG Management Oakwood Temporary Housing Perkins & Marie Callendar’s, Inc. Gordon Food Service Romano’s Macaroni Grill Starbucks Coffee Company Red Roof Innc, Inc.
    [Show full text]
  • Porter Novelli
    Porter Novelli Applying the Drotter “Results Based” Leadership Pipeline Approach to create a Performance Management System in a Professional Service Firm INTRODUCTION.................................................................................................................................................... 311 BUSINESS DIAGNOSIS AND ASSESSMENT ................................................................................................................ 311 FEEDBACK............................................................................................................................................................... 314 PROGRAM DESIGN CONSIDERATIONS ..................................................................................................................... 315 PROGRAM IMPLEMENTATION........................................................................................................................ 317 PERFORMANCE MANAGEMENT SYSTEM DEVELOPMENT ................................................................... 321 EVALUATION......................................................................................................................................................... 325 ABOUT THE AUTHOR.......................................................................................................................................... 326 Introduction The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with
    [Show full text]
  • How Starbucks Responded Amidst a Racial Sensitivity Crisis
    Pepperdine Journal of Communication Research Volume 7 Article 4 2019 $16.7 Million To Save One Reputation: How Starbucks Responded Amidst a Racial Sensitivity Crisis Monica Avila Pepperdine University, [email protected] Hannah Parkin Pepperdine University, [email protected] Sabrina Galoostian Pepperdine University, [email protected] Follow this and additional works at: https://digitalcommons.pepperdine.edu/pjcr Part of the Communication Commons Recommended Citation Avila, Monica; Parkin, Hannah; and Galoostian, Sabrina (2019) "$16.7 Million To Save One Reputation: How Starbucks Responded Amidst a Racial Sensitivity Crisis," Pepperdine Journal of Communication Research: Vol. 7 , Article 4. Available at: https://digitalcommons.pepperdine.edu/pjcr/vol7/iss1/4 This Article is brought to you for free and open access by the Communication at Pepperdine Digital Commons. It has been accepted for inclusion in Pepperdine Journal of Communication Research by an authorized editor of Pepperdine Digital Commons. For more information, please contact [email protected], [email protected], [email protected]. Pepperdine Communication Research Journal 24 $16.7 Million To Save One Reputation: How Starbucks Responded Amidst a Racial Sensitivity Crisis Monica Avila, Hannah Parkin & Sabrina Galoostian Written for COM 492: Public Relations Case Studies and Insights (Dr. Klive Oh) Organization Profile worldwide (Starbucks). The company first Overview of Case opened its doors in 1971 to the city of Seattle, In April of 2016, two black men were Washington with the goal of serving the world’s sitting in a Starbucks store (Gayle, 2018) when an best cup of coffee. Howard Schultz, past employee claimed they had to leave since they had chairman and chief executive officer of Starbucks, not made a purchase.
    [Show full text]
  • Centerwatch Weekly, August 19, 2019
    Join the CenterWatch Community! CenterWatch August 19, 2019 Weekly Industry Briefs…2 Up and Coming…3 Drug & Device Pipeline News…7 Industry Seeks More Detail from FDA Guidance Nine drugs and devices have entered a new on Trial Diversity trial phase this week. By Colin Stoecker Roche/Genentech wrote, such as those JobWatch…8 he FDA’s draft guidance on broaden- with other conditions, unique racial ing eligibility criteria and increasing characteristics and varying age and diversity in clinical trials needs more body profile. T CLINICAL TRIAL RISK definition and depth, according to drugmak- In addition to sponsors, CROs and aca- AND PERFORMANCE ers, clinical trial organizations and patients demic research centers, more than half of MANAGEMENT SUMMIT responding to the agency’s call for com- the comments were from individuals, many ments on the document. representing the EndBrainCancer Initiative, A common theme in the 90 separate a patient advocacy organization. The draft comments on the guidance was the lack of guidance, Enhancing the Diversity of Clini- SEPT. 4–5, 2019 REGISTER TODAY clarity on how to determine a representative cal Trial Populations, was issued in June PHILADELPHIA participant sample. Several commenters (CenterWatch, June 10, 2019). asked the FDA to develop a statistical model The FDA needs to “more clearly eluci- NEW WHITE PAPERS AVAILABLE or metric to help sponsors design trials date the scientific reasons for its focus on An Actionable Approach An Actionable Approach to Decentralized Clinical Trials to and set eligibility criteria that result in an diversity,” the Brigham and Women’s Hos- Grow Enrollment and Retention to Decentralized adequate patient sample.
    [Show full text]
  • Announcement of Executive Officers' Change
    FOR IMMEDIATE RELEASE Announcement of Executive Officers’ Change Tokyo, Japan, February 21, 2020 – Hitachi High-Tech Corporation (TSE: 8036) today announced the change of Executive Officers. 1. Promotion [Effective April 1, 2020] New Title Name Current Position (As of February 21, 2020) Representative Senior Vice President and Executive Officer, General Executive Officer, Manager, Corporate Manufacturing Strategy Div., Executive Vice Joji Honda and President, Hitachi High-Tech Fine Systems President and Corporation Executive Officer Senior Vice President Takashi Iizumi Vice President and Executive Officer, CDO and Executive Officer Vice President and Executive Officer, and General Senior Vice President Futoshi Ishiwa Manager, Nano-Technology Solution Business and Executive Officer Group Vice President and Executive Officer, CHRO, CRO, and General Akira Ietsugu Executive Officer Manager, Human Resources & General Affairs Div. Vice President and Hitoshi Kato Executive Officer, CSO Executive Officer Vice President and Kazuo Executive Officer, CMO, and General Manager, Executive Officer Karasawa Global Business Strategy Div. 2. New Appointment [Effective April 1, 2020] New Title Name Current Position (As of February 21, 2020) Deputy General Manager, Nano-Technology Osamu Executive Officer Solution Business Group, and General Manager, Komuro Metrology and Analysis Systems Product Div. Deputy General Manager, Analytical & Medical Yoshimitsu Executive Officer Solution Business Group, and General Manager, Takagi Medical Systems Sales & Marketing
    [Show full text]
  • 1 (Translation) December 27, 2019 Dear Sirs and Madams
    (Translation) December 27, 2019 Dear Sirs and Madams, Name of Company: Shiseido Company, Limited Name of Representative: Masahiko Uotani President and CEO (Representative Director) (Code No. 4911; The First Section of the Tokyo Stock Exchange) Contact: Harumoto Kitagawa Vice President Investor Relations Department (Tel: +81 3 3572 5111) Changes among Directors, Audit & Supervisory Board Members and Corporate Officers The Company has nominated the candidates for Directors and Audit & Supervisory Board Member to be voted upon at the 120th Ordinary General Meeting of Shareholders scheduled to be held in late March 2020 (hereafter, “General Meeting of Shareholders”). The persons listed below will be appointed as Directors and Audit & Supervisory Board Members if the proposal is approved. 1. Directors Following the 120th Name Current Title General Meeting of Shareholders Masahiko Uotani Representative Director* Representative Director President and CEO President and CEO Yoichi Shimatani Representative Director* Representative Director Executive Vice President Executive Vice President Norio Tadakawa Director(New) Executive Corporate Officer Executive Corporate Officer Yukari Suzuki Director(New) Corporate Officer (To become Executive Executive Corporate Officer Corporate Officer as of Jan.1, 2020) Yoshiaki Fujimori External Director (New) From outside the company (Refer to appendix) Yoko Ishikura External Director External Director Shinsaku Iwahara External Director External Director Kanoko Oishi External Director External Director * Representative
    [Show full text]