– Discover – A Closer Look at the Real Kawamura
ABOUT TED
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HISTORY
Apr.
Joined Sharp Corporation
I joined Sharp through recruitment for the Global Business Unit.
When I was in junior high school, I was inspired by American TV dramas and began to dream of working overseas someday. With a strong interest in electrical products, I aspired to join Sharp, where I could pursue both international business and consumer electronics.
Oct.
Assigned to the MFP Sales & Marketing Division, Global Industrial Equipment Sales Unit, Global Business Unit
As a new recruit, I was assigned to the Global Sales Division for MFPs. I handled office operations such as order entry, shipping arrangements, and telex communications.
Recreation event in my first year at the company (fourth from the left in the middle row)
Business trip in Thailand
Jun.
Sales Planning Division Ⅲ, Information Systems BU, SEC
My first overseas assignment: New Jersey, U.S.A.
Although I had been confident in my English ability, I initially found myself able to understand only about 40% of what was being said in meetings, and I faced major language and cultural barriers. However, through conversations at work, I gradually improved my understanding.
What surprised me most was the sheer scale of everything. Business entertainment always meant going to a steakhouse. At first, even ordering the smallest steak was too much for me to finish. But after a few years, I could eat it with ease—and, to my surprise, I gained quite a bit of weight.
With then-SEC Chairman Hirooka and his wife
Aug.
Associate Manager, Mobile Communication Business Systems Sales Division, Global Business Unit
After returning to Japan, I was responsible for fax machine sales.
Oct.
Division Manager, Sales Planning Division, PB Solutions BU, SEC
Assigned to New Jersey for a second time.
I led what had been considered taboo at that time: the acquisition of dealers (M&A) and the introduction of a BtoB direct-sales model. Traveling frequently between headquarters in Japan and the United States, I executed the establishment of more than 15 direct-sales bases in a short period of time. These later became the foundation of the company’s BtoB direct-sales business.
I felt the greatest sense of accomplishment at this time in my career. Looking back, it was the most difficult and most enjoyable time, and also the period in which I grew the most.
Apr.
Division Manager, Overseas Sales Division I, Business Solutions BU
A brief return to Japan.
Apr.
BU Vice President, Europe / Vice President of SEEG / President of the Home Appliance Sales Company / President of the Information Products Sales Company
I was relocated to Hamburg, Germany. It was the best city I had ever lived in. It was calm, sophisticated, and beautifully scenic. I was deeply impressed by the way the city valued its history—such as churches rebuilt stone by stone after being destroyed in World War II air raids—while naturally integrating modern elements.
As this was a turning point for Sharp’s business in Europe, I reviewed the home appliance business and promoted structural reforms. These painful reforms made me keenly aware that difficult and weighty decisions are sometimes unavoidable, and they impressed upon me the full weight of responsibility.
May
BU Vice President, Europe / Vice President of SEEG / President of the Information Sales Company
As part of the structural reforms, the European regional headquarters was relocated from Hamburg to London, and my own base also moved to London. There, I oversaw all of Europe as the core hub of the region’s business, centered on the multifunction printer business.
Like Germany, London is a city with deep history, full of historic buildings. I came to appreciate the culture of continuing to use such buildings rather than tearing them down easily. Once, while taking a short rest, I sat down on what turned out to be part of a palace from 2,000 years ago.
I was able to experience firsthand cultural differences that were distinct from those of the United States. Because I traveled so frequently, I rarely unpacked my luggage, instead simply replenishing toiletries and clothes before heading to the next country. (I still do that even now.) At one point, my passport ran out of departure-stamp pages and had to be replaced.
I came to feel deeply that culture, business customs, and values differ completely from country to country, and that “one size fits all” did not apply here. At the same time, respect for diversity and business management that put local members at the center became core principles for me.
Jul.
President, SEC (U.S. sales company)
Unexpectedly, this became my third assignment to New Jersey, U.S.A. Unlike my previous two assignments, this posting came after my leadership experience in Europe, and it gave me a very different perspective on the United States.
Whereas Europe required delicate adjustments for each individual country, the keyword in America was “one size fits all.” It was business on a massive scale.
Compared with my previous assignment, the number of expatriates had decreased, and the business had entered a phase in which local members played the central role in operations. Rather than simply coming from headquarters and issuing instructions, I needed to shift my approach—creating frameworks that enabled local members to think for themselves and act independently.
The biggest turning point came around 2020, during the COVID-19 pandemic. Because New Jersey is near New York, it was one of the centers of the outbreak. As I was on a solo assignment, I lived alone in a one-bedroom apartment, and all communication with employees and family had to take place by video call. It was an emotionally difficult period.
To get through it, I created a set of personal rules:
・Walk 10,000 steps a day inside my room
・Never skip strength training
・No alcohol from Monday through Thursday
・Allow myself to drink on weekends and laugh while watching Japanese variety shows
・Never miss video calls with my family
At a time when I was losing my sense of what day it was, I deliberately created a rhythm for daily life. Some of these routines have continued even after returning to Japan.
By the time I returned in 2021, I had spent approximately 25 years working overseas.
Executives serving meals at the 2017 SEC Christmas Luncheon
2018 SEC Executive Car Wash (SEC executives washed employees’ cars and donated the proceeds to charity)
Apr.
BU Vice President, SBS / Head of Overseas Businesses / Chairman of SEC / Chairman of SNDS
Instead of the traditional red vest for one’s 60th birthday, I wore a red baseball uniform.*3
*3 People in Japan have a custom of wearing a red vest when they turn 60
Apr.
BU President, Smart Business Solutions BU
Sep.
Executive Officer / BU President, Smart Business Solutions BU / Chairman of SNDS
Bonding over drinks in China
Jun.
Executive Managing Officer / Head of the Smart Office Business Group / BU President, Smart Business Solutions BU / Chairman of the Board, SNDS / Director, SMJ / Chairman, Dynabook
Dressed as an emperor at the China Authorized Dealer Convention
Apr.
Senior Executive Managing Officer / CBDO / Director, SMJ
I oversaw four corporate sales divisions—the Smart Life Corporate Sales Division, Smart Workplace Corporate Sales Division, Mobile Business Promotion Division, and Sales Strategy Planning Division. By sharing customer information across these divisions and proposing a diverse range of products and solutions, I was able to promote cross-selling across organizational boundaries.
Apr.
President and Chief Executive Officer (CEO)
Press conference on my appointment as President and CEO
INTERVIEW
How do you plan to lead the company’s management going forward?
At present, the business environment is becoming even more challenging, with soaring crude oil prices, rising component costs, and geopolitical risks. Under such circumstances, I believe management’s responsibility is to minimize these impacts as much as possible and deliver on our plans.
At the same time, when it comes to new businesses, it is important not to focus solely on short-term results, but to steadily sow the seeds for the future. I often use a baseball analogy: rather than just continuing practice swings, what matters first is stepping up to the plate and getting on base, even if only by a little. By accumulating quick successes and small successes, I want to show both inside and outside the company that we are making definite progress—even if the immediate numerical contribution is still limited.
What kind of company would you like SHARP to become? What do you think defines SHARP’s identity?
What I aspire to is a company that handles cutting-edge technology while conveying a human touch. Since its founding, SHARP has had a DNA rooted in creating products that are close to people’s lives. I believe the spirit of contributing to society by making products that other companies want to imitate, while continuing to challenge and refine ourselves, remains at the very core of what makes SHARP unique.
At the same time, I do not want SHARP to become a company that is merely sharp-edged or technologically advanced. I want it to be a company where you can see the faces of the people working on the front lines and feel the passion behind their efforts. On that foundation, we create value that can compete on a global scale—that is the kind of SHARP I envision.
How will you communicate with employees going forward?
Wherever I have worked in the past at any country, I have always valued face-to-face communication above all else. Whenever possible, I want to meet people directly and share my thoughts and ideas in my own words. At the same time, I intend to make active use of town hall meetings, video messages, and online dialogue so that communication never feels distant.
What are your thoughts on overseas assignments?
When it comes to overseas assignments, I would very much like to give opportunities to people with ambition. Being posted abroad is a major decision that affects not only work, but also one’s life and family, so it does require a certain level of resolve. However, I believe the experience will definitely become an asset both for the individual and for the company. I hope people will not simply work overseas, but also experience the local culture, connect with people there, and come to know the place through their own eyes and footsteps. I believe that employees who gain such experiences will support SHARP’s future.
I’VE BEEN TO…
- United Kingdom
- Germany
- Sweden
- Austria
- Switzerland
- France
- Belgium
- Spain
- Portugal
- Italy
- Czech Republic
- Slovakia
- Poland
- United States
- Russia
- China
- Taiwan etc…
SCHOOL DAYS
PERSONAL LIFE
What is your favorite sport?
Baseball.
When I was in university, I also enjoyed skiing and tennis.
During my time stationed in the United States, I became quite good at bowling, sometimes scoring over 200.
How did you first become interested in languages?
I have liked English since junior high school. At the time, I became familiar with it through listening to the Carpenters*4 and NHK*5 radio language programs.
Watching the American TV drama Bewitched and admiring American culture was what inspired me to choose where to continue my studies.
*4 The Carpenters were a brother-sister duo from Los Angeles who dominated the 1970s music scene.
*5 NHK : Japan Broadcasting Corporation
What product are you especially attached to?
The first model of the “Color Renaissance” (MX Series) multifunction printer launched in the late 2000s. It marked a major turning point for us, both as a business and as a product. I clearly remember how highly it was praised by customers and business partners.
What do you value most?
Decisiveness, execution, and strength of character.
What is your favorite word?
“Essence.”
How do you relieve stress?
By watching comedy shows and laughing out loud.
I’m a big fan of Milk Boy*6.
I’m the type who records comedy programs and watches the show carefully later.
*6 Milk Boy is a popular Japanese comedy duo famous for their signature rhythmic stand-up routines that hilariously analyze everyday objects.
Do you have any routines?
Taking walks on weekends.
Walking slowly through the city or a park helps me reset my mind.
What do you value in daily life?
I do not really have lucky charms or detailed routines, but I try not to leave small things unattended. For example, if there are dishes left in the sink, I make sure to wash them myself.
What are your favorite movies?
Star Wars and Indiana Jones.
What have you been into recently?
Going out for food and drinks. I love good food.
What part-time jobs did you experience when you were a student?
I worked as a private tutor and also working at a pancake factory.
I also once dressed as Santa Claus to deliver presents to children.
Who are your favorite celebrities or artists?
Yuki Amami, Masami Nagasawa, and Haruka Igawa.
I like people who are poised and somehow soothing to watch.
As for music, I like Keisuke Kuwata of Southern All Stars. I also enjoy Yumi Matsutoya and Miyuki Nakajima.
What is your go-to karaoke number?
Songs by Yutaka Ozaki, SharanQ, and Chiharu Matsuyama.
I often go to karaoke with business partners, and I am especially good at livening up the atmosphere with crisp tambourine playing!
Who are your favorite authors or books?
Jun Ikeido, BT ’63
Arthur Hailey, In High Places
Keigo Higashino, Journey Under the Midnight Sun
MESSAGE
Hello everyone.
I’m Ted Kawamura, new President and CEO of Sharp Corporation.
Thanks to Okitsu san’s leadership and everybody’s best efforts,
Sharp has completed its Asset Light
and also stabilization of our financial figures.
So as a next step, we are aiming towards the next stage of
our growth and transformation.
Let’s make it happen together.
今回、新たにシャープの社長に就任しました河村です。
沖津さんのリーダーシップと、皆さん全員の努力によって
シャープはアセットライトを完了し、業績の安定化を実現しました。
これからは次のステップとして、
成長と事業変革のフェーズに入っていきます。
皆さん全員で力を合わせて、これを実現していきましょう！
