theceomagazine.com | 163a successful company. We don’t really worry about the
business as long as we can build trust and reputation.”
It’s no surprise then that Raymond has spent so
long in this career. That said, he recognises he still
has a lot to learn. “In order to advance my career,
something I need to gain more experience in is
being more entrepreneurial,” he says. “Specifically, in
terms of how we can expand our business while we
better utilise our resources here in Hong Kong.”
Indeed, Raymond considers learning as one of
the most important things a professional can do, both
at the start of one’s career and as an experienced
business leader. “You have to take every opportunity
to learn,” he says. “You have to make a great effort.
It’s important to learn as much as possible when
you’re young. The first company you join is key.
It’s one of your allies, one of your success factors.
It shapes your skills and your mentality.”
Some of the lessons Raymond has learned have
helped him influence his team to develop themselves
professionally. “We have to create the environment
to inspire people, so we can then enable them to
innovate,” he says. “That’s also crucial because, as
leaders, we must develop our talents and potential.
“We need to encourage every member of the
team to have a healthy, productive discussion in every
meeting. We want to create a safe environment for
them to speak up so they can share their thoughts
with us to enable fruitful discussions. Hopefully
my colleagues are able to learn something in
every meeting.”
These lessons have been invaluable in managing
Takeda’s Hong Kong branch. Since Takeda as a whole
is aiming to be a truly global company, it’s important
that Raymond leads the team with innovation and
inspiration initiatives to keep up with the Hong
Kong market and the rest of the Takeda group.
In fact, when Raymond became the Hong Kong
General Manager, he immediately had to start
working on an overhaul of the company to ensure
it was competitive.
“When I first joined the company, one of the
challenges was the corporate profile here in Hong
Kong,” he says. “It was very low and, when we spoke
to our main customers, there wasn’t any brand
recognition. So the first thing I had to address, was
how to build our corporate image and branding
among Hong Kong citizens. The good news is we
have been improving significantly.”
Since then, Raymond has carefully managed
Takeda, supporting a range of products for the Hong
Kong market. The company covers gastroenterology,
oncology and over-the-counter medication, and plans
to move into neuroscience products and vaccines.
Given how much importance Raymond places on
improving health, this expansion and growth is to be
expected. After all, he believes that in addition to the
company itself, the industry as a whole is dedicated
to helping patients and managing disease.Interview | INVEST“ HOPEFULLY MY
COLLEAGUES ARE
ABLE TO LEARN
SOMETHING IN
EVERY MEETING.”