Role Model Interview: Christine Edman
Women in Technology Japan (WITJ)’s mission is to close the gender gap in tech and promote diversity and inclusion in Japan. We inspire, connect and empower women across all industries.
This interview series highlights influential leaders who inspire and empower others by sharing their passion, insights, and personal journeys.
In this edition, we spotlight Christine Edman—a bicultural executive, former President of H&M Japan, and newly appointed Outside Director at Seven & i Holdings. “I took a chance, and it changed everything,” she reflects. What sparked her bold career moves? And what fuels her commitment to inclusive leadership and empowering the next generation?
Q1. Can you tell us about yourself?
I was born and raised in Tokyo. I began my career as Assistant Brand Manager at Mattel Japan, followed by a role at the well-known Japanese cookie brand Aunt Stella’s Cookies.
Shortly after meeting my Swedish husband, we decided to move to Sweden to pursue higher education (for him to pursue his phd and for me to pursue an MBA). This decision was pivotal for my career personally because it was in Sweden that I first fell in love with H&M- the business model and the values it represented. Shortly after obtaining my MBA I began a decade long journey with H&M leading me back to Asia and eventually to Japan where we opened with the first flagship in 2008. In 2017 I transitioned from fast fashion to the luxury world as President and CEO of Givenchy Japan, part of the esteemed LVMH group to learn the value of storytelling, craftsmanship and true brand heritage. This transition led me to shift from volume driven strategies to value driven strategies which was an essential step in my career journey.
Then when the pandemic hit, digital went from being A channel of retail to THE channel and I soon realized the valuable role that digital innovation would play in the future of retail. I then joined Zozo Inc – a leading fashion technology company as an executive director. Then in May 2025 I was appointed outside director for Seven and I holdings allowing me work on an even broader industry level to drive business transformation.
Q2. Impressive career! Were you always interested in the business world and leadership positions?
Growing up in an entrepreneurial household with a father who built his cookie business from scratch (Aunt Stella’s Co., Ltd.), I was always enamoured by the world of business. From a young age I viewed my father as my role model and mentor, and learned from his risk taking and resilient nature, as well the steadfast commitment, ownership and overall sense of purpose that his business drove in him. Above all I learned the most important lesson in retail- put your customer always first and to treat your colleagues like one team/ family who trusts, supports, and grows together. With a company motto of warm heart communication, I recall how tirelessly my father would travel to his stores to meet both customers and the teams, to listen, to inspire and to build a sense of community around the brand. These early lessons of my childhood have largely shaped my leadership to this day. Transforming your passion into your work is one of the keys to success.
”I took a chance, and it changed everything.”
Q3. Why did you move to Sweden at one point of your career?
We initially moved to Sweden to pursue higher education- my husband to pursue PhD in business and MBA for me. I was part of the very first graduating class, and we even had a newspaper come to interview every graduate. When they asked me what I wanted to do, I boldly said, “I want to open H&M in Japan!”. The next day, the newspaper headline read: “Headline in the back page of the financial paper stated – she dreams of opening HM in Japan”.
Remarkably, that article caught the attention of the Chairman and Ceo of HM which then led to an interview with the company. One of the most powerful lessons I’ve learned in leadership is putting yourself out there- taking the chance to voice your dream- can be the first essential step towards unlocking your future. It takes courage , but often that act of vulnerability is what opens new doors and inspires others to follow. Up until that point, I had been trying to get an interview with them without success. But after seeing the article, they reached out to meet me. That moment became my miracle turning point—I took a chance, and it changed everything.
Q4. The power of manifestation! How did you feel about your journey of making your dream come true?
The most critical step in making a dream come true is having a dream in the first place. For me, a dream is like a finish line or a signpost. It gives direction and purpose. Once you know where you want to go, you can start working backwards – what steps do I need to take? How can I best prepare myself with the tools and skills I need to achieve this?
It is a lot like prepping for a long distance race. You assess the terrain, train with purpose and equip yourself along the way with the various nutrients and gear you need to complete it. Envisioning yourself finishing the race- is the driving force that will continually propel you forward and enable you to overcome obstacles which are bound to challenge you along the way.
Opening H&M with a fantastic team of energetic young leaders and scaling the business to 60 stores was a once in a lifetime dream. It was both exhilarating and chaotic- juggling young motherhood with the demands of a CEO. Building something so unique, and so new together as one big HM family was one of the most rewarding experiences of my career.
Q5. I admire your achievement! As a mother of two, what’s your key to balancing work and life?
Early on in my career I gave up on work life balance and instead embraced the concept of work life integration. Balance implies equal weight at all times, which is unrealistic. Integration on the other hand acknowledges the constant ebb and flow. Some days I am mostly a mother, other days I am fully a leader- and that fluidity is not a failure it is rather a conscious choice and a realistic strategy for survival.
The turning point for me was realizing that success isn’t about neatly splitting myself in half, but rather staying tuned to what matters most in each moment, and flexibly gliding or shifting accordingly with purpose. It was also about throwing away the unrealistic dream that one can be 100% a role model mother and 100% a strong leader 100% of the time
The three things that are the cornerstone of achieving this integration is the following:
1.Clarity of intent– a strong mindset and personal vision of what integration looks like. Believing it is possible is the engine that drives action.
2. Support system– better to realize earlier than later that you cannot simply do this alone. Building and relying on a support network or partners is not a weakness, it is the smartest choice.
3.Deliberate planning– integration requires design. From calendars to energy management, planning sets the stage for both roles to interact, intertwine and flourish.
”True leadership isn’t about having all the answers. It is about creating the space for others to thrive while achieving results as a team.”
Q6. You took on management roles quite early in your career. What was the key to navigate that?
The key to navigating a very big leadership role early in your career is the realization that true leadership isn’t about having all the answers. It is about creating the space for others to thrive while achieving results as a team.
Early on I was working non stop , my office door was always closed, my calendar packed with back to back meetings, and I hardly had time to stop, review and reflect. The pressure of achieving results was a heavy weight that I carried alone on my shoulders.
One day during a visit of the global HR manager, vividly recall him coming into my office to say “you are doing this all wrong.. leadership isn’t about top down execution- its about presenting the vision, setting the direction, empowering your team and helping them to find their own way to the results- slowly but surely.”
This pivotal moment transformed my view of leadership and I realized that the earlier you learn to lead THROUGH others, the more sustainable and effective your leadership will be.
“Consider creating your own life board members.”
Q7. Do you have a role model?
Rather than having just one role model, I’ve been inspired by many different people throughout my career journey.
Someone once told me, “You should have life board members.” That idea really stuck with me. Just like a company has a board of directors for guidance, we can all benefit from having a personal board of mentors—people we turn to for advice, perspective, and support. I have different individuals I go to for different reasons, depending on the challenge or stage I’m in. And over time, those mentors evolve as my journey evolves.
For me, it’s not about one perfect role model—it’s about building a trusted circle that helps you grow.
Q8. What can companies—and we as individuals—do to close the gender gap and promote female leadership, diversity, and inclusion in the workplace?
While supportive policies and frameworks are of course essential to the empowerment of women- the most significant obstacle to advancing female leadership in Japan lies in the individual mindset.
Deep rooted cultural norms, a lack of visible role models and the perception that leadership demands personal sacrifice discourage women from pursuing advancement. Studies show women are less likely to seek promotion – not due to lack of ability but due to risk aversion, confidence gaps and the belief that success comes at the cost of personal life. True change requires women to shift the narrative owning their ambitions, seeking growth opportunities and redefining leadership on their own terms. When this strong mindset aligns with structural support, progress becomes truly sustainable in Japan.
Q9. Very inspiring! Do you have any guidance on what we can do as a first step?
Start by mapping out a 3-to-5-year plan. It doesn’t need to be perfect—it can evolve—but having a vision gives you direction. Then work backward: What do you need to start doing now to prepare for that goal? Speak openly with your boss or mentors. For example: “In five years, I want to live in this country or take on this role. What steps should I take now?” This kind of proactive mindset is key.
Of course, there are many changes that need to happen at the company and societal levels, but I personally focus a lot on empowering individuals. Because the most immediate and impactful change often starts with us—encouraging women to believe in themselves, to speak up, and to go after what they truly want, no matter how traditional their environment may be.
Q10. What are your personal and career goals?
As a bicultural executive, my aspiration is to serve as a bridge= between Japan and the world and between generations of women in leadership. I want to use my experience to help Japanese companies grow beyond their borders sharing the strengths of Japanese culture and innovation and values with a global audience. At the same time I feel a deep responsibility to support young women as they step into leadership. Through strong supporting networks and mentoring future leaders, I hope to help create a new generation of role models who will build a more inclusive and dynamic Japan. Change doesn’t happen overnight so it is important to dream big but start small.
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