Bridging a Multinational Management Team as Japan's Only Representative

The year before Yamamoto was assigned to LNG Canada, a drop in the oil price and other setbacks had actually put the FID on hold. However, the project was just as important to Canada as it was to its Asian interests, considering how the Shale Gas Revolution had caused a drop in Canada's US-bound energy exports and the Canadians were eager to secure new markets for their oil and gas. Thanks to the support of the Canadian government and local residents, as well as the expected long-term profitability of the project due to growing demand for LNG, the FID was finally reached last autumn.

With limited manpower, Yamamoto had been working day and night conducting surveys, preparing materials and acting as project coordinator for LNG Canada's five shareholders. So when he learned that the FID had been made, he was both relieved and delighted. "We are finally at the start line," he beams. "Construction of the plant can now get underway, and from this point on it will be make or break for us. I am going to have to be on the ball to ensure that our production and export operations start on schedule and budget."

Yamamoto's position demands that he get a team of veteran pros in resource development and plant construction all on the same page and ensuring that the business goes according to plan. "Everyone is scattered in different locations, so it is very difficult to get us all together to discuss things," he says. LNG Canada's offices are located in different parts of the world and separated by function, so to overcome the geographical distances and time differences, Yamamoto has to ensure that communications are swift and keep the project moving forward smoothly. He takes full advantage of email and instant-messaging services and, whenever possible, tries to speak face-to-face with his colleagues, who have noted his knack for being in "several places at once."

"At LNG Canada, we have a saying, 'Care for People,' and it is something I take very seriously," says Yamamoto. "I make myself as available as I can, and I try to read our employees' faces for any signs of concern. I have to pay carefull attention, otherwise I might miss something that could prove costly down the road."

Yamamoto's efforts have not gone unnoticed by project CEO Andy Calitz, who has high praise for his Japanese colleague. "In any joint venture, it is essential that you get all the partners working together in harmony. Teamwork is the key to success, and Jin has proven himself to be indispensible in building a strong relationship between us and getting us to focus on our common goal," he says.