Profile
Born in Hong Kong, L. S. moved to the UK as a teenager and studied finance and accounting at a university business school. After beginning her career at an audit firm, she spent over two decades building expertise as an analyst and an asset manager, primarily covering real estate equities. Through her career, she recognized the importance of effective communication between companies and investors, which led her into the investor relations (IR) field. At KJRM, she serves as an IR director with a global perspective, focusing mainly on strengthening engagement with overseas investors.
Department
Corporate Strategy & Investor Engagement
KJRM Holdings
KJRM Holdings
The Corporate Strategy & Investor Engagement team oversees KJRM’s IR activities, formulating IR strategies targeting a broad investor base—from institutional investors in Japan and overseas to individual investors in listed REITs. The team is responsible for expanding opportunities for communications through fund briefings, IR meetings, property tours and other initiatives.
Leveraging Broad Knowledge Gained Through
Global Asset Management in IR
After graduating from a business school in the UK, I returned to Hong Kong and began my career at a global audit firm, building a foundation in financial auditing. I later worked in securities groups and investment banking as a research analyst, covering real estate markets and companies, and gained experience at an asset management firm presenting investment strategies to institutional investors.
In February 2011, I visited Japan and traveled through the Tohoku region before the earthquake. I was deeply moved by the country’s landscapes and the desire to work in Japan grew stronger. Through my work, I also had opportunities to speak directly with management teams at Japanese real estate companies, which made me want to take on a new challenge at a Japan-based company aiming to expand globally—where I could apply my experience.
In Hong Kong, I had seen many cases where companies failed to listen to investor opinions, lost the market’s confidence and suffered prolonged undervaluation. I also felt that, in Japan, listed REITs were steadily improving the value of their real estate assets—yet that value was not being communicated sufficiently to overseas investors.
It was at that point that I was offered the opportunity to join KJRM as an IR director.
Taking on Overseas Investor Engagement
Alongside an Evolving Organization
Today, KJRM consists of three companies: one that structures and manages listed REITs, one that structures and manages private funds, and a holding company that oversees them.
During the interview process, I had the chance to speak with leaders across the organization, including those in top management roles. What impressed me was that everyone respected diverse values and perspectives and was genuinely committed to transforming the company. I also sensed strong expectations for IR. I resonated with that determination and decided to begin a new challenge in Japan by leveraging the experience I had built so far.
My primary mission is to strengthen overseas investor engagement with KJRM. From day one, I began exchanging information with members from different divisions across KJRM and working closely with them.
Sharing Diverse Perspectives to Support Better Decision-Making
What matters most in IR is two-way communication.
We must accurately communicate our value to overseas investors, receive candid feedback and share it internally to drive improvement. In that process, there are three points I always keep in mind.
First, connecting what overseas investors want to know with what KJRM wants to convey in an easy-to-understand manner. Second, anticipating investors’ next areas of interest based on market trends and sharing insights internally in advance. Third, speaking in my own words about the “reality on the ground”—what numbers alone cannot fully capture.
It is easy to become overly comprehensive with quantitative information, but to make materials easier for investors to digest, I focus on selecting the most important figures and structuring the story around them. At the same time, the qualitative value of properties, which cannot be fully understood through numbers alone, matters as well—such as how a property has changed through a renovation. I make a point of visiting properties myself and sharing the insights I gain firsthand.
Working with Diligent and Highly Specialized
Members as “One Team”
Across KJRM, I feel that highly specialized members approach their work with sincerity and integrity. People may appear like cool specialists at first, but when you speak with them directly, many are kind, warm and genuinely supportive.
Throughout my career, I have basically valued being straightforward and expressing my views clearly. That has not changed at KJRM. Regardless of title or position, people here listen with an open mind. When discussing IR strategy or disclosure priorities, I have even raised suggestions related to company systems and HR practices.
Even when I think, “Is it okay to go this far?” the culture remains collaborative. People support one another as “One Team,” contribute their expertise and engage in constructive discussions with the goal of strengthening the company for the future. I find this culture deeply appealing, and I feel a strong sense of purpose in contributing to KJRM’s growth as part of the team.
Building Bridges with Overseas Investors and Creating New Investment Opportunities
Thanks to a company-wide collaboration, our IR efforts over the past six months have been well received by overseas investors.
First of all, we have received frequent feedback that, among Japanese real estate fund managers, we are exceptionally fast and transparent in IR disclosure. This is because we are increasingly able to communicate asset value to overseas investors in a timely manner right after acquiring new properties. For example, after acquiring a new property on a Wednesday, I was able to hold an online or in-person meeting with investors in Hong Kong as early as Thursday and explain the asset value directly. Timely, two-way communication is the starting point for every investment decision.
We have also been told that our English IR materials have become much easier to understand. Previously, they often read like direct translations from Japanese, which was difficult for investors. By applying my experience to refine the language and structure, the materials are now clearer.
We have also been told that our English IR materials have become much easier to understand. Previously, they often read like direct translations from Japanese, which was difficult for investors. By applying my experience to refine the language and structure, the materials are now clearer.
Going forward, I want to continue building transparent, timely dialogue with overseas investors. By doing so, I hope that the appeal of the real estate funds we structure and manage will be communicated more broadly across global markets, and that we can offer overseas investors new investment choices.
The employee’s department and interview content are as of the time of the interview.
