Executive Search : Second Harvest Japan CEO Search

Next Stage for Second Harvest Japan:

Developing a sustainable organization to further its mission

Robert Walters Japan is excited to be the exclusive partner for Second Harvest Japan’s search for a new CEO. Incorporated in 2002, Second Harvest Japan (2hj) became the first food bank in the country. For more than 20 years it has pioneered the development of a new public asset: a food safety-net. They have introduced innovative approaches and concepts to both getting food to those in need as well as fundraising. Their ambitious goal is to see a society in which everyone in Japan has a reason to say, “Itadakimasu” each night and that no one goes to bed hungry. Their mission of working with others to develop this safety-net reflects their core values of partnership and equality with all stakeholders. We strongly back 2hj’s values and mission and we are committed to supporting their talent recruitment so they can continue to carry out their mission and reach their ultimate goal: People have enough food.
We recently sat down with the founder and CEO, Charles McJilton, to learn more about the organization, its values, vision, and future as well as what would be an ideal candidate.

What makes 2hj different than other NPOs?

Second Harvest Japan is unique in two ways. First, even though we are a nonprofit, we work directly in the profit-sector when we engage food companies and other corporations to collaborate to solve their business problem of surplus food. To be successful we must earn their trust and engage with them on equal footing. We think of this as the “business side” of our work. At the same time we actively support other organizations in the nonprofit sector as well as those directly in need. And lastly, we engage the government at all levels. We are active in all sectors of society which means we need to have a wide variety of approaches and skills to draw upon.

The second unique aspect is our mission and values. Our mission is to work with others to create a new public asset: A food safety-net. We take a larger and longer view our work. And what guides us is our core value. The two most fundamental are trust and equality. We work hard to develop and maintain trust with all stakeholders. Lastly, it is important for us to not engage in any top-down relationships but maintain equality among all stakeholders.

What are three challenges 2hj faces in the next 5-10 years?

Our strategic plan has three pillars: Social impact, sustainable organization, and community. We have challenges in all three areas.
However, the top challenge for the next CEO is to transition from a founder to the next generation of leadership. This is never easy. But if we are going to be a true public asset it needs to belong to the community and not associated with any one individual.

I get a sense you really love your job, the people you work with, and the mission. So why are you stepping down?

All founders face the challenge of deciding when to step down. My job was a once-in-a-lifetime opportunity that few people get: Pioneer a new field in a country you love. However, as much as I love my job, the people I work with, and our mission, I have a deeper commitment to the organization. For it to be sustainable and a public asset, it needs new leadership.

Who would be your ideal candidate?

First, they should have a deep love for people. Next, they should be energetic, courageous, clear-minded, curious, and able to identify opportunities. Previous experience in the non-profit sector or logistics is not necessary. Of course, our core work is all about logistics so any experience in this area will help. But the biggest asset is curiosity: Be willing to ask questions and learn.

In your opinion, how important is it that a candidate have experience in the non-profit sector?

Not much. Especially considering our approach and core values.

Your organization’s mission is about making sure people have access to food. How necessary is it for the person to have a background in food? How about logistics?

Again, not a deal-killer for either area. Keep in mind the CEO is not expected to have operational expertise. We have managers who have those skills.

Tell us about your strategic plan for the next 5-10 years. What do you see the role of the next CEO is with regards to this plan?

We see the key role of the next CEO is to make the transition from a founder-led organization to one moving towards maturity. We have never had a COO and it shows in many areas. The next CEO could just be a transitional CEO who can commit to 3-4 years.

What keeps you going after more than 20 years?

I love my work. I find it fascinating and challenging. I could do this for another 10-20 years.
I credit my longevity with several things: Regular exercise, dinner at home when I am not on the road, a mental outlook that reminds me why I chose this work, a sense of gratitude for this work, and a belief I am giving back to Japan for all it has given me.
If I were doing this job to help people, change the world, or make society better I would have burned out a long, long time ago.