How Yuki Tominaga uses her global experience to succeed across markets and cultures

When Yuki Tominaga wanted to create positive change in the world using a powerful corporate framework, her values led her to Bloomberg. Since she joined the company in 2014, those same values have both continued to drive her and helped her to navigate the firm, influence the industry, and successfully lead a cross-regional, multicultural team.

Yuki’s career in Sales at Bloomberg has taken her around the world, opened up opportunities, and expanded her understanding of cultural exchange and communication in a global industry. Now, as a Sales Manager for UK/Ireland, she relies on all of that experience and expertise gained through her time in Tokyo and London in order to be a successful leader and collaborator for both colleagues and clients.

Read on to learn more about Yuki’s career journey, including how she’s navigating cultural differences between the markets – and on her team.

Yuki, tell us about your background and how you got started at Bloomberg?

After majoring in International Relations, with Political Economy and Spanish as minors, at Carleton College in Minnesota, US, I wanted to work at an NGO and make a positive change in the world. However, given my traditional Asian family values – including the importance of career success and financial security – I decided to look for a role in the corporate world. This led me to Bloomberg, since the company aligned closely to my values. I found the concept of “bringing transparency to the market” and being an equalizer in the financial markets through information fascinating, and moved to Bloomberg’s Tokyo office in 2014 through my role in Analytics. Whilst I had limited knowledge of finance and the financial industries at the time, I fully embraced this opportunity to grow. I loved learning on the job and speaking to clients in an ever-changing market environment.

How has your career evolved, moving from Tokyo to now being based in London?

During my time in Tokyo, I learned everything from setting up an alert at a trader’s desk to partnering with our buy-side solution on one of the largest pension funds in the world. I spent nine years working as an Account Manager, Relationship Manager and Team Leader with wonderful colleagues and clients. That experience led me to explore the wider impact I could have on the company, as well as mobility opportunities that prompted my move to London.

I started working as a Team Leader for Belgium and Luxembourg covering quintessential European entities, including the European Commission and European private banks. I pivoted from managing a mainly Japanese team to a group representing 10 different nationalities and views, while traveling back and forth between these countries and London. During this time, I’m really proud that I also expanded Bloomberg’s Women In Finance (WIF) group in Luxembourg to integrate further into the community and build lasting relationships.

While I was in that role, an opportunity arose to take on a UK/Ireland Buy-side Sales Manager Maternity cover role. After having conversations with my support network built over my nine years at Bloomberg, I took the leap of faith and applied. This resulted in me taking on the role for four months, followed by an official appointment to the Sales Manager role for UK/Ireland Sell-side in January 2025.

How have these transitions influenced your approach to work and collaboration?

The London office is around ten times the size of Tokyo, with everyone collaborating under one roof compared to a large proportion of remote, although closely collaborative, work in Japan. I find the buzz and opportunity to connect in person exciting and stimulating — and my time in both locations has influenced me in many ways:

First, understanding the importance of direct, goal-based communication. Different nationalities can have vastly different communication styles, but the goals we want to achieve as a business are the same.

Second, being comfortable challenging upwards as long as you have good reasoning, and on the flip side, accepting being challenged yourself and being willing to hold your ground. In Asian culture, the emphasis is placed on agreement with a set direction and working out how to course-correct to fit an individual case. My move highlighted the benefits of having conversations that challenged the direction of a decision first, then agreeing on common ground so we could navigate it well. Although final outcomes may be the same, it has been interesting to see the different ways we can all adapt and adjust.

Third, trusting my team. Coming into a new environment with no previous knowledge required me to rely on my colleagues for support. This allowed me to focus on how to develop my team to succeed further.

Fourth, being mindful of colleagues’ working hours. Late calls are typically scheduled for colleagues in Asia, which creates a very different lifestyle versus working in the London office. Trying to acknowledge and adjust with this is important.

And lastly, understanding flexibility. We can deliver great work because of who we are, and that includes coming from different backgrounds and having a variety of personal and family situations. I’ve learned coming to London that there are so many ways we can all contribute, and I’ve come to appreciate the power of setting clear goals instead of working hours.

How have you navigated cultural differences between the markets, and what’s something people may not know about each?

In Japan, great importance is placed on business cards and, despite us being in the digital age, business card exchange is something we still do in proper style. In the UK, business in the pub is a thing, and we will see clients having business conversations in the pub at 3pm. In Belgium and Luxembourg, clients take a month’s holiday over the summer, putting business conversations on hold. In Japan, on the other hand, people take a maximum of one week’s summer holiday!

In Japan, group business decisions are made outside of the room and it is difficult to have visibility on what the clients think of your solution at the time, as conversations are generally very polite, as per the culture. We’d only discover after a meeting and speaking to clients one-on-one what they really thought, which often leads to a slower decision-making process and sales cycle. Alternatively, there’s a faster pace in EMEA and during meetings you’ll often discuss the positives and negatives and will get a clear feel of any opportunities and challenges.

What’s the best piece of advice you’ve received at Bloomberg?

Relationships are the best asset you can have and you should foster them.

What advice would you give to anyone looking for a new challenge, perhaps in a new market?

Going to a new market will only add new opportunities and perspectives to your life. While there may be challenges, they are outweighed by the positives this sort of experience can bring you. If you are interested, take a leap of faith and go!