Akira Igarashi in

Akira Igarashi

Enthusiast · DISC type i
Country Manager at Vodafone Automotive Japan
📍 Yokohama, Kanagawa, Japan

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
14 Years
Current Role
Country Manager
Job Level
Middle
Location
Yokohama, Kanagawa, Japan
Personality Overview

How Akira shows up

Amiable & Agreeable
Consensus Focused
Non-Confrontational

They are more about building relationships than just cutting deals. They agree with others often, so exercise caution when relying on their word. Unlike D or C types, they are convinced more by stories and testimonials.

Priorities

Topics Akira cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

4-2016
Country Manager
Vodafone Automotive Japan
4-2015
Operation Director
Vodafone Automotive
12-2008 - 3-2015
Operations Director
Cobra Automotive Technologies
12-2008 - 9-2011
Chief Engineer
Cobra Automotive Technologies
9-2011 - 12-2012
Global Customer Quality Manager
Cobra Automotive Technologies SpA
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
1977 - 1981
bachelor
Chiba Institute of Technology
Bachelor of Engineering (BE)
Chiba Institute of Technology
Social presence
in
Behavioral profile

DISC profile (public)

i

Influence (I)

Influence (I) reflects the degree to which a person prefers to work by influencing or persuading others. Those scoring high tend to be people oriented, motivated by social recognition and building relationships.

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