In the rapidly shifting landscape of global business, sustainability is no longer a niche responsibility it’s a strategic imperative. Amid this transformation, few leaders are as uniquely positioned as Shu Setogawa, Director of Sales and Business Development at ASUENE APAC Pte. Ltd., whose career journey and present mission reflect a powerful blend of commercial insight and climate accountability.
A natural connector of ideas and people, Setogawa has built a career at the intersection of brand, data, and impact. What sets him apart is not simply his knowledge of climate strategy, but his ability to translate complex sustainability concepts into business opportunities that resonate with decision-makers. At a time when companies are under pressure to evolve, he offers a compelling pathway forward one rooted in measurable action and long-term thinking.
Bridging Commercial Insight with Sustainability Purpose
The story of his ascent is not marked by a single defining moment, but by an accumulation of experiences across industries. From building regional operations to managing P&Ls in luxury goods and advertising, Setogawa’s professional foundation was established in performance-driven environments. But it was during his time at Moët Hennessy through exposure to the Living Soils program that he first encountered the principles of environmental responsibility in a corporate context.
Initially, his curiosity about sustainability stemmed from its brand and communications potential. However, that perspective evolved into something far more technical and strategic after joining ASUENE. Here, he encountered a side of sustainability that was quantifiable carbon accounting, impact measurement, and enterprise-wide data integration. It became clear that environmental leadership could no longer rely on vague narratives or corporate promises. Real influence required evidence-based action.
“This shift allowed me to connect the dots,” he reflects. “Suddenly, every past role whether in consumer products or tech contributed to how I could speak the language of business while advocating for sustainable practices.”
From Compliance to Culture: Redefining ESG
At ASUENE, Setogawa now plays a central role in reshaping how organizations across the Asia-Pacific region approach their ESG strategy. He doesn’t see sustainability as an add-on it is core to business viability. His mission is to guide companies from basic carbon disclosure to integrated planning that drives operational, financial, and reputational gains.
“Sustainability isn’t about checking boxes for regulators,” he says. “It’s a framework for resilience. It’s about risk, opportunity, and future competitiveness.”
His work emphasizes not just accurate reporting, but transformative action. Under his leadership, ASUENE has evolved beyond software to offer end-to-end consulting, including supply chain emissions analysis, third-party verification, sustainability-focused recruitment, and carbon offset strategies. Every engagement is built around the belief that progress must be practical, scalable, and aligned with each client’s business context.
The Human Factor: Building Sustainable Teams
Equally important to his philosophy is how sustainability manifests internally within teams and culture. Setogawa understands that the strength of a sustainability-driven company lies not only in data and frameworks but in how its people operate, grow, and feel valued.
“In most sales roles, success is measured in numbers. But here, we measure effort, collaboration, and long-term thinking,” he explains.
He has championed a model that recognizes not only outcomes, but process how employees engage with clients, innovate ideas, and support each other. It’s an approach designed to prevent burnout, encourage inclusive contributions, and foster shared ownership. By building this kind of internal resilience, ASUENE doesn’t just preach sustainability it lives it.
Transforming Conversations with the C-Suite
Unlike traditional sales environments where demand is clearly defined, driving business in sustainability means starting from zero. Many companies lack the knowledge, resources, or urgency to act. Setogawa’s role requires patience and a shift in mindset from persuading to educating.
“It’s less about pitching and more about planting the seed,” he says. “You may not close a deal today. But if you move someone to think differently, you’ve already made an impact.”
His ability to bridge technical insight with commercial fluency allows him to speak with CFOs, COOs, and CEOs on their terms. He builds trust, reframes sustainability as a business advantage, and opens space for transformation to take root one conversation at a time.
Innovation with Accountability
Technology plays a major role in ASUENE’s offerings, and Setogawa is a strong advocate for using advanced tools like analytics and digital platforms to improve data quality, automate emissions reporting, and enhance decision-making. But he is equally clear-eyed about the environmental costs of technological advancement.
“Efficiency must be matched with responsibility,” he asserts. “The goal is not just to move faster, but to move smarter.”
To that end, he works closely with external partners, building a network of low-impact, high-performance solutions that complement ASUENE’s own capabilities. Whether through decarbonization technologies, energy optimization platforms, or carbon removal projects, the objective is to equip clients with credible options for measurable progress.
Leading with Legacy in Mind
When asked what kind of impact he hopes to leave behind, Setogawa’s response is strikingly grounded.
“I want to believe I helped some companies take their first real step. That I made sustainability feel achievable not just for listed enterprises, but for small and medium-sized businesses too.”
His vision extends beyond his own KPIs. He sees the ripple effect of ASUENE’s platform already in motion large corporations encouraging their suppliers to adopt carbon tracking tools, setting new standards across industries. It’s this kind of cascading impact that defines meaningful progress.
Words to the Next Generation
To future leaders stepping into sustainability, his message is one of realism and encouragement.
“Don’t expect overnight wins. Most of your efforts will feel invisible at first,” he advises. “But if you stay rooted in facts, open to learning, and resilient in your purpose you’ll be part of something truly lasting.”
He also emphasizes the importance of collective leadership. “This field needs more voices. Your role is not to be the only expert in the room it’s to help shape a future where sustainability becomes second nature in every boardroom and business plan.”
The Business of Tomorrow Starts Today
In an era where sustainability increasingly defines investor priorities, regulatory compliance, and consumer trust, leaders like Shu Setogawa are helping organizations understand that responsibility and profitability can and must coexist. Through his leadership at ASUENE, he is helping businesses see sustainability not as a cost, but as a catalyst for resilience, relevance, and innovation.
His story serves as a blueprint for the kind of leadership required in this new era: informed, intentional, and inclusive. Setogawa is not just part of the sustainability movement he’s helping lead it.
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