At a time when many leaders feel pressure to move faster and do more, Hiro Furuya, Sc.M. ’25, chose to pause. Rather than relying solely on decades of executive experience, he returned to the classroom through Brown University’s master’s in technology leadership program to examine how leadership needed to evolve during a period of rapid global change.
“I applied to Brown University’s technology leadership program to strengthen my ability to lead innovation and apply best practices within my organization during a time of rapid transformation,” Furuya said.
As Director of Board and Senior Vice President & CTO for Toray Plastics (America) Inc. — a subsidiary of Toray Industries (Japan) and a world-leading materials manufacturer, the decision was not about adding a credential. It was about improving how he led people and organizations through complexity.
Why Brown?
Throughout his career, Furuya had built leadership strategies focused on setting clear goals and motivating teams. Overseeing operations, engineering and technical teams across multiple regions, he applied these strategies to help employees work effectively and deliver strong results. Still, he knew that past success alone wouldn’t be enough for future challenges.
“I recognized the need to complement these proven strategies with cutting-edge insights from Brown to remain ahead in an evolving global landscape,” he explained.
The program gave him a chance to step back from daily decisions and look at leadership more broadly. He wanted to identify practices that work across organizations and cultures.
“I hoped to distill universal principles of effective leadership from my diverse experiences identifying practices that could be adapted to different circumstances and applied across regions,” Furuya said.
Learning that changed how he leads
The impact of the program was immediate, he says. Furuya began approaching leadership with greater focus on motivation, communication and trust.
“The leadership-focused programs covering philosophy, psychology, persuasive communication and in-person interactions immediately transformed my leadership style into a more positive and empowering approach,” he said.
The results showed quickly. Engagement increased, and teams became more motivated to tackle challenges.
Putting learning into practice across borders
Furuya applied what he was learning directly to his work. Based in Rhode Island, he works closely with his company’s CEO to shape strategy and maximize performance while overseeing manufacturing functions that include production, technical operations, maintenance, engineering and environmental health and safety.
His role also involves coordinating with corporate leadership in Japan and collaborating with Toray Group companies to share best practices and align priorities. The program helped him manage these responsibilities with more clarity and confidence.
One experience, in particular, helped him turn learning into action: the Critical Challenge Project. Furuya describes it as “a major catalyst for action,” explaining that it gave him “the confidence and strategic direction to launch a transformative initiative that will shape my company’s performance for decades to come.”
Expanding his view of impact
Professionally, Furuya describes improving company performance as one of the most demanding challenges of his career. The program supported that work and also helped him think differently about his long-term role as a leader.