As a corporate organization centered on a collaborative team model, we prioritize the following four traits and behaviors that keep our team tightly integrated. We believe that only through these shared beliefs can we transform every challenge into nutrients for growth.
1. Respect Time and Take The Initiative To Help
We believe that “collaboration” is not just a simple division of labor, but a mutual accountability. In a rapidly changing environment, “trust” is the most efficient currency for cooperation. When everyone can practice self-management and support their employees, we eliminate the need for cumbersome oversight, allowing the team to move faster. Our definition of collaboration consists of two levels:
1. Being punctual is keeping one’s word
The foundation of collaboration is “respect”; we appreciate employees who possess the concept of “strict punctuality.” The so-called strict punctuality covers a broad scope, including:
- Arriving at the office punctually before 9:00 AM every day, and starting work on time after the lunch break.
- Arriving on time for scheduled meetings or external visits.
- Mastering all project schedules and completing assigned tasks as scheduled.
Good interaction begins with respect for others’ time; being late or submitting work behind schedule not only disrupts others’ plans but also signifies a disregard for the overall collaboration costs of the team.
We strictly avoid the arrogant mindset of “since I am more important than you, I can make you wait.” Conversely, we expect employees to demonstrate high professionalism: precisely controlling progress and, if there is a risk of delay, providing early warning at the first opportunity. This is not only about being responsible for the outcome but also about allowing your cooperating colleagues to adapt in time—this is the mark of a mature collaborative attitude.
2. Proactively support and step in to fill gaps
In teamwork, we do not accept the indifferent attitude of “that’s none of my business.” When we have the capacity, we proactively assist colleagues who are stuck and even step outside our job scopes to fill in the gray areas.
Even if someone else’s mistake causes a bottleneck in your work, we will proactively “pick up the dropped ball” first to help solve the problem, and only afterward conduct a review to improve for next time. This is because we understand deeply: there is no individual winning or losing—only when the team wins do we truly win.
2. Always Be Ready To Correct Yourself For A Better Answer.
In this environment, conflict is for finding the most suitable and effective solution under the current circumstances and conditions, rather than for proving who is right.
The market only cares about which solution is most effective; it does not care whose idea it was. The reason we emphasize setting aside one’s ego is that once we start arguing to save face, the team stops looking for the right solutions, and the quality of decision-making is significantly compromised.
1. Support the final consensus
Therefore, we place extreme importance on “full support after a decision is made.” We can debate fiercely during meetings, but once a final decision is reached—even if it was not your proposal—you must set aside your persistence and cooperate fully to move the team forward. We also reject behaviors such as “agreeing on the surface while passively resisting in private.”
2. Embrace different perspectives
Please try to separate “my ideas” from “my self-worth.” When a proposal is challenged, there is no need to feel frustrated; accepting suggestions or admitting mistakes and implementing someone else’s superior plan demonstrates professional grace rather than weakness.
A mature team member takes pride in the collective victory rather than arguing endlessly for the sake of being personally right.
3. Precise Expression and Transparent Communication
Our team members come from diverse backgrounds and experiences. Possessing the communication skill of “making yourself understood while truly understanding others” is an indispensable part of our work.
To ensure the high-intensity collaboration mentioned above runs smoothly, we demand the highest “quality” of communication. Communication is not just about exchanging information; it is about synchronizing cognition. We value transparency so deeply because “ambiguity” and “guesswork” are the greatest hidden costs in collaboration.
1. Clear logic and verified understanding
We require that expressions must be logically clear: get straight to the point and provide data to support your claims. Both questions and requests must be specific and clear, avoiding rambling or disorganized small talk.
At the same time, we value the ability to listen. Before offering a rebuttal, please ensure you truly understand the other person’s meaning. Use phrases like “So, what you’re saying is…” to verify you are on the same wavelength, avoiding the wasted effort of talking past each other.
2. Immediate and public feedback
More importantly, both good and bad news must be synchronized in real-time. Do not hide problems, and do not form “cliques” or engage in exclusionary inner circles.
We uphold the principle: “No silence during meetings, no complaining after them.” If you have objections or ideas, please raise them in the moment or in the work channel; silence will be treated as consent.
Publicly agreeing but complaining or offering “expert opinions” in private after the fact is considered a serious breach of team trust. We firmly believe that the earlier bad news is shared, the easier it is to handle—hiding problems only allows a small scratch to turn into a fatal wound.
4. Focus on the Issue, Not the Individual, and Adjust Your Mindset Quickly
Finally, we require our employees to possess strong psychological resilience. Our focus is strictly on the “matter” and the “process,” never on you as an individual.
Conflict is a side effect of progress, but emotional internal friction is not. We expect everyone to direct their energy toward solving external challenges rather than internal entanglements.
1. Rapidly switch modes
We highly value the ability to “rapidly switch modes.” You might have just had a fierce debate over a proposal in the meeting room, but once you step out, you should be able to switch modes immediately—chatting naturally or discussing the next project with your colleagues.
Here, we do not allow professional disagreements to turn into personal vendettas; every day is a fresh start.
2. Emotional detachment
Friction is inevitable in the workplace, so please learn to detach your personal emotions. Criticism is directed at the “matter,” not the person. We ask that you remain as calm and rational as possible during communication.
This maturity—knowing how to separate the professional from the personal—not only protects you from unnecessary emotional internal friction but also ensures the team’s long-term endurance and sustainability.
Different traits may spark unique ideas, but these four characteristics are our fundamental expectations for every employee.
We believe that the more aligned our values and traits are, the smoother and more effortless our collaboration becomes. It is also the company’s responsibility to strive toward creating an environment with an excellent collaborative model. We look forward to having someone with these qualities join us!
A Message from our CEO
What keep our workplace drama-free?
Most people who join us soon realize one thing— There is almost no exhausting office politics here. There are no people who act emotionally, nor are there those who ignore rules and disrupt order. In a single phrase: this is a “trouble-free” workplace.
This environment did not come about by accident.
As the CEO of the company, I have invested a considerable amount of effort into maintaining this kind of work environment.
Because I am well aware that no one looks forward to going to work every day in a company full of difficult people.
Therefore, since the founding of the company, I have deliberately avoided hiring individuals who make collaboration complicated or who allow emotion to override reason.
If, after working together, it becomes clear that our values or working styles are fundamentally incompatible, I will also choose to make adjustments as early as possible, allowing both parties the opportunity to move toward a path that suits them better.
That is also why we have chosen to publicly share the standards and behavioral principles we value on this website. Doing so is not to demand that everyone accept our approach, but rather to make it clear from the start— What kind of person thrives here, and what kind of person might not.
I believe that a workplace that doesn’t drain your energy with internal politics allows people to focus on the work itself—using limited energy to solve external challenges rather than dealing with internal friction.
– Tanaka, CEO