Founder’s Deep Dive

We hope this will be helpful for those considering joining our team. It provides valuable insights to help you better visualise our corporate environment, understand the Founder’s vision, and anticipate the challenges you may encounter. This will allow you to assess your cultural fit and determine if you resonate with our values after joining.

Founder’s Journey

Q1. What was the motivation behind founding the company?

Growing up, I imagined the professional world to be incredibly rigorous, where everyone worked with absolute dedication. I assumed that those who became company Presidents were always the high achievers—the class monitors or student council presidents—and that such a path had nothing to do with me. However, once I actually entered the workforce, I was surprised to find many people simply going through the motions. After moving to Taiwan, I had the opportunity to meet many CEOs, and to be honest, I thought to myself, “If people at this level can be CEOs, then maybe I can too!” That was the starting point. I didn’t actually have any grand ambitions to change the world or society (laughs).

Q2. In 2007, you only had 700,000 yen in savings. How did you raise the capital to start the company?

The initial capital required to establish the company exceeded my 700,000 yen savings. To bridge the gap, I invited two friends to join as shareholders. They contributed 500,000 yen and 200,000 yen respectively, bringing our total starting capital to 1.4 million yen. The criteria for their investment was based on an amount they were comfortable with—essentially, a sum they wouldn’t resent losing even if the venture were to fail.

Q3. Could you share your journey of starting a business in Taiwan?

In Japan, I worked in Linux server administration and consultancy until I was 27. At the time, my seniors would often say, “If you don’t reach an annual salary of 10 million yen by age 30, you’re a failure.” Driven by that, I pushed myself to earn numerous certifications and volunteered for overtime until dawn to increase my income. However, as I approached that 10-million yen, I realised that even with such a salary in Tokyo, one couldn’t exactly lead an extraordinary life. I lost interest in the rat race, quit my job as an engineer, and spent about six months in seclusion playing online games.

Once I had my fill of gaming, I began contemplating my next move. Realising I was only 28, I figured I didn’t necessarily have to stay in Japan and decided to move abroad. Since I had plenty of time, I looked for destinations reachable by sea rather than air. It turned out that, at the time, you could reach Russia, South Korea, China, and Taiwan by boat from Japan. I had no interest in the first three, so I chose Taiwan. It took five days to travel from Nagoya Port to Kaohsiung Port.

While looking for work in Kaohsiung, I found Japanese teaching positions at Global Village in Chiayi and Douliu. I spent a year commuting between those two cities, during which time I mastered Mandarin. Because there were very few Japanese expats there, the locals were incredibly kind. Later, I secured a role at a local firm in Taipei and worked there for about two years. During that period, I recognised that IT was my only true expertise. I also realised that the best way to establish a firm foothold for myself was to venture out on my own, which led me to found my own company.

Q4. What were the challenges you faced when starting the company?

The biggest challenge at the beginning was simply having no clients! Before I started the business, many people told me, “Tanaka-san, go for it! I’ll support you!” However, in reality, 99% of them were just paying lip service and never actually became my clients. Furthermore, there were very few Japanese expats in Taiwan back then, and the Japanese community was incredibly insular. Some Japanese residents who had been in Taiwan for decades were quite displeased with me—a 32-year-old starting a business without “paying my respects” to the seniors—and they made things quite difficult for me. Fortunately, I have a very high level of “thick-skinned-ness” (laughs).

Q5. Why did you choose Singapore as the location for the company headquarters?

There are two primary reasons:

1. Our future strategic direction. Asia seems to be divided into two economic spheres: one led by the United States and the other by China. While the majority of our team members are Mandarin speakers, my values as a founder were shaped during the era of U.S. influence in Japan. Consequently, I have steered the company’s expansion toward the capitalistic markets of Southeast Asia.

2. Related to taxation. Under current Taiwanese tax laws, it is quite challenging for a local Taiwanese company to operate as an agent for foreign cloud services (as agents are required to bear a 20% withholding tax on behalf of the foreign principal). A quick search will reveal that most other cloud service providers have their headquarters in the Cayman Islands. However, we did not want to operate in a “grey area.” Choosing to establish our headquarters in Singapore allows us to remain 100% compliant with the law while ensuring sustainable profit margins.

Q6. Is there a special meaning behind the design of the company logo?

My parents are traditional Japanese painters. A few years after I started my business, they helped me design the company logo. While gray doesn’t generally have a good image, in the world of Japanese painting, it’s considered a color that can be paired with any other color. Furthermore, they incorporated my ability to adapt to different environments into the logo design.

Q7. Why did you choose to name the company after your own surname?

When I first started, it was just an office consisting of myself and an assistant. I didn’t give it too much thought and simply named the company based on my name and the nature of our work—much like how many accounting or law firms are named.

Q8. Do you mind if people mistake the company for a Japanese firm?

If the person has a positive impression of Japanese companies, then it doesn’t matter to me. However, if their perception of Japanese firms is negative and it ends up detracting from our corporate image, then yes, I would mind.

Q9. You travelled to many places when you were younger; did any experiences significantly impact your outlook on life?

I haven’t thought about it specifically. However, my first overseas trip was during my first year of university, when I took a boat alone from Kobe to Tianjin. After returning, I developed a love for visiting places I had never been to, but at the same time, I grew to strongly dislike the people in China.

Q10. What was the resolution that made you decide to establish a company in Malaysia and migrate here?

To me, Taiwan is also a foreign country. Therefore, there was nothing I felt I had to “give up.” I simply make decisions based on the situation at hand.

Business Philosophy

Q11. What is your business philosophy?

Our philosophy is to provide clients with high-value-added IT services that enhance their competitiveness. By doing so, we generate strong profit margins, which we then distribute to the employees who contribute to the company’s success, enabling them to lead fulfilling lives.

Q12. When facing shifts in the industry or external environment, what is your top priority?

Like any business owner, my first priority is to assess the potential positive and negative impacts on the company. Currently, I am specifically considering the potential implications of a conflict involving China and Taiwan and how that would affect our operations.

Q13. What were your concerns when you first started the company versus your concerns now? Is there a big difference?

I founded the company at 32, and I am now 51. If my concerns were still the same after all these years, I would feel as though I hadn’t made any progress. If I had to find a common thread, it would be the constant internal drive to figure out how to make the company better.

Q14. You have many ideas you want to pursue, how do you plan and determine the direction for your annual and quarterly goals?

I am constantly thinking about how to generate higher revenue with a leaner team. When you set goals with that mindset first, it becomes very clear what actions need to be taken.

Q15. Having been both an employee and an employer, what do you think is the biggest difference or transition between the two?

The biggest difference is that if an employee is unhappy with the company, they can change companies. An owner doesn’t have that luxury.

Q16. What is a good habit that everyone should strive to have at work?

Set goals, establish a plan, and execute diligently.

Q17. Has emotion ever impacted your professional work?

As I’ve gotten older, I’ve developed a standard operating procedure (SOP) for decision-making: Gather Information ➜ Clarify ➜ Decide.
While emotions might surface during information gathering or contemplation, I ensure they are fully processed before the final call. My final decisions are rooted in rationality.

Q18. How do you face yourself and your subordinates when you make a wrong judgment or decision?

A wrong judgment is rarely apparent immediately. Usually, it takes months or even years of trial and execution before you realise it was a mistake. Since you can’t know on the spot, you can’t react on the spot.

Q19. What are the challenges and joys of operating in multiple countries?

I truly enjoy the time spent thinking—specifically, figuring out what I should do when the results in my mind don’t quite match reality.

Career and Tech Horizons

Q20. What are your thoughts on the IT industry?

Unlike in Taiwan, the IT industry in Japan is not perceived as a high-status profession. Learning programming is often associated with being a “nerd,” and it is typically viewed as something pursued at vocational schools rather than top-tier universities. Consequently, engineers in Japan are sometimes colloquially referred to as “IT Plumbers.”
From a Japanese person’s perspective, working in the IT sector in Taiwan feels significantly more prestigious and high-end compared to Japan.

Q21. How do you feel about starting to learn something as new as AI at the age of 51?

Beyond AI, our core business as a Google Workspace partner is currently undergoing a massive transformation. At one point, our employees described the situation as being “like the arrival of the Black Ships in Japanese history,” which gave me quite a shock.

In Japan’s Edo period, the arrival of the American “Black Ships” threw the entire nation into a state of panic, leading to internal conflict and eventually the Meiji Restoration, which modernised Japan. I feel the current industry landscape is very similar to that era. Thinking about how our small company will transform in the future makes me incredibly excited!

Q22. As a business owner with an engineering background, how do you differ from those with a business background?

Since I’ve never really compared myself to other business owners, I’m not entirely sure what the differences are. However, I believe my experience in system administration has been a significant advantage in running a company. To me, a company is much like a system. Furthermore, because I lacked sales experience, I focused solely on acquiring clients through online channels from the very beginning. Being a foreigner with limited networking in Taiwan—and not being particularly gregarious by nature—this approach was a necessity. Looking back, it might have actually been a blessing in disguise. That said, I do feel a bit sorry for my employees that they can’t rely on the “CEO’s personal network” to land massive projects (laughs).

Q23. Are you the type to execute after meticulous planning, or do you prefer to take action first and adapt as you go?

Originally, I was someone who would only act after thorough planning. However, since starting our Google Premier Partner business, the frequent sudden changes have forced me to adapt and become the latter. Perhaps I am not naturally suited for the agency business…

Management Framework

Q24. In 2024, you promoted an existing employee, Sophie, to be the General Manager of a new company. How did you decide on this appointment, and what is your perspective on it?

I believe in delegating a department to a trusted subordinate to manage. Turning it into an independently operated company is a great move, and if it leads to higher profitability, even better.

Q25. How does the company achieve a high-efficiency output?

Internal efficiency cannot be built overnight. It is the result of continuous, daily efforts toward incremental improvement.

Q26. If employees are already self-disciplined as expected, does the company still need to set rules for them to follow?

While everyone is an “employee,” roles vary significantly in terms of authority and responsibility, so it’s not ideal to generalise. New hires are subject to more structured rules with less room for “creative freedom” as they require management and guidance. Conversely, senior staff or those with heavier responsibilities are granted a higher degree of trust and autonomy.

Q27. What insights or advice do you have for those in management roles leading a team?

A good superior is one who trains their “soldiers” rigorously; only through intense training can you increase a subordinate’s chances of survival on the “battlefield.” I once read in a book that wanting to be a manager who is liked by their subordinates is a mistake.

Q28. How much of a gap is there between the current team and your ideal team? Is there anything you wish to improve?

If there is something that needs changing, I speak up immediately. We are constantly making adjustments, so currently, I don’t feel there is a significant gap or any specific area that requires urgent reinforcement.

Q29. What are your thoughts on the “Responsibility System” (Professional/Managerial Exemption) regarding working hours?

I don’t quite understand the “Responsibility System” as it is often discussed in Taiwan, which seems to imply a system where employees work overtime without being paid. If that is the case, our company does not operate that way. However, we do require that the tasks assigned for the day be completed before leaving. If they aren’t finished, overtime is required, and we naturally pay overtime wages for it. So, perhaps we are a “legally compliant” responsibility-driven company? (Though, I must say, I find it quite poor form when people start packing their bags to leave before their shift has actually ended.)

Q30. Occasionally, employees receive a salary increase of 1,000 to 2,000 TWD without even knowing why. Under what circumstances do you subjectively decide to give an employee a raise?

If I notice that an employee’s performance exceeds expectations or if they are quietly handling many tasks efficiently, I will issue a raise immediately upon discovery.

Q31. Have you encountered communication issues with employees in the past?

In my very first job, I chose the IT industry specifically because I didn’t like communicating with people. However, a senior later told me: “Our role sits between the computer and the human; therefore, communication skills are vital.” Because of this, I am very strict about everyone taking notes, and we have many whiteboards throughout the office to ensure ideas are conveyed accurately and communication gaps are minimised.

Admittedly, since Mandarin is not my mother tongue, I used to think as long as the other person “got the gist” of what I was saying, it was enough. This led to quite a few issues in actual communication, especially when my instructions were too abstract.

Q32. Do you prefer having meetings for everything, or do you prefer as few meetings as possible?

If staff attend a meeting without any prior preparation, and the entire session consists only of verbal explanations and discussions, I find it to be a massive waste of time.

Q33. What are you currently most satisfied with regarding the company (Taipei Branch)?

Employees have high work efficiency and get things done quickly.

Q34. Have you noticed any specific work habits among the Taipei staff?

They don’t waste time. You rarely see situations where people gather around just to chat during work hours. I don’t tolerate employees wasting company time during the workday, so I find the current environment very positive.

Q35. Do you feel the working atmospheres in the Taipei and Malaysia offices are different? Which do you prefer?

The Taipei office has more energy, whereas the Malaysia office is quieter (mainly because the team size is currently smaller). Personally, I prefer a vibrant and energetic work environment.

Hiring Philosophy

Q36. If you decided to terminate an employee, what would be the reasons behind that decision?

First, any illegal conduct, criminal acts, or dishonesty during performance appraisals.
Second, causing significant trouble or distress to other team members.
Third, an inability to keep pace with the changes I envision for the company.

Q37. What kind of person do you think is NOT a good fit for the company?

This applies not just to our company, but to our entire industry: people who stop thinking about work the moment they clock out are certainly not a fit. Those who are unwilling to learn or reflect on their work outside of office hours, and only expect to learn during paid time, will eventually be phased out. Indeed, beyond small companies like ours, there are plenty of other options out share. I don’t believe those individuals need to work here, and it’s best if they don’t choose us from the start.

Q38. Why is the statement “I hope to learn a lot after joining the company” such a “deal-breaker” (NG) for you?

Naturally, we provide guidance to new hires when they first join, but a company is not a school. The purpose of a school is to facilitate learning, but the resources provided by a company are intended to enable employees to deliver output. Therefore, from a corporate perspective, learning is not the end goal. Those who view learning as their primary objective are misaligned with the company’s requirements. If someone’s main goal for joining is simply to “learn things,” it is a significant negative in my assessment.

Q39. Is it a positive sign to you if the majority of employees stay long-term (at least three years)?

Naturally, it is a positive situation. When an employee has been with the company for over three years, it signifies a deep understanding and familiarity with our operations. Consequently, I feel much more confident delegating a wider range of projects to them. I see no downside to such stability.

Q40. For employees who leave after two or three years, what gains do you hope they take away from their time here?

The company provides as much guidance as possible, but what each individual actually learns varies from person to person; I don’t have specific expectations or requirements in that regard. While they are employed, it is obviously in their best interest to absorb as much skill and knowledge as possible. However, once someone has decided to resign, it no longer concerns me.

Q41. During interviews, are there any subtle details you observe that influence your hiring decisions?

I observe whether the candidate possesses imagination. Since we are in the technology service industry, it is impossible to perform well without it.

Q42. What are your “points-up” and “points-down” criteria during an interview?

For those with experience, the specific nature of the work isn’t as important as what they learned from it; if they can articulate that, it’s a major plus. For those without full-time experience, having part-time jobs is also a positive. However, if a candidate has zero work or part-time experience and their ideas about the workplace come solely from business magazines—relying on unrealistic fantasies rather than lived experience—hiring them would be very troublesome.

Q43. How do you judge whether a candidate’s claims are credible during an interview?

I verify whether they actually possess every single skill listed on their CV.

Q44. How do your recruitment standards differ between fresh graduates and experienced professionals?

When interviewing experienced professionals, I always ask: “What can you do right now?” For fresh graduates, I ask: “What do you want to do next?” If an experienced candidate claims they aren’t familiar with much and just “want to learn,” they are essentially setting themselves up to be phased out.

Life Philosophy

Q45. What do you do when you find yourself in a space with a subordinate or client and there is an awkward silence?

I do nothing, or perhaps I’ll take out my notebook and start drawing. I am indifferent to awkwardness.

Q46. As a CEO, what do you most often “secretly” complain about regarding your employees?

Generally, if there is something unsatisfactory, I address it directly. Unless I feel the person is “glass-hearted” (fragile/overly sensitive), I will almost always be straightforward with my feedback.

Q47. Now that you have been a business owner, could you go back to being someone else’s subordinate if given the chance?

I’m not sure if I could do it, but I suspect most superiors wouldn’t want to hire me—they’d probably find me quite a handful!

Q48. Do you consider yourself a good business leader or a good boss?

How do you define a “good boss”—is it from the perspective of the shareholders or the employees? Given that our year-end bonuses typically hover around 1.x months, I suspect that from an employee’s standpoint, I might be seen as a mediocre boss. (For reference: the year-end bonus in 2022 was exactly 1 month.)

Q49. Have you ever lost your temper and shouted at your employees?

In principle, I don’t believe getting angry serves any purpose, so I don’t really have moments where I lose control (though, perhaps I’ve simply edited my own memories…).

Q50. What is your personal definition of an “employee”?

There is a slightly older game called Skyrim that features NPCs known as “Followers”; that’s how it feels to me. For those who haven’t played it, think of it as a journey where you encounter all sorts of people. Among them, those you share a connection with become your companions or travel partners, eventually parting ways or perhaps meeting again later. It’s very much like the Japanese concept of Ichigo Ichie (a once-in-a-lifetime encounter).

Q51. Do you think your subjective personal preferences influence your professional judgement of employees?

Everyone has their own subjective judgment, and mine is no different. However, my subjective standards are clearly documented in our internal files and platforms. Therefore, everyone should be quite clear on my criteria for what constitutes “good” or “bad” performance.

Q52. Does it bother you if a team member conceals certain thoughts or information when working together?

I dislike getting entangled in messy interpersonal drama. Therefore, I don’t mind if employees keep things from me, provided I don’t find out. If I do discover it, I might be forced to intervene and handle it, which is a massive hassle for me. Besides, getting caught doing something untoward is honestly quite a poor showing…

Q53. What are some habits you have maintained for a long time?

Taking notes.

Q54. How do you handle high pressure or setbacks at work?

I’ve been running this company for 18 years now, and I’ve encountered all sorts of terrible situations. I’ve dealt with employees being headhunted, a terminated staff member exporting our entire client database, the suicide of a friend, appearing at a police station over image licensing issues, being sued by a client who refused to pay, and even an accountant of nine years stealing 5 million Yen from the company during the pandemic.

Through all this, I’ve discovered that I am naturally optimistic and resilient. As long as I eat a meal, take a shower, and get a good night’s sleep, any blow or setback from the previous day is completely reset by the time I wake up the next morning.

Q55. Are you someone who clearly separates your public and private life, or do you blur the lines?

In terms of how I use my time, I don’t separate them; however, when it comes to how I think through matters, the distinction is very clear.

Q56. Are you highly competitive or driven by a strong sense of winning and losing?

I sometimes fantasise about running a company in total tranquility. Yet, every time the company faces competition or a challenge, I find myself diving into the battle with genuine excitement. So, perhaps I am?

Q57. Have any of your long-held beliefs been overturned in recent years?

My ideas are updated daily, and whenever we face major changes, there is always a “major version upgrade” to my thinking. My most recent update is this: I used to believe that long-tenured employees must be treated with special care. Now, I feel it is far more important to support the “Runners”—those who are passionate, forward-moving, and hungry for results.
As for the “Walkers” (those who are slow and lack motivation) and the “Passengers” (those who hinder success, drag the team down, and are just waiting for retirement), the company has no obligation to go the extra mile for them. This classification comes from a book I read long ago called Move Your Bus.

Q58. Were there any key events in your life that shaped your personality and values?

When I was young, I went to high school because my parents told me to. I went to university because they said I had to work if I didn’t. I got my first job without much thought because I was told that’s what you do when you enter society. If I had a choice, I actually didn’t want to work at all. I only chose a computer company for my first role because I had been using computers every day since I was a child.

Receiving my first paycheck was a massive shock—the salary was so low! At that moment, I felt terrible about my situation. From that second onwards, I became a proactive person who thinks for himself.

Q59. If you could go back and fix one thing in your life, what would it be?

I am someone who only truly started learning after entering the workforce. If I had studied properly as a child, life would probably be much easier now. But even with that thought, I must keep learning; even past the age of 50, the learning continues.

Q60. Do you consider yourself a social person?

I don’t participate in any social events at all, nor do I believe that “socialising” is a mandatory skill for a CEO. (Perhaps this mindset has hindered the company’s rapid growth, but… it is what it is!) Back when I was in Taiwan, I spent every day at home alone eating canned mackerel. However, I genuinely love going out for a drink with employees I trust or joining our company trips.

Q61. What genres or themes of books do you prefer reading?

I read books of all genres, but I particularly enjoy manga, science fiction, and historical fiction.

Q62. Who is your favorite comic character?

Most of the comics I like are actually ones that people aren’t very familiar with. However, if I had to name two characters that “almost everyone in our company knows”:
The first one, representing who I want to become in the future, is Zeno Zoldyck from Hunter × Hunter (Killua’s grandfather). I want to be that kind of cool, composed old man who can stay active and “on the front lines” for his entire life.
The second one, as a role model for a leader, I really like Hange Zoë from Attack on Titan. I like her boundless curiosity, her egalitarian and approachable way of handling relationships, and her ability to think and execute the best possible choice given the current situation.

Q63. Please recommend three comics series you are currently enjoying.

There are too many to name… However, if I were to recommend three ongoing series based on their plot and artwork, they would be:
341st Logistics Group (341戦闘団)
The Old Knight of a Frontier District (辺境の老騎士)
Kujo no Taizai (九条の大罪). This series is by the author of Ushijima the Loan Shark, and the content is quite dark. At the end of every volume, the author writes a poem that is incredibly thought-provoking.
Wah~ Wah~,
All talk and no action,
Irresponsible words and writings,
Feeling good while making money,
Mobile phones stained with grease from cheap crisps,
Slaves to likability believe doing nothing is the best policy,
A resentful melody of dissatisfaction and complaints,
Worms of jealousy breeding in the brain,
There is no life left to spare,
Though I don’t want to make promises that can’t be kept If I could contribute to someone,
Accepting my true self,
Accepting my true self,
If silent words could be given form I will surely live life to the fullest

Q64. Why do you like the Hunter × Hunter comics?

It is not just Hunter × Hunter; there are many comics I would like to recommend. Regarding Hunter × Hunter, I hope readers can learn the importance of using critical thinking to solve problems, while also recognising that there is always someone better out there.

Q65. Do you have any recommendations for science fiction or fantasy novels?

Great question! I recommend the Uplift series by David Brin and the Old Man’s War series by John Scalzi. For Japanese authors, I recommend anything published by Project Itoh, as well as the early works of Yoshiki Tanaka (such as Legend of the Galactic Heroes). By the way, Legend of the Galactic Heroes recently had a new anime adaptation!

Q66. What is your favourite quote or sayings?

“Jo-zai-sen-jo” (常在戦場), which means “Always be on the battlefield.”

Q67. Do you have a favourite historical figure?

I really admire Takeda Shingen, a daimyo from Japan’s Sengoku period. Last winter break, because I admire him so much, I visited the ruins of Tsutsujigasaki Castle in Yamanashi Prefecture and even bought a “Furin-Kazan” folding fan. Takeda Shingen established a rule called “The Two Regulations on the Merit of Samurai.” The essence of this is that while we generally think serious people perform well and lazy people do not, a samurai’s performance and evaluation can change overnight. Therefore, one should not judge an employee’s innate talent, but rather value each individual result. Those who perform well should be given heavy responsibilities, while those who fail should still be given a chance to redeem themselves.

Q68. What kind of music do you like?

Nujabes, who is a defining figure in Lo-Fi Hip Hop. I discovered him through the anime Samurai Champloo. He was the same age as me, and at the time, I was amazed that someone my age could be so talented. Sadly, he passed away in a car accident at the age of 36. I particularly like the song “Horizon.”

Q69. What is your ultimate life goal or ideal state of being?

I don’t have one. Although society seems to feel that life is invalid without a goal, is it really so bad not to have one?

Q70. Do you consider yourself an intelligent person?

When I encounter someone slow-witted, I feel intelligent; when I meet someone smarter than me, I feel otherwise.

Q71. Do you consider yourself a controlling person? Do you prefer to have everything under your control?

I don’t particularly like controlling everything, but I do feel uneasy if I delegate a task and leave it completely unsupervised.

Q72. What kind of person do you think you are?

I still don’t quite know what kind of person I am. That is why I immediately click on personality tests whenever I see them online, though I have never had a “this is exactly me” experience after seeing the results.

Q73. Do you consider yourself an empathetic person?

I am not aware of it myself, but those around me often tell me that I lack empathy.

Q74. Have you ever experienced any deep regrets or sorrows in your life?

My grandparents in Yamaguchi Prefecture passed away before I had the chance to show them my filial piety. There was an expensive fugu (pufferfish) restaurant in my hometown that I had planned to take them to once I started earning money, but they always refused, fearing it would be a waste of money. For me, it is a regret that can never be rectified.

Q75. Where does your sense of achievement usually come from?

Identifying the root cause of a problem.

Q76. Do you feel a mid-life crisis approaching?

Yes. To overcome it, I have started strength training and aerobic exercises, and I make an effort not to always visit the same restaurants and to try new things.

Q77. Do you have a habit of managing personal social media accounts?

I once read in a book that using SNS is more harmful than beneficial for SMEs (Small and Medium Enterprise) owners. I strongly agree with this, and I don’t feel the need to share information through those channels. However, if a company owner is a foreigner, it might make some clients feel suspicious or uneasy. Furthermore, if there is no public information about the owner, it can be difficult for our sales team during presentations. Therefore, we started a blog where I occasionally update articles. Jack Ma once said, “People over 40 should not do things they are not good at.” I resonate with his insights, so I have no intention of managing personal social media in the future.

Q78. Why have you never been in the spotlight on the front line?

There are two reasons:
1. My hometown in Japan is a small village in the Seto Inland Sea with very few resources. Over the past 100 years, many residents have migrated abroad to places like Hawaii or Brazil. Many of my relatives who migrated often told me, “If you do business abroad, keep as low a profile as possible. As an outsider, if you make a lot of money and act high-profile, it won’t end well.” I think that makes a lot of sense.
2. I know that I am not the type of leader whose “personal charisma” serves as a selling point. It simply doesn’t suit me.

Q79. What advice would you give to young people or employees who wish to start their own business?

1. Shift your mindset immediately: To truly transition into the role of a founder, you must rent an office—even a tiny one. Furthermore, you must hire someone, even if it is just one employee. Being a business owner is completely different from being a freelancer (SOHO) or working alone; you need to flip that mental switch. Having fixed overheads, such as paying staff salaries, forces you to develop a “founder’s mindset” quickly.
2. Be careful with business literature: When I first started, my anxiety led me to read many books on management and business. Years later, I realised that most of those authors were successful entrepreneurs from wealthy backgrounds. It’s like using a “New Game Plus” walkthrough for a game when you are still on your first playthrough. I don’t think it’s helpful to rely on books written by academics or entrepreneurs who haven’t faced the same struggles. Ultimately, even if you follow their advice and fail, you are the one who has to bear the responsibility.