Selected engagements across PMI, BPR, HR design, strategy execution, global operations, and IT transformation — working with foreign and domestic companies in the ¥2–50B revenue range. Client names are withheld; industry, scale, challenge, and result are shown.
Designed a performance-linked HR framework for a group restructuring. Led process design, stakeholder integration, To-Be modeling, and delivery of modification proposals under tight deadline.
Built the HR system from near-zero: current-state diagnosis, all-employee interviews, JD redesign across every position, skill-gap analysis, workforce planning, evaluation framework, compensation design.
Company approaching ¥5B revenue, expanding into Tokyo with a plan to recruit foreign executive talent. Built full HR framework and designed + executed direct executive-level recruiting.
Complete HR system redesign at ¥50B scale: diagnosis, all-employee interviews, JD redesign, skill-gap analysis, workforce planning, evaluation framework, compensation design, external labor counsel coordination.
Daily call volume of 3,000+. Response rate under 10%. Led month-one diagnosis, then direct executive-level talent sourcing (five key hires), then culture change and KPI-driven execution.
Entered mid-crisis: near-total planned headcount replacement of frontline CS. Secured 10 replacement staff inside 30 days to prevent operational stop, then rebuilt KPI plan and new culture.
Years-long attrition cycle outpacing hiring and training. Executed DX-driven efficiency measures to reduce workload, redesigned KPI cadence, and rebuilt team culture.
Internal-comms operation with accumulated issues. Led month-one diagnosis and full reform action list, then ran the resolution sprint end-to-end.
Lead the post-M&A integration of three entities. Stakeholder mapping, change plan, KPI design, HR-integration coordination, full execution support.
Two-entity merger where neither side had a workable org structure. Direct executive-level hiring across sales, marketing, legal, IT, G&A, and offshore R&D liaison. Full integration execution.
HQ-driven M&A required the Japan legal entity to shift business model. Led change analysis, action planning, and execution across 30-person cross-functional team.
HQ revenue directive. Led function-by-function issue extraction, improvement planning, KPI design, and monthly HQ alignment. Ran the weekly execution loop.
Direct reporting into the Japan president. HQ alignment, function-by-function issue extraction, improvement planning, KPI reporting in English to HQ.
New Tokyo office with no location selected while hiring was already in progress. Led location & tenant selection, working-environment design, budget, parallel hiring, lease negotiation, infrastructure build, and day-one activation.
President-direct cultural-change program. Workforce planning, relocation scoping & budget, skill-gap analysis under new JDs, terminations coordinated with legal counsel, new-ways-of-working rollout, media announcement.
Multi-city global incentive tour for 500 participants. Coordination across Las Vegas, New York, Paris, and Dubai stakeholders over a 12+ month runway, plus follow-on global promotion.
Led an end-to-end new venture: capital, hiring, property search & contracting, Tokyo metropolitan licensing, client acquisition, revenue stabilization, then delegation & self-running operation.
HQ-selected CRM forced onto Japan business process. Field diagnostics, issue extraction, KPI design, training material build, rollout & stabilization, and ongoing HQ reporting.
Domain management, web server, endpoint, software stack, file server, remote-access security, cloud migration, collaboration tools, groupware — all rebuilt. Training material and staff training delivered.
On a call, I can walk through any of these in more depth under mutual confidentiality.