2516: Respecting One’s Will—A Leadership Decision Beyond Performance

In my leadership journey, I’ve come to deeply value people who are genuinely interested in their current roles. Passion often drives performance more than skill alone. I recently faced a situation that reminded me of this truth—one that wasn’t easy, but necessary.

One of our key project members, originally assigned from another region, had been highly praised by our client. His knowledge perfectly matched the project's needs, and there was no doubt in my mind that he could stay until the very end. I was even preparing to recommend him for a higher position.

However, after working with him for a couple of months, I started to notice subtle changes. Although his performance remained stable, something felt off. It was as if he was holding back—he wasn’t fully engaged or performing to the best of his abilities. There was a quiet discomfort in his attitude, a lack of focus that I couldn't ignore.

So, I decided to address it directly in a one-on-one meeting. I told him frankly, "You always seem one step ahead of the team, and at times, it feels like you're detached from us." He denied it, but when I asked if he truly wanted to stay, his answer was telling: “It depends on you. If needed, I can stay.” He eventually admitted that his true desire was to return to his home country.

I explained my core belief—when there's a gap between one’s desires and their assigned role, performance inevitably suffers. I suggested that he demobilize from the project and pursue a path more aligned with his goals. As a professional, he initially resisted. “I can still fulfill the role,” he insisted. But I stood firm. I told him that I respected his capabilities deeply, and for that very reason, I believed he deserved a position where he could thrive with both mind and motivation aligned.

He was surprised—maybe even shaken—by my decision. Yet, he accepted it. Later, he repeatedly confirmed the demobilization schedule and asked me not to change my mind. He confided in others that the decision wasn’t in line with his personal wishes. But I explained once again: career alignment matters more than short-term assignments. When there's a mismatch between role and desire, the result is rarely productive—for the individual or the team.

I reflected on a similar experience I had years ago while working for an EPC contractor. I was assigned to a project I had no passion for. Though I fulfilled my duties, I was unmotivated, uninspired, and far from innovative. It taught me that performance without purpose is a hollow shell. When passion and role align, that’s when people shine.

As I revisit that memory, I’m confident in my decision. I believe that in his home country, doing what he truly wants, he will be more engaged, more innovative, and much more fulfilled.

That is the kind of professional I want to support.

2515: Standing at the Crossroads of Experience and Renewal

I’m 49 years old—part of what’s often referred to in Japan as the “Lost Generation.” We graduated during a time when job opportunities were scarce, in the late '90s to early 2000s. It wasn’t an easy start, and many of us carry that experience with quiet resilience.

Now, as I prepare to enter my 50s, I can no longer ignore the question: How should I approach the second half of my professional and personal life?

We live in what is now called the "100-Year Life" era. The traditional notion of retiring at 60 is becoming outdated. Instead, we should aim to stay active, curious, and engaged for as long as possible. Just a year ago, I declared to my friends and colleagues that I wanted to work until the end of my life. But recently, I’ve found myself taking a step back from that bold statement—not because I’ve lost the will, but because I sometimes wonder if my knowledge and skills are still relevant in today’s business world.

Perhaps I’m standing at the edge of the business frontlines, now occupied by a new generation. Still, being in this position has given me the stimulation to reawaken. I’ve realized that I’m not done yet. My sword is still sharp—I just need to keep learning and stay in shape for the battles ahead.

Our generation is unique. We witnessed the world before and after the digital transformation. When we started working, Windows 95 had just been released, and email over dial-up connections was becoming the norm. We’ve experienced both the analog and digital eras, and that positions us as potential bridges between the legacy work culture and the present.

To everyone from my generation: I want to cheer you on. We’re not obsolete. We can still be essential contributors to the future of business and the economy. Let’s start by learning something new—just a small step. Let’s climb a different hill than the one we’re used to. Our knowledge isn’t outdated; it’s a foundation that can evolve and blend with the new.

The journey isn’t over. In fact, it might just be entering its most meaningful phase.

2514 Breaking Through Bottlenecks: A Lesson in Teamwork and Timing

I recently started my new role at Turner & Townsend. As with any transition, I’ve been thinking carefully about how best to restructure the team. Fortunately, I was prepared for this kind of situation, so it hasn’t been too overwhelming—but I’d be lying if I said it didn’t weigh on my mind.

Right now, I find myself needing to make a lot of decisions to resolve the backlog of pending tasks. One particular task had been sitting unresolved for quite some time. According to my team, it had stalled because no one had the specific expertise needed to move it forward. A staff member was assigned to it anyway, but after two weeks, there was little to no progress. This has become one of my main concerns—not just because the task remains undone, but because I’m unsure whether that person will be able to demonstrate leadership until the right process is firmly in place.

Then came a turning point.

One Friday morning, a new team member, Okada-san, joined me in the office. He’s a scheduling specialist and formerly worked at one of the top three plant engineering companies—just like me. Because of our shared background, we were able to quickly build trust. In Tuckman's model of team development, we moved past the storming phase almost effortlessly and are now in the norming phase, working together smoothly.

That morning, we casually chatted about the pending task. I asked, “Why are we still assigning this to the same person? Shouldn’t we be exploring more suitable candidates within our network?”

Okada-san replied, “Yes, I’ve been thinking the same. I actually know someone who might be a better fit.”

That short conversation was the catalyst. After coordinating with Talent Acquisition, we agreed to begin exploring candidates with more specialized skills. At the same time, I plan to assign the current staff member to a different role—one that better suits their strengths. This creates a win-win outcome for everyone involved.

Reflecting on this, I realized something powerful: if Okada-san hadn’t joined Turner & Townsend, or if we hadn’t happened to be in the office together that morning, the decision might not have happened at all. It was a perfect example of how small coincidences and internal networking can lead to big changes. Often, we think of networking as something external—but internal relationships with colleagues, family, and stakeholders are just as important.

This episode didn’t require any extra paperwork or formal analysis—it simply happened through trust, timing, and conversation. It helped me break through a serious bottleneck in a surprisingly effortless way.

Maybe you’re facing a similar issue. Perhaps this story will inspire you to take that small step—a chat, a question, a moment of reflection. You never know what breakthroughs might be waiting on the other side.

2513: Teal Organizations: Exploring the Next Stage of Organizational Consciousness

 

In Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness by Frederic Laloux, the concept of Teal organizations is introduced, offering a vision of how businesses could evolve in alignment with human consciousness. I’m currently leading a project with colleagues who each bring unique expertise to the table. As I work closely with them in the coming weeks, I’m increasingly impressed by the potential of our team to operate as a Teal organization—one that transcends the traditional "Green" organizational model.

While I won’t delve into the specifics of Laloux’s book in this post (I highly recommend it to my followers), it outlines five evolutionary stages of organizations: Red → Amber → Orange → Green → Teal. These stages represent the increasing sophistication and efficiency of businesses as they evolve.

• Red represents a chaotic, power-driven organization where survival is the main priority.
• Amber is structured and stable, often found in traditional organizations like government offices, which are slow to adapt and change.
• Orange focuses on achieving efficiency and results, typically seen in large, global conglomerates.
• Green prioritizes a values-driven culture and decentralized decision-making.
• Teal represents the pinnacle of human-conscious organizations, where self-management, wholeness, and a sense of evolutionary purpose are embraced.

In my career, aside from my first job, I’ve mostly been part of Orange-type organizations, focused on efficiency and performance metrics. When I first read Laloux’s book during my MBA program three years ago, I was struck by the idea of the Teal organization. It seemed like the ideal organizational model. However, I quickly realized that it’s difficult to apply Teal principles in many business contexts. Teal organizations challenge traditional business KPIs, decision-making processes, and hierarchies. These disruptions can be uncomfortable for individuals who are used to climbing the corporate ladder through patience and perseverance within conventional systems.

Now, working with my new team, many of whom possess unique and distinguished skills, I feel that we have a genuine opportunity to embody the Teal model. It’s an exciting feeling to be part of a team that could truly operate in a self-managing and holistic way. As the director, I recognize my role in fostering a culture of wholeness and self-management within the team. One approach I’m exploring is coaching methods, which I’m still refining to see how they can enhance the team’s motivation and outcomes.

Why am I reflecting on Teal organizations now? During a one-on-one meeting with a colleague last week, he expressed his support for Teal-type organizations, which resonated deeply with me. It sparked a renewed interest in the book and the concepts it presents. While I initially thought of Teal organizations as an ideal for U.S.-based companies, I’m now convinced that it can be applied here in Japan as well. This has become a mission for me within this project: to fully understand and implement the ideas from Reinventing Organizations.

I look forward to continuing this discussion with my colleagues in our next one-on-one meeting. During that conversation, I plan to recommend another book that has influenced my thinking on motivation: Drive: The Surprising Truth About What Motivates Us by Daniel Pink.

2512 Embracing a New Era at Turner & Townsend

 

In February, I embarked on an exciting new chapter in my career by joining Turner & Townsend. This move marks a significant milestone, offering an opportunity to broaden my professional landscape and leverage my extensive experience in project management.

As I navigate my initial phase at the company, I'm eager to share some initial observations and reflections that serve as my starting grid at Turner & Townsend.

Insights from the Field

From my early days here, I've learned that while there's a strong demand for project management functions to drive capital expenditures (CAPEX) in Japan, many companies traditionally manage these initiatives in-house. Despite this, several factors have shaped the current landscape:

1. Historical Decline in CAPEX: Over the last three decades, Japan has seen a decrease in CAPEX opportunities. This downturn is a reflection of broader economic trends and shifts in industrial focus.

2. Reduced Need for Dedicated CAPEX Functions: Due to the prolonged period of minimal capital investment, many companies have scaled back or entirely dissolved their dedicated CAPEX functions and resources.

3. Impact of the "Lost Generation": The economic downturn during the late '90s, particularly from 1997 to 2000, led to reduced hiring. This period coincided with what is often referred to as the "Lost Generation." As a result, there is now a noticeable gap in the capabilities of middle to upper management, predominantly aged between 45 to 55, who missed out on critical early career development opportunities during these challenging years.

Unique Position and Future Outlook

My colleagues have noted that my specialization in plant-based business projects adds a unique dimension to the team at Turner & Townsend. While I might be considered a specialist within a niche area, it's a role that I am both proud of and excited about.

As I continue on this new voyage, I am reminded of Spencer Johnson’s Who Moved My Cheese?—an allegory about change and adaptation. Like the characters in Johnson's book, I am on a quest to find my new "cheese," embracing change and pursuing new opportunities.

2511 The Thunderbaird and the Passing of Time

 

Time is an indispensable part of life, and lately, I’ve been reflecting deeply on how quickly it passes. This thought often takes me to the bustling city of Osaka, where I’m currently living, near Shin-Osaka station. It’s a place I’ve come to know through my daily walks and commutes. One thing that stands out is the Thunderbird Express train—a local service in JR West connecting Osaka to Tsuruga (Toyama Prefecture). Though I’ve never personally ridden it, it reminds me of my elder son, now 22 years old.

When he was young, around 2 or 3 years old, his favorite hobby was playing with his Thunderbird train set. I can still hear him mimicking the sound of the train’s announcement: “Express train Thunderbird, ready for start!” He would repeat this over and over, delighting in the sounds of his imagination. At the time, I was in my early 30s, deeply immersed in my work and traveling overseas almost every month for business. I was hardly at home—maybe 10-20% of the time.

Now, living near Shin-Osaka, I frequently see the Thunderbird stationed at the platform during my walks. I had always known about the train’s service area, but seeing it up close, again and again, has brought a certain sense of regret. I can’t help but think: Why didn’t I take him on the Thunderbird when I had the chance?

The distance between Tokyo and Shin-Osaka is only about 2.5 hours by bullet train. Was it time? Money? Or perhaps my own selfish desire for private time, for golfing, drinking, and other distractions? I regret not seizing that opportunity when I had the chance. I had weekends, I had the time, and yet I failed to share something as simple yet meaningful as a train ride with my son.

This experience, I believe, can resonate with young parents today. It’s a reminder of how time is often discounted in our busy lives. When your child is excited about something, that moment is precious and fleeting. I missed out on that time—time that I can never get back.

But rather than dwell on regret, I’ve decided to do something about it. The next time my son visits me in Osaka, I want to offer him the chance to take a ride on the Thunderbird. Even if he doesn’t remember the exact moments from his childhood, I want him to know that I regret not sharing that experience with him earlier—and I want to make up for it.

I plan to bring up this story over dinner one evening. It may be a simple conversation, but I believe it will be a warm and meaningful one. A chance to share not just the experience of the Thunderbird, but the importance of taking time for the people we love, and learning from the moments we’ve missed.

Time passes quickly, but it’s never too late to make the most of it.

2510 The Importance of Process Autonomy in Store Operations

When I took over the shisha bar last November, one of my key objectives was to establish a structured yet autonomous operational process. My goal was to create a system where tasks were clearly defined, responsibilities were distributed efficiently, and each team member could contribute independently to the store’s success.

Recently, Kenji, who will take on the role of store manager starting this April, brought up a topic that perfectly illustrates the significance of process autonomy. He proposed that housekeeping tasks were not a major concern and that he would handle them himself. While I appreciated his willingness to take responsibility, I suggested that we establish a housekeeping guideline for part-time staff instead. The reason? Because I had noticed that essential areas such as windows, toilets, floors, and air conditioning filters were not being cleaned as frequently as they should be.

Kenji initially questioned why we needed such guidelines when he was willing to manage housekeeping himself. In response, I explained that while these basic tasks do not require advanced skills or knowledge, they are crucial for maintaining a comfortable and welcoming atmosphere. More importantly, these routine responsibilities should not be the store manager’s direct burden but rather a shared responsibility among all team members.

A manager’s time should be invested in higher-value activities that directly contribute to the store’s growth and profitability. By setting up an autonomous housekeeping process, Kenji can shift his focus to strategic tasks—such as improving customer experience, optimizing operations, and driving revenue—rather than constantly monitoring and handling low-value activities himself.

After our discussion, Kenji seemed to understand the rationale behind creating a structured housekeeping guideline. I was pleased to see his openness to the idea and his willingness to adopt a more systematic approach.

Kenji’s growth as a leader excites me. I am increasingly confident that he will develop the ability to build an automated operation where responsibilities are clearly assigned, allowing him to function as a single point of responsibility without micromanaging every aspect of the store. While my initial goal was to cultivate a culture of autonomy among part-time staff, I now believe that with Kenji as a dedicated store manager, our journey toward an efficient and self-sustaining operation will progress even faster than I originally anticipated.

This experience reaffirmed my belief in the power of well-defined processes. When a business prioritizes autonomy and structured workflows, it creates a strong foundation for sustainable growth and operational excellence.

I look forward to seeing Kenji continue to evolve in his role, and I am eager to support him as he works towards building a more efficient and successful store.

2509 : Nissan and Honda: A Failed Partnership Reflecting Conservative Barriers to Innovation

In my previous blog, I discussed the deep-rooted cultural barriers that can hinder transformation in conservative companies. A recent example that highlights these challenges is the failed partnership proposal between Nissan and Honda, where Nissan ultimately rejected Honda’s idea of becoming a group company under Honda’s umbrella. This situation not only underscores the difficulties of collaboration in the face of entrenched corporate cultures, but it also mirrors the very cultural barriers I addressed in my earlier post.

Nissan: A Conservative Model

Nissan has long been seen as a giant in the automotive industry, known for its stable history and unique technologies. However, like many large, publicly listed companies, it has struggled to embrace the kind of change necessary to secure its future in an increasingly competitive global market. This reluctance to change, or even entertain innovative ideas, reflects a conservative corporate culture that values tradition and autonomy over collaboration and transformation.

In the failed collaboration with Honda, Nissan's leadership likely saw the proposal as a threat to its independence, a threat not just to the company itself but to the way things have always been done. As I mentioned in my previous blog, many conservative companies tend to attract employees who are comfortable with maintaining the status quo. These individuals often lack the mindset required to drive transformation, further contributing to the difficulty of overcoming cultural barriers.

Honda: The Innovator

Honda, on the other hand, has positioned itself as more open to change and innovation. With a reputation for adapting to new technologies and exploring new business models, Honda’s culture is far more flexible compared to Nissan's. Yet, despite Honda’s forward-thinking approach, its proposal was met with resistance from Nissan. This rejection highlights a critical issue I raised earlier: even when one company pushes for change, the deeply embedded culture of another can prevent progress.

The Root Cause: Cultural Barriers to Innovation

The failed Honda-Nissan partnership is a direct reflection of the cultural barriers I outlined in my previous blog. Nissan's conservative corporate culture, which values tradition and stability, led to a rejection of an opportunity that could have driven both companies forward. Much like the conservative companies I mentioned earlier, Nissan's internal culture failed to recognize the necessity of change in a rapidly evolving market. This situation serves as an important reminder that cultural barriers are not just a challenge for companies—they are also present in their employees, who may resist change due to a lack of exposure to new ways of thinking.

Lessons for Corporate Transformation

The Nissan-Honda debacle underscores the challenge of overcoming cultural barriers to innovation. As I pointed out in my previous blog, companies like Nissan are not alone in facing these challenges. Many well-established organizations, especially those with long histories, struggle to embrace change because of the deeply ingrained corporate cultures they’ve developed over time. This is where leadership plays a critical role in recognizing and addressing these barriers.

For companies that want to transform and stay competitive, it’s essential to take a hard look at their internal cultures and hiring practices. As I mentioned before, attracting the right talent—those who can drive change—requires more than just offering a stable work environment. It requires fostering a culture that is open to collaboration, new ideas, and innovation.

The failed Nissan-Honda partnership is a stark reminder that cultural biases and resistance to change can undermine even the most promising opportunities for growth. Overcoming these barriers requires both leadership and employees to shift their mindset and embrace a future where transformation is not just necessary, but inevitable.

2508 : Overcoming Cultural Barriers in Conservative Companies: A Challenge for Transformation

For me, this is a very fotunate position because my customers and my company are publicly listed. These companies are typically conservative, and there’s growing recognition, both internally and externally, that we must embrace change to become more sustainable. As Peter Drucker famously said, "Culture eats strategy for breakfast." This is particularly true for conservative companies, where the culture can often be a significant barrier to innovation.

We evaluate these companies, and the bias stemming from their culture becomes clear. The reluctance to change often stems from a long-standing history of success. These companies, many of which have been around for over 50 years, possess brilliant histories and unique technologies that have helped them remain competitive in the market. However, as times change, there’s a growing need for them to adapt and evolve.

Now, let’s focus on employees. When new employees join a company, how much do they really know about the corporate culture? Fresh graduates may not fully recognize the impact of this culture when they first enter the company, but it’s easy to assume that many of them expect the traditional, conservative business methods because they’re drawn to the stability and legacy these companies offer.

These publicly listed companies may follow a trend in business methods or frameworks, but surprisingly, many people within these organizations don’t fully understand them or aren’t interested in them. Most employees are highly qualified and aware of the necessity of change, but there’s often a gap between recognizing the need for transformation and actively pursuing it.

For companies seeking transformation or aiming to become more innovative, I see hiring practices as a major challenge. Without the right approach, these companies will continue attracting conservative candidates who fit the current image of the company. The key issue is that candidates who could drive transformation may not even be applying, as they might perceive these companies as too traditional or resistant to change.

In this blog, I want to share my thoughts on how conservative corporate cultures and their cultural biases are not just ingrained in the companies themselves but are also reflected in their employees. Overcoming these barriers is essential for any transformation, but it’s a significant challenge that requires concerted effort both from the company’s leadership and the employees themselves. 

2507 Reflections on Quitting Alcohol: A Journey of Discovery

 Since January 2023, I made the decision to quit drinking alcohol. I shared this experience in a previous blog post, where I explained that the decision was driven by my goal of succeeding in exams in March. Initially, I thought I would return to the habit after the exams, but I found that the benefits of staying sober were much greater than I anticipated. So, I chose to continue this path until today.

Two days ago, I had a farewell dinner with my colleagues and staff at Air Liquide. As a gesture of goodwill, they invited me to enjoy my favorite Japanese sake, "剣菱黒松," for the last dinner before I moved on. I drank about 2 Go (approximately 360 mL) over three hours. It had been two years since I last drank at a public dinner, and I thoroughly enjoyed the taste of the sake. I can confidently say that it's my number one favorite.

As I write this blog post two days later, I find myself back at my desk, taking a moment to reflect on the experience. Normally, I would have written this post the day after, but I noticed a lack of motivation. I believe it might be because of the alcohol. During the dinner and the following day, I felt good and wasn’t hungover at all. This is likely due to my strong alcohol and aldehyde enzymes. I even checked my enzyme level, and I was found to have a level 4 as the highest tier of alcohol enzymes.

Despite this, I recognize that my mentality has been somewhat off recently. If I were to describe it metaphorically, I felt like I was afraid to move forward—staying home, unable to think creatively. After 48 hours, I feel like I’m returning to my usual self, resuming my creative flow, reflecting on my business situation in Kyoto, and working on summarizing my private consulting projects.

Looking back on 2024, I realize it has been a year of significant achievements, and I believe quitting alcohol may have played a role in my success. If I had continued drinking, I am not sure I would have accomplished everything I have so far.

At the dinner, I enjoyed the sake, but looking back, I realize that I could have enjoyed it just as much without drinking. Given the impact that alcohol had on my motivation and creativity afterward, I’ve decided that I will not drink again until my professional challenges are over. There is so much more to life than the momentary pleasure of drinking.

I would like to take a moment to express my heartfelt thanks to my colleagues and staff for making this farewell dinner so memorable. Your warmth, support, and thoughtful gestures during this transition mean the world to me. I am deeply grateful for the opportunity to work alongside such an incredible team, and I will carry the memories of our time together with me as I move forward.

2506 Bridging the Gap: Project Engineers and Project Management Challenges

In my latest consulting engagement, I had the opportunity to work with a client that has been a leading company in their industry for over 100 years. As part of my role, I was brought in to reinforce their project management practices, which is a typical request from companies seeking to enhance operational efficiency and project success.

From day one, I identified a significant gap in project management awareness among the team of Project Engineers (PEs). In this company, the role of a PE encompasses both process engineering for auxiliary packages and project management activities, with responsibilities split approximately 50:50. However, this dual responsibility has resulted in a dilution of the project management function, as PEs are unable to fully focus on their management tasks due to the demands of their engineering work.

This situation led me to reflect on a critical question: To what extent is the role of a Project Engineer standardized in organizations that do not specialize in project management?

In my professional opinion, PEs should primarily focus on project management and operations in accordance with PMI-PMP guidelines. Simply put, both PEs and PMs should manage cost, time, and risk while adhering to the 12 essential project management knowledge areas. However, the reality in many organizations, including my client, is quite different. PEs are often overburdened, juggling engineering tasks and project management responsibilities, leading to inefficiencies and potential project risks.

This challenge is not unique to this company. Many organizations expect their PEs to handle a vast range of responsibilities, requiring them to manage both technical and managerial aspects of projects. This places immense pressure on PEs, often leading to burnout, unforeseen workloads, and uncertain career trajectories. The broad scope of project activities and the unpredictable nature of challenges further complicate their roles.

Looking ahead, I am committed to delving deeper into this issue in the coming year. My goal is to develop a consulting and seminar package tailored to minimizing project failures by focusing on personalized project operations. I strongly believe this is a prevalent issue within the project management industry in Japan, and addressing it can contribute to improved project success rates and better career development for PEs.

As the landscape of project management evolves, organizations must recognize the importance of clearly defining the roles and responsibilities of their project teams. Proper alignment with best practices and international standards can help ensure that PEs are not stretched too thin and can contribute effectively to project success.

I invite my peers and fellow project management professionals to share their thoughts and experiences on this topic. Together, we can work towards creating more sustainable and efficient project environments for all stakeholders involved.

2505 Lessons on Going Concern: Insights from My Shisha Business

In November, I took over a shisha bar business, knowing full well that it wouldn’t turn a profit immediately. Despite this, I occasionally feel the weight of the financial burden as the business continues to draw on my cash reserves. While this situation is manageable for another six months, I remain optimistic that the business could become profitable within a year.

At present, revenue falls short of covering expenses, but there’s a silver lining: the income is consistent and reliable, flowing steadily into the bank account regardless of my personal involvement. This is a testament to the hard work and dedication of my excellent Gen-Z staff. Their efforts have allowed the business to maintain a stable operational rhythm, even as I focus on my other ventures.

The shisha bar is my first tangible portfolio outside of consulting, a field that heavily depends on my direct involvement and external factors. Unlike consulting, which often feels like chasing external validation, the shisha bar is an opportunity to build something concrete.

While the business has yet to reach sustainability, it is buoyed by a genuine demand for shisha and the loyalty of our customers. This has given me a deeper understanding of the concept of "going concern" in real-world business operations.

I believe the business has the potential to become sustainable, but I am acutely aware that success is not guaranteed. The future depends on the actions and strategies my team and I implement. This sense of control is both daunting and empowering. Unlike investments in stocks or real estate—where performance is largely out of your hands—the fate of a business like this is directly tied to your decisions and efforts.

I wouldn’t call myself a risk-taker; in fact, I lean toward the safer side. However, running a business like this feels more controllable and tangible compared to passive investments, where all you can do is observe their performance from the sidelines.

The journey has been a tremendous learning experience. I am still uncertain whether the shisha bar will grow into a major part of Growth Unlimited Corporation (GUC). However, it has already given me invaluable insights into the concept of "going concern" and what it truly means to invest your time, energy, and resources into building something from the ground up.

2504: Kenji's Decision for a Brilliant Endeavor

December 20th marked a memorable day for GUC. One of our shisha staff members, Kenji Okamura—a university senior—approached me with a bold proposal: to join GUC as a permanent employee starting April 2025. This decision came after he chose to decline an unofficial offer from a major recruiting company.

Kenji’s reasons for this significant decision were clear and compelling:

1. A Passion for Shisha Craftsmanship
   Kenji expressed his desire to lead our "Zerobase" initiative and drive its success, leveraging the deep knowledge and passion he has cultivated over three years of mastering shisha crafting and creating enjoyable customer experiences.

2. Expanding Business Acumen
   He saw an opportunity to grow by learning from GUC’s consulting activities and business network, gaining exposure to diverse ventures beyond shisha operations.

3. A Sense of Responsibility
   Observing my increased workload as I embark on new professional activities in Osaka, Kenji recognized the need for a permanent team member to ensure sustainable and profitable operations at GUC.

At first, I hesitated. It’s not easy to commit to such a significant change, but Kenji’s reasoning struck a chord with me. He has demonstrated a deep respect for his own strengths and preferences, valuing hands-on experience over conventional career paths shaped by post-1950 norms. His dedication to shisha craftsmanship and his understanding of customer-centric operations convinced me that he is ready to hone his skills and build a professional future at GUC.

Moreover, Kenji’s vision goes beyond shisha. He aspires to immerse himself in the broader business landscape through consulting and entrepreneurial ventures. This kind of hands-on, multifaceted growth is something he wouldn’t experience in a large-scale corporation.

GUC, like any venture company, is a going concern, facing both challenges and opportunities. I promised Kenji that GUC would provide him with platforms to explore uncharted possibilities. However, I also reminded him of the reality: his growth and success depend on his willingness to embrace challenges and continuously enhance his skills.

“You’ll be an average-income employee unless you take on challenges and expand your knowledge,” I told him. “But with effort and passion, you could achieve a six-figure income before you turn 40. It all depends on how you grow the business and yourself.”

Kenji’s decision to commit to GUC is a testament to his entrepreneurial spirit and his belief in our shared vision. I am confident that this partnership will lead to remarkable growth, not just for him but for GUC as a whole.

Here’s to the next chapter of GUC with Kenji leading Zerobase into a brighter future!