In the second half of our interview with Mr. Goto, we delve into the global aspects of expanding a startup, focusing particularly on challenges in the US market. Mr. Goto shares his experiences and practical advice for entrepreneurs looking to make their mark internationally. He emphasizes the importance of firsthand experience and adaptability in overcoming cultural and operational hurdles abroad.

Notable content:

• Importance of Hands-On Experience: Mr. Goto stresses that directly experiencing the target market is crucial for success. Initial visits often reveal the stark realities of operating in a new country, and repeated efforts help in better understanding and adapting to the market.

• Cultural Differences and Adaptation: He highlights significant cultural gaps between Japan and the US, such as communication styles and business practices. Understanding these differences is essential for effective interaction and negotiation in a foreign market.

• Challenges Faced by Japanese Entrepreneurs: Many Japanese startups struggle with the higher hurdles in the US, such as securing funding and building a team. Mr. Goto notes that these challenges often lead entrepreneurs to reconsider their strategies and return to Japan.

• Role of Tech House: Tech House, a share house for aspiring entrepreneurs, plays a pivotal role in supporting Japanese startups by providing a community and resources in the US. Mr. Goto underscores the value of such support networks for those navigating the complexities of international expansion.

—The second half has started Mr. Goto, once again thank you for your time In the first half of the video, we talked about your background and the reasons for starting your current startup If you haven't seen the first half of the video, please make sure to check it out. In the second half, I would like to ask questions with the keyword "global" in mind thank you for your time

Mr. Goto: “Thank you too.”

— By the way, we talked a bit about various things in the first half of the video such as challenges overseas and the issues you considered when taking on those challenges, and your approach to these issues. I think you mentioned lightly. I think in Japan as well, there are many people who want to take on challenges overseas but don't know how to go about it. I think there are many people like that. If they want to take on challenges overseas, of course, based on your experiences, what is the best way to go about it? I'd like to ask about it. How can people who want to take on challenges overseas take the first step?

Mr. Goto: “Well, to put it simply, unless you actually come here, it's difficult. Moreover, for me as well, at first, I spent three months from March to June last year Honestly, the first time I didn't make much progress, but the second time when I was there, I started to get the hang of it. I mean It was in December I was staying at a place called Tech House, a share house for people who want to come to the US, I was living there, and I'm still living, and there were about people who came from Japan last year, but there were hardly any people who came a second time. Including myself, there were only about two or three people. Most people, after coming for the first time, feel like, "Oh, so this is what the US is like," and at some point, they feel the struggle. Whether it's with funding, gathering team members, finding clients, or something else, they encounter issues with people, resources, and money. At that point, of course, since they're running a startup, they think they need to establish their business. But the hurdles in the US are higher than in Japan. So, when thinking about realistically succeeding, they will decide to start in Japan first. So, this becomes a hurdle, so first, I think it's good to come and try it out, but when you decide to do something in the US, you need to think about it a bit. In other words, If you only target Japanese users at first, and only hire from Japan, and in Japan, it will probably make expanding in the US much harder. So, you need to manage things well. I think it's the first hurdle everyone faces.”

— I see, so whether it's the US or somewhere else, it doesn't matter for now. Just going there first is quite important. Seeing and feeling it for yourself, making your own judgment, and experiencing it, to determine whether you see potential in the market or not is the best approach, right? First, you need to go there.

Mr. Goto: “That's right. Even in a startup, whether it's hiring or fundraising, you need to try it out, fail, and go through trial and error to optimize the process. That process is essential. If you don't target the US market specifically, you won't acquire the skills to expand there. Optimizing in Japan first will make it hard to transfer those skills there. For instance, the way of fundraising is very different between Japan and the US. The structure of the pitch and what kind of story is evaluated are very different. In the US, it might not be the same. So, coming here and failing, then figuring out how to overcome that failure, you need to keep challenging at least until that phase. So, you need to come here first. Otherwise, you can't even talk about it, and after failing once, you need to think about how to use your resources and skills to achieve your goals. Otherwise, you won't even reach the first step abroad. Come here assuming that you will face challenges, and think that it won't go well in just three months. Otherwise, you might get discouraged somewhere along the way.”

—Thank you. That's very true. You need to set a period first, try it out, and if it doesn't work, think of a different approach, keep trying and testing, and learn from those failures. Learn and grow from them. That's quite important.

Mr. Goto: “That's right. If you don't secure the time to do that, it will be difficult. In Japan, investors generally listen to you. Not only investors, but Japanese people generally have meetings and listen to each other, there is a high possibility of that. Because there is mutual respect... But in the US, it's not like that. They don't listen to you, and if you want to talk, you need a referral. So, I think the timing when Japanese people get discouraged is often due to the others being rude, or their bad attitude because they are not treated with respect, and feeling a cultural gap and returning to Japan. I think this happens often. So, during conversations, they feel the others are rude, but I don't know... I'm not American, so I don't know, but I think Japanese people tend to say this. In America, I haven't heard much of such bad reputation... unless the attitude is really bad. If they are not treated with respect, they get discouraged. I think this happens often among Japanese people,”

— That might be a cultural gap. Maybe there is something like that. I don't know for sure, but

Mr. Goto: “I have heard stories about conflicts between Japanese and American people, that’s why I think it happens.”

— I see. Also, I think, since I often go back and forth to the US, within the context of communication, I think Japanese people might feel it quite tough at times. After all, English is very straightforward, with clear yes or no answers, while Japanese is often full of ambiguous expressions. For example, among Japanese people, they deal with each other with respect, by being ambiguous about various things. to avoid hurting each other's feelings. In English, on the other hand, and especially with Americans, they are very straightforward and clear in their expressions. They don't use ambiguous expressions, and even if they say something negative, they don't have any bad intentions They are just straightforwardly expressing what they are thinking. So there is definitely a cultural gap. Yeah... I see. That makes a lot of sense. By the way, I think the viewers might not know about Tech House, so could you briefly explain what kind of place it is?

Mr. Goto: "Well, Tech House is originally started by Satoshi Naito, who is now running a startup called Anyplace, who started a startup in the US. It's now closed, but he started Ramen Hero, a startup bringing Japanese ramen to the US. He and I started a share house called Tech House, and It's evolved over time. And now, it's a place where people who want to challenge in the US gather and work together. I've been there and I’m still now.”

— That's the story. I see. Thank you. So, everyone, if a startup wants to go to the US but has no connections, using Tech House can solve that problem, right?

Mr. Goto: “That's true. It's in a really good location, and if someone is serious about it, they should contact us. The place becomes more refined as community. I feel like that. So, the bar is getting higher, but if someone is serious, we will fully support them. So, they should contact us.”

— I understand. we’re transcribing this video, and in the article, and also in the description, we'll include information about Tech House, so if anyone is interested, they can access it. You mentioned that around people visited Tech House last year, but only a few came back. except for you, Gotosan. Why do you think that is? They took the action to go abroad, so why didn't they return? and what kind of people visit Tech House? What is their persona?

Mr. Goto: “There are a couple of patterns. There are two main patterns. One is people who are about to start a startup and want to consider the US as an option. That's one pattern. The other is people who are already running a business in Japan and see the US as like... as a potential next big market, right? That's the other pattern. the ratio between these two is about or , is those who are already running a business. This pattern is pretty consistent, and the first group, which includes myself, often feel some kind of hurdle, and they can only stay for up to 3 months, and then they return to Japan. It's hard for them to come back again. There are various reasons for this. For example, first of all, startups are risky. When you think about starting a startup in Japan, it's already challenging, but doing it in the US makes it even harder. makes it even harder. Startups are rare and risky in Japan, but compared to the US, it's much easier in Japan. In Japan, you can have proper conversations with investors. For example, Here, you need referrals and... I mean there is competition to get good conditions. you need to be selected to stand on a proper stage. People from places like Stanford get good treatment from the start, but as an immigrant with no background, especially if your English isn't perfect, you have to compete in noticeable places, and you naturally feel pressure. Then, you are wondering Why you are facing this competition? Even though it’s difficult, you are wondering like Is this the right path? That's usually how it goes. Then, they think of building their team in Japan first. Not just the team, but also targeting Japanese users first. They gather resources in Japan and then, when they consider coming back again, they doubt if it will be effective. They think, "We finally started up in Japan, and if we go back like before, it might not be effective. The cost of living is high, and the difficulty is greater. There is a lot of gravity to give up. When I returned to Japan the first time, and go to the US again, it was hard to come back. Going to the US for the first time was like a new adventure, and felt like a special occasion. But after returning to Japan and coming back again, The experiences that it wasn't that successful, make us think what will change the next time. It's very difficult to logically plan. So, considering the rationality, it's hard to come back. That's the biggest reason, I think.”

— I see. Then, despite all that, what made you decide to challenge yourself? Why? After hearing your story, I understand the difficulties, but what made you decide to go for it? What motivated your decision? What was the background for that decision? I'm curious about that.

Mr. Goto: “Well, there are several reasons, One was to challenge Gaudiy globally, and after stepping down from Gaudiy, I helped several startups. I wanted to challenge myself globally, but... but there are many reasons. thinking realistically, I tend to compromise somewhere. It sounds negative, but... When thinking logically, I tend to avoid certain decisions. There are such points. For instance, whether to move the company to the US, or hire members there. There are various layers to consider, but you end up thinking it's better to do it in Japan. but I knew from experience that such decisions wouldn't lead to success. That's what I learned from experience. So, if I did the same thing now, I'd get the same result. Though I don't know the exact outcome, I felt I had to go. Also, the Tech House community welcomed me. With the support of the Tech House community, I managed to come here. The second time was really good for me. I reconnected with people I met the first time, and talked to them again. This made things easier. Meeting people the second time made things easier. In the Japanese community, or even abroad, many people come and go short-term in San Francisco. I feel like I can only be accepted if I continue to go to events and get recognized. Once you're accepted, things finally start progressing. With that foundation, I wanted to come back, so now I'm here for the third time. The hurdles of the first and second times are very high. The first time, you can come with dreams. but after the second time, rationality takes over. So, I think if you can overcome that time. I see.”

— Thank you. By the way, how about speaking English? I mean... Given your engineering background, you might not.... I mean you might not have had much resistance to studying a new language. I assumed that, but are you already good at English before?

Mr. Goto: “No, I couldn't at all. It's not something to brag about, but in high school, my English grade at first was around in my second year of high school. Is that so? After a year of studying, I could read and write. Especially reading skill becomes better but my listening and speaking skills were still very poor. After stepping down, I spent about six months studying English intensely. My skills didn't improve much even then. I took the TOEIC exam and scored points in three months, but I still couldn't listen or speak well. In November , there was a hackathon in San Francisco. I had to talk a lot with the judges, and make demo videos. Being in a situation where I had to use English there, that's when I suddenly improved.”

— When you're in an environment where you have to use it, you have no choice but to use it. Otherwise, you won't use it or speak it. And without speaking, you won't improve. Going back to the first half of the video, going abroad is important.

Mr. Goto: “That's right, especially for founders or those who have related businesses, talking about business in English is relatively easy For example, in online English conversation classes where you look at a picture and explain it in English, there are such activities, but those things I'm not really good at them either, but talking about business is relatively easy because I think about it a lot, so when I talk about it, surprisingly I find that I can talk about these things and it gets across, which boosts my confidence, since then, it's been much easier. Before I knew it, my listening skills improved, and I could speak better too. Your ears do get used to it when you hear it locally. Yes, even now there are people I still can't listen at all, like those with strong accents, and also some very fluent people, it's strange to say, but, when native speakers mumble a lot, but if I ask them to repeat, I can understand, and normal conversation I can understand Yeah, and if I ask them.”

— Well…to speak a bit more slowly, they usually do speak more slowly. I'm sure of it.

Mr. Goto: “I see... so probably... talking itself isn't much of a problem, for example, but today I felt that something was difficult, today, for instance, it's a bit of an odd story, but, I'm now heading to an accelerator in Hong Kong, and I was talking to someone there. We were discussing the details of a contract, so I had to get an angel investor and a US lawyer involved, and talk with their representative and lawyer about the contract terms, and that was a lot, but in these tough situations catching up and speaking appropriately, those things are obviously challenging, but in those special situations, or tough scenarios, or after an event, someone says let's go to a club and you have to chat and get along there, those things are hard, but still doing pitches or recruiting people, those structured things, and with team members, it's an internal matter, because, if you don't understand, you can just ask again and it's fine, or communicate through messages in highstakes situations, where the situation is particularly tough, it can be hard, but other than that, there aren't many problems. So I don't think English being a hurdle will prevent you from starting up.”

— I see. I think so too. This is just a personal theory, but some people want to try abroad but can't, one of the reasons is because they think their English isn't perfect. Many people think that and it holds them back. They think they need perfect English before going, and plan to go after that. I think most people think that way, but it's faster to go first. Personally, I think it's more important to go first, but many people think they can't do it if they can't speak well. So, if listeners hear this, and if it gives them some courage, that would be great. It's best to be good at English, but it's not a must. It's not mandatory.

Mr. Goto: “That's right. Yeah. In the end, for example, immigrants who come to America, many aren't good at English, but even so, they think about how to get people interested. I think that approach is good. In my case, in terms of hiring, or acquiring clients, we mostly get them through the product concept. It's not about selling commoditized products well, but rather doing things no one else is doing. When we talk about it, they get interested. The product itself is in an interesting field, like games, so people want to get involved. I'm doing things people want to do but haven't been able to, so they get interested. That's one strategy. For Japanese founders, bringing Japanese culture to the US is one strategy. There are many startups doing that, like those offering sweets or food in the US. Snacks, food, etc. It's all about getting people interested in the product and being the only one providing it. So, with your environment and skills, if you think about how to make it work, English and other things aren't a big deal. More importantly, think about how to get people interested instead of focusing on English. That's more important.”

— I see. Sure, in America, there are many immigrants, and very few people speak perfect English. I mean, there are so many different races, with different accents, even among native Americans. If you go to different states, you'll find different accents, so what is perfect English anyway? If you think about it, you don't really have to worry about it. Also, don't worry about making grammar mistakes, or mispronouncing words. Really, you don't need to worry about that either. There are so many accents, so embrace it as your own style. Just speak as you are. It's fine. That's what I think. So, by speaking in your own words, you will get people interested. Just speak in your own words, and that's the important thing. Just speak. That's what really matters. That's what I realized again. I see. Thank you. By the way, when it comes to overseas markets, there are various markets. I think. So, why did you choose the US and what were your criteria? What was your selection criteria? What did you consider?

Mr. Goto: “Well, putting aside logic and intuition, first on an intuitive level, when thinking about challenging overseas, it's really just my personal impression, but rather than going to a country that's less developed than Japan, many people think about going somewhere with higher recognition. It's just an impression I get. I don't have confidence in my English. But within that, I think it would be easier to get evaluated. Well, I'm not sure, I'm not sure, but that's why thinking about going to America is a rare case, but when thinking about overseas expansion, it's probably not that common. But eventually, when speaking statistically, about market size and, the size of the startup ecosystem, it's overwhelmingly the largest, right? So naturally, having an influence there, means having a strong opinion globally, which is powerful. So, how to put it... Given my background, and being naturally evaluated in the US, it's actually like that, but succeeding here is the closest thing to having global influence, so in that sense, there wasn't another choice besides America. I see.”

— Got it. Market selection is probably important, I think. Also, when you look at it from a macro perspective, America, in terms of the number of startup unicorns, and looking at the startup ecosystem, it's the most developed, I think that's part of it. Besides that, personally, this is just my opinion, but whether you like the country or not, is important, I think. When thinking beyond the macro level, do you like the country, the people in the country, the culture, the food, taking all of that into account, if you can stay there for a long time, that's also important. I think that's important.

Mr. Goto: “That's right. From that perspective, different states in America are very different, but I really like San Francisco. I really like it, San Francisco is different from the stereotypical America. It's a bit different.”

— Now that you mention it, that might be true.

Goto-san: “The typical America is probably on the East Coast. In New York, it's more East Coast, and if you go further inland, you'll probably find the traditional America. But in San Francisco, what I really feel is that people come from all over the world, and there's competition there. The competition is intense, meaning talented people from all over the world are gathering here, and it's like a global battle, that's the image I have. Not "sen" as in line. but "sen" as in battle. Competing with top talent from around the world and rising through the ranks is possible here, and I think that's unique. In that sense, it's very comfortable, and it motivates me to work hard here.”

— Thank you. Mr. Goto, you've had experience with Japanese startups, and you're currently challenging with your own startup in America, in America, so I think you can compare the differences between Japan and the US, including everything. Of course, there are cultural gaps, but that's a given, there are various differences. In your opinion, what are the major differences between Japanese and American startup cultures? If you were to name a few, when do you feel the biggest differences? Where do you feel the differences?

Mr. Goto: “Well... I feel the culture is definitely different, but what I really think is, why is the culture different? I think it's because of the different environments. For example, businesses that use the latest technology, like Web . a while ago or AI now, can become businesses even in their early stages. In San Francisco, that's a characteristic, I think. Why is this possible? It's not just about temperament, but when you think rationally, it makes sense. For example, AI for D right now has very low quality, but there are already several competitors, and some have raised around billion yen. Why is this possible? They're creating things in San Francisco and spreading them globally. Productbased expansion means they can make it a business. They can gather a large enough audience from around the world. So, earlystage products, for example, might be BC oriented, or even BB oriented, they can generate traction even with small amounts, and they keep developing things. So, investors look at the early traction and decide to invest. They decide to invest, and small to medium businesses, or BC businesses, spread these products, and develop new technology. There's an environment where this is possible, and a lot of people want to do it. I don't know which comes first, but this is possible is a characteristic of the U.S. In Japan, if you try to work on the same new technology fields, except for enterprisefocused projects, I think it's almost impossible. Of course, SMBoriented startups are emerging globally, but if you want to do new technology, and target only Japan, you won't have enough numbers to monetize BC or SMB projects, so you'll naturally turn to enterprises. naturally turn to enterprises. Why enterprises give projects to Japanese startups is, in the U.S., they turn to M&As. But in Japan, they don't buy teams but prefer inhouse development. They prefer inhouse development for DX, and look for support for DX projects. So, startups get DX project orders, and get funding from there. So, they try to gather funds from there. So, There's a difference in the ecosystem and the characteristics of the accessible market. What kind of services and when can be created is different, So, what's considered cool business changes, and as a result, the culture is different, and investor preferences change. So, it's not that American are big risktakers. At first, I thought American investors just throw money around, That's not the case. Obviously, they think rationally and optimize accordingly. So, it's just a difference in the premise. As I said earlier, where big companies put their money is different, The market size they can access is different, How to monetize is different, many things are different, So, what's considered good just depends on those differences.”

— Thank you very much. So, What I'm curious about is, Gaudiy has also raised significant funds in Japan, I've seen news about it, and you have experience in raising funds for your startup. So, In terms of fundraising, what are the differences between Japan and the US, and from an investor's perspective, how do Japan and the US differ? What are the key differences? between Japan and the US, in your opinion? What points stand out?

Mr. Goto: “Well, ultimately, the decision-making process for investments isn't much different. I feel the same way, but the first difference is, the initial step is accessing investors and preparing for that. In the US, it's much more necessary. I feel it's much more necessary. That's what I feel. In Japan, from pre-seed to seed rounds, at least being able to talk with the investment manager isn't a problem. You can at least have a conversation and get through the initial due diligence. as a matter of course in Japan. There aren't many startups, but in the US, there are so many people who want to start a startup, so you have to pass through the screening process first. So how do you pass through the screening this step comes first. This involves angel investors, or accelerator programs, or referrals to VCs. You have to overcome these hurdles. You need a lot of materials to attract interest in a short time. it might be relationships, pitches, to quickly grab attention. US VCs, for example, review about pitches a month for due diligence. Even larger firms handle more, you only get a few seconds to stand out. but in that scenario, before starting a new startup, you have that competition. So in terms of final investment decisions, they consider these factors, but in Japan, they consider the Why Now factor, the story, the vision. They aren't asked about it much, probably because many people talk about it, but few can actually make things happen. That's why there are fewer people doing startups. So fewer people are doing startups. and wondering if it’s continuing, or confirming if the person can really do it, is more common in Japan. It's rare, as a career step to start a startup. In the US, there are so many people who want to do it, so confirming if they can do it is less about communication skills, or continuing skills, but about actual experience. The screening process is different. That's the difference.”

— I see. In a way, Mr. Goto, you are starting from zero in America, so I think you just jumped in without any connections. How did you manage that? What kind of strategies did you use? As you mentioned earlier, the Hong Kong accelerator, came up in the conversation, up to the present time, what have you been doing to connect with various people I believe you've made a lot of efforts and strategies. I believe so. For listeners, Please share some insights.

Mr. Goto: “Well, in my case, I really got a lot of help from people around me, which is the honest truth, so the Japanese community in the US, introductions from them, and Also, JETRO's support for accelerators has been invaluable. Those two things have been key for me. Of course, I attended events myself, for example AI events, I gave presentations there, and networked with organizers, but connected with people in the gaming industry, or with potential users. Initially, it was through these community introductions. That's where I started. After that, I focused on making things, showing them, and gaining interest. That’s what I did. I shifted my efforts to creating products. I'm not particularly good at sales or networking, so I wouldn't say I did anything special. But I got a lot of help from others, and tried to create interesting things to get people talking.”

— Speaking of American accelerators, it seems like it's pretty tough to get selected, doesn't it? I get that impression. For example, if you only have an idea, without even a prototype or beta version, is it effective to join an accelerator? How about it?

Mr. Goto: “If you can get in, it is very effective, but I think the difficulty level is very high. Yeah, it’s high I feel someone with nothing randomly applying is unlikely to succeed. there are so many people, which I think is why Japanese people might get discouraged, in Japan, even if you say you want to start a business, they take you seriously. But here, there are so many people, that you get treated poorly. especially if you are an immigrant with no background, but you want to be founder sometimes you can only join local events. For instance, in San Francisco, there was a event by Luma, and the same thing happened in Japan. Really, you need profile to even get listed. Without proper connections, you'll get cut off quickly. You need a standout strategy.”

— By the way, regarding American accelerators, each has its own selection criteria, but generally, what do they look for in common?

Mr. Goto: “Whether the product can be made is being watched closely.”

— Whether the team can actually make it.

Mr. Goto: “Yeah, evaluating based on potential is really rare, and if you want to be evaluated on potential, you might want to graduate from Stanford or something. It's that kind of story. GAFA When Japanese people come here, they are evaluated based on potential. from a US perspective, there are hardly any items that can be evaluated on potential. So, you have to bring achievements, or But if it's a team that can make it, then bring what you can make and get traction. That's the general idea. Then, competing based on ideas alone is difficult, I think.”

— I see. If you want to apply to an accelerator, make sure you have the ability to create on your own, and whether you can generate traction. It's quite essential to form such a team, as a minimum requirement. That's what it means.

Mr. Goto: “That's right. If you gather members in Japan and come here, then, I think it’s unlikely that it will guarantee traction in the US In most cases, it's about properly making the product, and I feel it’s more important than in Japan to increase the numbers by it.”

— Yes. Indeed, traction is quite important. They seem to care a lot about it. It seems to be the top priority. Without some tractions, a startup can't survive. So, it's quite important to American investors. They seem to pay a lot of attention to it.

Mr. Goto: “That's right. For example, the number of waitlists or sending out cold emails to get leads, is easier here than in Japan. than in Japan. In the end, the number of such tractions is easier to collect, so it's easier to challenge with such products. So, there's an aspect where you lean in that direction. To the extent of gathering such things, it can be done easily, so if you don't bring it, it feels like it will be difficult.”

— Thank you. By the way, in Japan, the government is actively promoting like there is something like a year startup planning. but for the Japanese startup ecosystem, from your perspective, Mr. Goto, what can be done to further revitalize it? and how can we increase the number of unicorns?

Mr. Goto: “Well, regarding Japan, when it comes to that, I think it's progressing, but overall increasing liquidity is important. It means I think this has been a topic recently, M&A exits provide liquidity, and so does stock options for team members, and secondary liquidity. In Japan's case, I don't know the exact numbers, but in the end, you have to go public, and then, it takes about 5 to 7 years, or even up to years in some cases. So, joining a startup or engaging in such activities from the start and committing your life until the end is very challenging. For founders, it's fine, but for the team members, it's important to make it easier to recruit more team members, especially good people. Then, if such people join, the expected return should be considered, including the exit strategy, or what they have, should be properly handled in the secondary market. It's important for individuals to have an exit. Without that, it's difficult. In the end, people who are currently in the team are like former Facebook employees, who can join easily, in a way. It's a startup, but in Japan, hiring such people is extremely difficult without knowing them personally, you have to go that far, to get someone with experience at GAFA and startups, to join the team. But it feels like in my experience, they join with surprisingly little connection. That's due to the fluid movement between teams. So, I think liquidity is needed overall, both for startups and individuals.”

— I see. Thank you. Indeed, recently various improvements have started, and it seems like there's a lot of activity, so I feel that things are moving in a good direction. I also think about the angel tax system, which makes it easier for Japanese angel investors to invest in startups. I feel like such things. I mean Little by little, but really a good flow is coming, I think. Before we knew it, it's become quite long, but as an asset hub, what are the future developments? At this point, if you have any thoughts, please let us know.

Mr. Goto: “Well, what we are doing is really a kind of how should I put it? Using AI to create content, which in the past was, for instance there were home console games like Dragon Quest, Final Fantasy, and mobile games emerged, like Puzzle & Dragons, new game genres and popular IPs... Now, there's no difference between devices, so content creation according to devices, and IP is developed when changing game genre was nothing thesedays. Next is to create content in accordance with AI constraints so that the next big IP will emerge in this way, So we want to create media and fields where new IPs are created, and we also want to create environments where, in that context, the next Disneylike big IPs are created and that creators say they love the most So we want to achieve the next IP creation, and we want to realize In my opinion, Japan is a major IP powerhouse, and I think it's because of manga. In other words, Japan had a market where small groups or individuals could produce a lot of media and be evaluated. Japan was the only place where that was the case manga was unique in that respect. In other countries, movies and games That’s true. So, there are few IPs. But if AI can allow small groups to create games, it could become like Japan's manga industry, with indie games and other new forms of content emerging. In Japan, there was a low barrier to entry to create IP, and everyone could challenge themselves, creating new things. We want to achieve such an environment and way of thinking in America as well, using AI. We want to make that happen, and we want to create such trends in the US as well.”

— Thank you very much. That's wonderful. I will support you with all my might. By the way, if listeners want to hear more about you more about you, and get in touch with you, What would be the best way to approach?

Mr. Goto: “Well... If you send me a DM on Twitter, I might see it. I will check it out.”

— Yeah. you must be quite busy, so I'll also put the Twitter X account name, I mean I am going to write in the description. So, if you want to hear more from Mr. Goto or have questions about the AI field or want to know more about the US, Feel free to suggest anything. We're almost at the end. But before we finish, for any young people or entrepreneurs who want to challenge themselves abroad, please share a message.

Mr. Goto: “Well, in some ways, challenging yourself in the US is extremely strong in terms of startups. Even though there may be barriers like language and various things, but it's easier to create a strong and large business in the US. So, if you want to challenge yourself, come here and try it out with us. It might be interesting. So, Come to America. Looking forward to it!”

— Thank you. Thank you for watching the RiZiN Podcast. If you know anyone who is interested in going abroad or who wants to challenge themselves abroad, please share this podcast. It’s available on Spotify, Apple, and Google Podcasts. Your sharing would be appreciated. It would be great if you could also follow us. It motivates us. See you in the next episode. Thank you for watching.

Traversing Global Frontiers: The Odyssey of Mr. Goto from Gaudiy to AssetHub

This article will unravel Mr. Goto, a dynamic figure who transitioned from co-founding Gaudiy to spearheading AssetHub in San Francisco. Mr. Goto shares his insights on the challenges of starting up in a competitive global market and how his experiences have shaped his approach to innovation. Join us as we explore his journey, the evolution of his ventures, and his perspective on the future of AI in the gaming industry.

Notable content:

• Early Ambitions and Startup Experience: Mr. Goto reflects on his diverse roles at Gaudiy and his initial drive to start a business.

• Transition to AssetHub: He discusses the inspiration behind founding AssetHub and his focus on innovating within the 3D AI sector.

• Challenges in the U.S. Market: Mr. Goto shares his experiences with the competitive U.S. startup environment and the cultural adjustments required for success.

• Future Outlook and Product Development: He provides an update on AssetHub’s development progress, early user feedback, and future expansion plans.

—Thank you for joining the RiZiN podcast. I sincerely appreciate it. To introduce this podcast, the RiZiN podcast invites entrepreneurs, business people, and investors who are active overseas, and shares their stories through interviews. The reason we started this podcast is to increase the number of startups and business people challenging themselves overseas, and to provide useful media for those who want to challenge themselves overseas. by focusing on interviewing Japanese people active abroad. Mr. Goto, thank you for coming today. I look forward to talking with you.

Mr. Goto: “Thank you too.”

— Thank you. So, let's get started. Could you give us a brief self introduction?

Mr. Goto: “Sure, My name is Goto. I've been in San Francisco since last year. I am working on a product called AssetHub... We use 3D AI to make game development about times more efficient. And originally, before coming here, since , I cofounded a Web. startup called Gaudiy, which was introducing Web. to major entertainment companies. and doing things like that. That's what I've been doing.”

— Thank you. In your previous job, you were at Gaudiy as a cofounder, What was your role at that time?

Mr. Goto: “Well, I was really involved in the product, the users, and within the organization. I did what I could. I was doing a lot of things. At the very beginning, I was even involved in product development and engineering. I was also managing the community, and handling user support. I was really doing a wide range of tasks.”

— I see. It's really typical of a startup, where you're not limited to just one role, but doing a lot of different things.

Mr. Goto: “Yes, that's right. I think I was like a jack-of-all-trades.”

— I see. How did you come to start AssetHub? What was the trigger for starting it? Gaudiy had also raised a significant amount of funds, so did you always have the desire to go independent from the start?

Mr. Goto: “Yes, when we initially started Gaudiy, when I was a student, I already had the desire to start a business in the future. I participated in an internship at an internet venture, where I met Ishikawa, the CEO of Gaudiy, I wasn't really thinking of starting a business then, but the timing was great, so we decided to start. So, I always wanted to do it at some point, and the desire to do it was very strong. With the current trend of AI, and the desire to create products globally and expand them worldwide became stronger. So, I studied at that time, which led me to where I am now.”

— I see. So, Gaudiy was your first company, right?

Mr. Goto: "Yes, I haven't really had a job, so I might lack social norms...”

— Not at all, since you're already running a startup, I don't think age matters much. I see. By the way, how old are you now?

Mr. Goto: “I'm now. I just turned 29.”

— I see, so Gaudiy was your first company, and after several years, you went independent. And now you're in America. That's impressive, quite a dynamic move. How should I put this, the motivation behind starting your own business, and the desire to create a product that would be successful overseas, when did those feelings start? When did you start feeling that way? I'm very curious about that, and also was there any background or trigger that led to that?

Mr. Goto: “Yes, really in terms of wanting to create a product that would be successful globally, that feeling strengthened when it comes to the Web . field where even from Japan, businesses often expand globally. In Gaudiy, from the beginning, we wanted to create global protocols and develop systems and concepts using new technology that would spread globally. We had a strong desire to do that from the start. we were doing a lot of that, but it became clear that doing business in Japan is difficult. So, many tech startups end up focusing on enterprises, and growing that way. Gaudiy was no exception, it proceeded that way. In Japan, it's challenging to create a product for users and later expand it globally. Back when we started Gaudiy six years ago, Since we were working on gaudiy, we wondered if it was possible, but now, even large Japanese megaventures find it difficult to expand overseas. That realization made it clear that it's tough to proceed that way. So, I thought it would be difficult, but I wanted to challenge, so tried, and failed. So, if we're going to do it, we should start globally we should make everything globally, and then bring it back to Japan as a secondary market. I felt it. So, now we are operating from the US.”

— I see. So, this is really just the trigger You joined Gaudiy, and the WEB. Attraction, and from the first day globally, that Maybe you can compete globally You actually felt it while doing it, and there Yes, 90 days maximum. When you actually started a startup yourself, That's what you thought.

Mr. Goto: “That's right, yes”

— I see. So, this is really just the triI see, that's interesting In the second half, With the keyword "global" I'd like to hear various stories I'm thinking So, from Mr. Goto's perspective, I think we can dig deepergger You joined Gaudiy, and the WEB. Attraction, and from the first day globally, that Maybe you can compete globally You actually felt it while doing it, and there Yes, 90 days maximum. When you actually started a startup yourself, That's what you thought

Mr. Goto: “Yes”

— That AssetHub As I understand it... Is the technology using D? You make it Easier and more efficient What is it It's like, in short, providing it efficiently And easily, that's how I understand it to put it simply, that's how I understand it But, What made you decide to do this What was the trigger, or what made you decide to compete with this What was the Trigger?

Mr. Goto: “Well, at the very beginning When we thought about targeting 3D, It was around or , after WEB 3. Became popular in the later part At that time, they were saying the metaverse is coming,”

— Yes, it was very exciting

Mr. Goto: “Yes, but, When you actually look at the 3D spaces and things made there, The quality is often not that good What is it, I thought, So far, you were making websites and apps in 3D, And you think there were fewer variables to consider, But when you use 3D, more visual and artistic Things have to be considered, and the variables increase a lot When that happens, Creating content using 3D, Things or artistic sense, The number of variables to consider increases a lot, then, making something using 3D is really difficult. So, there will be something to make it easier in the future So, first I wanted to think of something to disrupt in the 3D related area At that time, in , Mid-journey came out, and the generative AI started. So, combining that with 3D will definitely come 3D is far more complex than images So, I decided to cover that area and after a lot of verification, I reached the current business.”

— I see, I see but indeed such 3D spaces, indeed In the future... how can I say... If Internet processing speed and infrastructure improves, probably, such in Metaverse, in America, probably, The technology in the AR and VR improves more than in Japan, and Apple also make Apple Vision Pro Therefore, I think it will start accelerating Also, regarding infrastructure and such like a gear or something... wearable items continue to gain mass adoption, Indeed, various things like games and so on, The metaverse is also included, it feels like 3D technology will become more commonly used. I think it's amazing that you noticed it By the way what stage is the product you are creating now? How do you prepare now?

Mr. Goto: “Well, now Just a little more and we can release the closed beta version For this past year, we've been focusing solely on Game studio directors, modelers, Both in Japan and America, we've been talking to professional creators We've been talking to them about use cases and what's really usable And we've been verifying these, and I think we've finally found it Technologically, we've been able to develop it, and we want to expand In this year, just two weeks ago, we went to GDC which is... the Game Developers Conference. We talked to various studios, got on the waiting list, and some really wanted to use this use case... For example, We talked to a man from SEGA US, He really hates AI. But he said he would only want to use our product he wants to use it. That's the kind of evaluation we got, and in San Francisco, AI x Games is a very hot topic, And we feel like we've carved out a unique position”

— I see. So now you are going to release the closed beta and test users... By the way, who are the clients? I mean... Who are the clients for AssetHub?

Mr. Goto: “Yes, basically game related people It varies in scale, but mainly Midsized studios of about people we target people like directors who are developing games or people who manage their team. They want to make the process more effective or reduce costs because it is very high we are looking for like that. So, we are having them implement it.”

— I see, so the business model is like SaaS model?

Mr. Goto: “Yes What we are doing now is, basically, we are creating An AI native 3D model tool, and in the next year to a year and a half We want to upgrade it to an enterprise focused So first, it's a prosumer model, by subscription, that's not too expensive, individuals can use it. Also midsized studios can use it. That's what we are doing.”

— I see That's exciting, so your clients are Midsized studios of about people, targeting them You are going to roll out the closed beta That's what you are talking about In America, are there many indie studios Are there many indie studios in America? And what is the general scale of indie studios How big are they? Do people count as indie?

Goto-san: “It's difficult to define”

— It's difficult, right?

Mr. Goto: “The number of game studios is Of course, America is number one In terms of numbers, There are about to times more in Japan That is, game developers Independently raise money to create games It's easier to do than in Japan In Japan, only recently the government started supporting indie developers, Before that, there was almost no culture of individual or small studios raising money to make games on their own, So, most of them...”

— That's right They were making it as a hobby and releasing it after a long time, so the numbers are still small... But it's going to increase from now, and in America, That is the most advanced in the world I see, by the way, how many people are in your team now?

Mr. Goto: “Now we are working with 4 people including myself. It's really a startup.”

— It really feels like a startup atmosphere

Mr. Goto: “Yes”

— In terms of roles, are most of them engineers?

Mr. Goto: “Yes It's really development focused, all members I found them all here, but One of them is a PhD researcher in AI, Another one is an engineer who has experience a business at Facebook, So, in the US, the personnel costs are generally high So it's a very small and strong team, but... That's how we are doing it now”

— Are they all foreigners, or Are you the only Japanese person, Mr. Goto? That's amazing Are you doing it as a solo founder now...? Do you have a cofounder? You are doing it as a solo founder, right? With the PhD researcher and the Facebook engineer.

Mr. Goto: “They are the cofounders now...”

— You brought them in, I see How did you find them? How did you persuade them?

Mr. Goto: “Well, really I am going to do it, include the product and members, Since I don't know what is global, I did it all overseas I started looking from March last year initially talking at events, or using Y Combinator's matching service, I comunicated a lot there. One of them came to an AI event where I was a speaker... He was there... I am also talked about AI in 3D. When I was presenting, PhD researchers think that he wants to do with me because he research on 3D AI. Then, we started have a relation. The other one was living in a shared house in South San Francisco. It costs... It was about $500 a month, which is very good for San Francisco There is a shared house in South San Francisco, the guy who is living there is... a former Facebook employee from before it was called Meta, His name is David. we met there, and we are doing together.”

— That’s interesting. By the way, in San Francisco, there are shared houses for $500? I didn't have that image, everything in America seems so expensive

Mr. Goto: “But really, depending on the place, they exist But they are too far. I mean South San Francisco is a bit far away. It's about a minute drive. So, they are moving to downtown, but they found a place for about $600 So they exist”

— Is it a shared house for students, or can anyone, including adults and businessmen, stay there?

Mr. Goto: “Where they live now is not specifically... It's not specifically for students, but anyone can use it And the place itself wasn't that dirty...”

— Are they all... around the same age? Are your co-founders and other members... all close in age?

Mr. Goto: “Yes they are in their early 30s, so... they are about a generation older But we don't really worry about age, they are almost the same age... Yes, like that.”

— So, you four are creating a product that can disrupt the 3D field That's great That's exciting, by the way, are there any competitors now? In America, when the AI wave came, Many AI startups were born and disappeared, What is it like now, the flow of WEB3.... WEB3. was also very popular for a while, but now what is the flow of Web3. and AI in America?

Mr. Goto: “Well, first of all, WEB3. has changed a lot recently, but it's not heard much In San Francisco, it's all about AI There are many competitors, We also have several competitors, and... We are differentiating ourselves and competing with them, In terms of competition, there are no areas without competition, Or areas where there is no competition at all I think there are nothing.”

— I guess so.

Mr. Goto: “So, it's a lot... How can I say... My problem is why Japanese products don't spread when they are done in Japan But in overseas, various types of services come out early and businesses are established My awareness of the problem was strong, and I thought one of the reasons was the competition I mean... For example, AI researchers making 3D AI services, there are already about companies, even just I've seen.”

— They are all working in stealth.

Mr. Goto: “Yes, recently Andreesen invested in a company, or some people invest at closed beta, and it was at Stanford Job Fair or something, there are quite a few. I think it's amazing, for example, in Japan, if there is a strong funding and strong people, more and more Researchers come in. when there is already competition that has raised 1 billion yen, and it's hard to enter as a seed or pre-seed, I guess they can’t. But here, it's a lot.”

— I see.

Mr. Goto: “But in response to that, there are also startups that specialize in different areas to differentiate themselves. So, We think about the strategy assuming there are big companies, and the intensity is very high. That's why various startups come out and occupy various positions early”

— It's very interesting, in the second half, I'd like to dig deeper with the keyword "global" I’m looking forward it. By the way, how many years have you been in America now? Since you went to America, About a year?

Mr. Goto: “Yes, I haven't got my visa yet, so I’m going back and forth for months.”

— You are going back and forth for months, so now you are going back and forth, In a highly competitive field, running a startup, There must be many hard things What hard things have you experienced since you decided to compete in America with your startup? And I would like to ask what you learned from that.

Mr. Goto: “Yes, so far, it's like, There hasn't been anything extremely bad yet, But, I think while doing it, for example, Gathering users at first, managing the team, it's different from what we did in Japan And, For example, through JETRO, I received support from Alchemist X, a US accelerator, and they said to me like... A mentor there told me something surprising... In Japan, it is recommended to get enterprise companies and monetize, but they told me it's better to get SMBs than enterprises as an evaluation for investment, So the way you get initial traction and fundraise is totally different, and It's much easier to get SMBs there than in Japan Probably through cold emails... sending emails to strangers to acquire them, Or send a message on LinkedIn and get them, it’s easier to do that. Also, there are established methods for doing this So, we have to change my mind, such a cultural gap is...”

— The cultural gap... I see, I see Thank you, the first half of the video has already flown by in just under 30 minutes. In the second half, I'd like to ask various questions with the keyword "global", So, the first half of the video will end here Thank you for watching, we will be posting the second half as well, so please check it out Thank you for today, Mr. Goto.

Mr. Goto: “Thank you.”

Part 2 - Navigating Global Entrepreneurship: Insights and Strategies from Ms. Koiso

This article will unravel Ms. Koiso a seasoned entrepreneur with experience in both Japan and America, shares her insights on global entrepreneurship. She discusses the importance of taking action, the challenges of navigating visa issues, and the value of building connections. Ms. Koiso emphasizes the need for practical experience and the role of persistence in overcoming obstacles. She also touches on the startup ecosystem in Japan and the necessity of creating more role models for aspiring entrepreneurs.

Notable content:

• The Importance of Action: Ms. Koiso stresses that aspiring entrepreneurs should focus on taking action rather than over-planning. She shares her personal experience of moving to America and making connections by simply going and experiencing the market firsthand.

• Visa Challenges and Advice: Ms. Koiso discusses the complexities of visa applications, particularly for entrepreneurs, and advises consulting with immigration lawyers to avoid potential issues, based on her own experiences with ESTA and O visas.

• Building Connections: Ms. Koiso highlights how she leveraged pre-existing connections and networked extensively during her first trip to America, demonstrating the importance of having a clear goal and strategy for making meaningful business connections.

• Revitalizing Japan's Startup Ecosystem: Ms. Koiso offers critical perspectives on Japan's startup scene, advocating for a more hands-on approach from policymakers and a shift towards creating role models and increasing female and minority representation in entrepreneurship.

—Welcome to RiSiN Podcast! We are starting the second half, Sumina-san. Once again, thank you for coming today.

Sumina: “Thank you.”

— In the previous video, we talked about your background and your current startup. We talked about why you started and I asked a lot of questions. If you haven't seen the first half of the video, please make sure to check it out. Today, we will focus on the keyword "global" and ask questions based on that. Sumina-san, thank you for taking your time.

Sumina: “Thank you too.”

— Currently you are already in America, challenging yourself, I think. But your approach was to first consider the market... to think of a service or business that would work in American market, before moving to America. I asked like that in the first half.

Sumina: “Yes, sure.”

— There are probably various approaches, for young entrepreneurs who want to challenge abroad, or businessmen. There are many different types. To challenge themselves abroad, what actions should they take first?

Sumina: “This is simple. It's very simple, just go.”

— Yeah. We won't know until we go. Thinking anything won’t help We need to see it with our own eyes, feel it. That’s the only way to find the answer. Going abroad is indeed simple and good.

Sumina: “Yes, once. For me, it was on the second or third trip to America that I started making connections with various people. I started getting more opportunities. But that wouldn't have happened without the first trip, I think. In the days of Sakamoto Ryoma, they traveled overseas by ship... Now, with current transportation, you can travel anywhere you want.”

— I see. So, for your first trip to America, which led to the second and third trips, how did you find people to meet, starting from scratch with no connections? How did you approach that?

Sumina: "Well, actually, the first time I really went to America in my life... I mean the first time I went by myself was around January .”

— I see.

Sumina: “At that time, I was running my own company, while also helping with sales and marketing for another VR startup. I was helping them a bit. And that company was attending CES a big event held every January in Las Vegas. It's a tech, or rather, an electronics exhibition. They didn't have enough salespeople, so they asked me to come help. So I went, and while everyone else from the team went back after the exhibition, I moved from Las Vegas to San Francisco...”

— I see.

Sumina: “and stayed there for a while. At that time, I had been asking a lot of people in advance, saying ”I'm going to America, please introduce something,” or ”tell me where I should go.” I asked a lot and tried to make connections while I was still in Japan.”

— I see. So, you used connections from the start...

Sumina: “Yes.”

— You asked people “I’m going to this place, do you know anyone there?” Things like that. While you were in Japan, you prepared a lot. That's what you did.

Sumina: “I prepared. And at CES, I handed out a lot of business cards. My own.”

— I see, I see. That's important too. Of course, buying a plane ticket and going without a plan is one way, but honestly, if you go completely without a plan, you might end up wondering why you even went. You'll end up thinking, why did I come here? So, even if it's not a tightly packed schedule, you don't need to go with a full plan, but at least, if you have a small purpose, it makes a big difference.

Sumina: “That's right. In my case, my goal wasn't to enjoy sightseeing, but rather to create new connections. Yeah, creating connections. That was my goal, so I kept it simple like that. And... well.”

— So, since you decided to challenge in America, Is your base now in America? I mean... in the Bay Area? Or are you going back and forth between Japan and America?

Sumina: “Yeah, well, to answer directly, I haven't fully moved to America yet. This is due to visa issues. For those who want to challenge themselves abroad, visa issues are unavoidable. This is really In my case, last year, I spent half of the year in America. But, I was going back and forth, so in a year, I spent months in America, months in Osaka, and about or months in Tokyo. That's how I did it. Actually, I'm temporarily in Japan due to some personal issues. I'm currently applying for a visa. I'd like to share a bit more of my opinion on this podcast, For example, for those who want to spend as much time abroad as possible, there are various situations like some people take student visa, but one thing I realized last year while being active was that many senior people and others around me gave me advice on what to do. They would say like ""You should do this,"" and you should consider it as an option, and accept it as one option. But For example, in Canada or London, there are various visas, but after the pandemic, situations can change drastically. For example, when governments change, visa policies change significantly.”

— Yes, they do.

Sumina: “Yeah. So it's definitely best to consult a lawyer about it.”

— Immigration lawyers, I think.

Sumina: “Yes, immigration lawyers. You should definitely ask them. What I often hear, and what I think is that, if you try to do it on your own, there are people who succeed, but you only hear about the success stories. But I've heard cases where people tried to get a business visa on their own and they were banned and then couldn't enter America for years. They had to go to another country. That’s very risky, so I think it's best to consult experts early on.”

— That's good insight. Visa issues are really important. When I was in the Philippines, I was fortunate to know people who helped me stay longer. But when I went to Malaysia, I had to ask many people, and consult experts, to find options for staying longer. There are various types of visas, and if you don't understand them well, you can misunderstand and end up getting into trouble. For example, you might get a visa, but it doesn't allow you to do business there, or to earn income. That's problematic. There are such rules. So you need to be careful about those things. You need to know the pros and cons, and the risks. That's important. When you decide to challenge yourself abroad.

Sumina: “Yes.”

— I see. Thank you. So, when you were in America for six months, were you on an ESTA? Or did you have a different type of visa? Or were you using a different type of visa?

Sumina: “In my case, I wouldn't recommend it, but I was on an ESTA. I pushed it to the limit. I mean I’m almost crossing the line. But... traveling to America on an ESTA now is a bit scary now. You might get noticed.”

— Especially if you travel frequently. America is pretty strict about that. ESTA allows a maximum stay of days, right?

Sumina: “Yes, 90 days maximum.”

— So you are almost going way too far.

Sumina: “Yeah.”

— You took a risk. Impressive.

Sumina: “But it's a bit scary now to go on an ESTA.”

— So this time, You talked you're working on the visa process, and you've also completed fundraising. So, next is the business... what was it? Entrepreneur visa...?

Sumina: “Yes. I'm applying for an O visa now. Honestly, I don't know if it will be approved.”

— So there are quite a few requirements... The standards are quite strict.

Sumina: “Yes, and also, when it comes to visas, the lawyer... the way they prepare documents, their strategies, and their success rates probably differ. So it's better to consult with multiple lawyers, maybe or . It's a good idea to ask a few. In my case, I... I've decided to go with this.”

— I see. Thank you. Well... The process itself takes time, and you never know when it will be approved.

Sumina: “Yes. I thought I would have it by now, but I still don't have it.”

— In America, it's pretty tricky. When challenging abroad, it's crucial to consider the ease of obtaining a visa. It's better to go with that in mind.

Sumina: “That's right. Though it might sound a bit pointless to say, all is well if ends well.”

— Exactly. If it ends well, then it doesn't matter which route you take. That's how you think. By the way, you're going back and forth between America and Japan, but weren't you worried about being a woman venturing into America? It's quite a challenge, and quite a hurdle. Weren't you worried? Any worries?

Sumina: “Worries? Well, if I had to say, there are two things one is the language barrier and money. As for safety, I kind of accept it to a certain extent like I just deal with it as it comes.”

— I see. Do you get used to it, the safety issues?

Sumina: “Yes, I get used to it.”

—You're tough. By the way, when I went to America in , in San Francisco, probably everyone imagines it as sunny and pleasant, with lots of greens and beaches, but downtown is quite dangerous. Some parts of the city are really unsafe. Downtown is scary.

Sumina: “Yes, it is. At that time, I was staying in a relatively safe area, but even then, I was scared to go out during the day. But now,”

— Yeah...

Sumina: “Last year, I stayed in a really unsafe area, in a nearby hostel. There were people doing drugs.”

— Your survival and adaptability are amazing. But that's probably one of your talents. I think an ordinary woman would be quite scared, but you probably don't get fazed easily. I don’t know... but

Sumina: “I guess... but among the female entrepreneurs I know, their parents are often opposed. I've heard such stories, but in my case, they've always let me do what I want, with the understanding that it's my responsibility. That's probably part of it.”

— So they've been quite hands-off?

Sumina: “Yes,”

— in a good way?

Sumina: “Yes”

—But, your parents probably worry a lot, but they don't show it. By the way, you talked you've completed fundraising, right? Did you raise funds before the product was ready? Or did you have a prototype ready? How did it work at that time?

Sumina: “In my case, I raised funds without a product. In the angel round? Angel round... but some VCs are also involved, so I'm not sure what to call it.”

— It’s tricky. Regarding the naming of the rounds... But it's not a seed round.

Sumina: “Yeah, it’s not.”

— It's either an angel or pre-seed round.

Sumina: “Yes, something like that.”

— I see. By the way, when you were raising funds, was the company already established in Japan? Or had you already set it up in America?

Sumina: “It was a gradual process, but by the time it was finalized, the company was established. However, when we started activities, the company was still in the process of being set up.”

— I see. So, if someone wants to take on a challenge in America, and probably raise funds... For challenging a startup, they need to raise funds...

Sumina: “Exactly.”

— If they want to start in America, should they create the company in Delaware from the beginning, or is it okay to do it later? I think it depends on how you approach it. but based on your experience, what do you think?

Sumina: “Personally, I'm not sure what others might say, but from my perspective, I think it’s best to delay things like setting up a company or raising funds. Initially, if you're employed and getting a salary, consider doing some trips to America while you're still working. while you’re going to America few times If you see traction, then you can set up a company and raise funds only if you need to. If things are running smoothly, You could skip rounds, and if you really need to scale up, you can only raise funds. It might sound less convincing because I did raise funds... Then, to minimize risks, indeed, The approach you mentioned is certainly one option. It is indeed a viable option. While still receiving your salary, you can develop your ideas and create prototypes. and then decide whether to quit if it seems promising. Then, if it seems promising, you can quit your job and establish the company. Or simultaneously start the company. and proceed with both together. We need to consider that approach now.”

— Yes. This is the ideal one among the various options, but not everyone can do this. I mean... Some people need to burn their bridges to succeed.

Sumina: “That's right.”

— Doing it halfway might not work... Most people might end up returning to Japan. So, some might need to quit their jobs, establish a new company, and secure funding. I think it depends on the person.

Sumina: “I see.”

— Thank you. So, In Japan now, with initiatives like the five-year startup plan, the government is pushing to increase the number of startups aiming to increase... unicorn startups from Japan. I mean increase the number of unicorn startups, and in America, they’re observing this trend, but how can the Japanese startup ecosystem be further revitalized, and to make everyone more eager to challenge overseas?

Sumina: “Well, this is... it depends on their role, but the action might differ. I think everyone should just go abroad first.”

— I see.

Sumina: “That includes bureaucrats, those who support startups, and those who start them. Everyone should just go to another country. and bureaucrats too... and the government officials too. And those who support startups. They should try starting their own business. It's not just for the startup people. Then they will understand what's lacking, how challenging it is, or maybe it's not so tough? They will realize it for themselves. I think, regarding the current policies in Japan, there's one thing I think could be improved, and that is, everyone is discussing issues in the conference room. but unless they visit the actual site or conduct investigations, nothing will change just by talking in the conference room. That's something I find very noticeable. and to the person who just says something that sounds plausible... they are just throwing money at them. I think they are just distributing money. For example, this might sound harsh, but in my opinion, the government commissions some companies, invests a lot of money, and runs various projects, but I sometimes wonder if the KPIs and KGIs are set correctly. Why do so many foreign accelerators come to Japan? Their travel expenses are covered by the government, right? The money is funded by the hard work of Japanese people, right? It might be a political issue, but when I asked why they come to Japan, they said, they proposed to other countries too, but the budget was not approved there.”

— I see.

Sumina: “because Japan is too lenient”

— That's why foreign accelerators come to Japan.

Sumina: “Yes. Korea and other countries are more stringent with their budgets, and they invest in what is necessary. Only Japan is loosening the purse strings and spending freely...”

— okay... I didn't know that. Indeed, the number of events inviting foreign VCs and prominent figures has increased, I felt that.

Sumina: “Yes. but they don't pay for it themselves.”

— Exactly.

Sumina: “So, all the costs are covered by the government budget.”

— That's right.

Sumina: “Otherwise, they wouldn't come all the way here for just a week. That's almost like a vacation... It's like a vacation funded by the government. Business trips are fine, but...”

— Yeah... I’m wondering if it’s really the right approach when I attend such events, I sometimes go for networking purposes, but not all of them, but

Sumina: “Of course, not all of them. but I do feel sometimes, that there might be a more fundamental approach.”

— There might be a better approach, and smarter ways to use the money. I honestly think so, thank you. Hearing such perspectives and stories, was enlightening. Another thing, for Japan's startup ecosystem to become more vibrant, I hope it becomes more vibrant. It would be great if it could. Also, for Japan's economy to improve, I think another important factor is, this is just my personal opinion, I hope society should enable women to be more active. Looking at various countries, it feels rare to see a country where women are not as visible. It feels quite rare. For example, in Southeast Asia, places like the Philippines, women are quite active, and it feels like men are less active. Maybe it's a trait of hot countries, I'm not sure. But women are very active there. They are quite prominent. I mean they are thriving. Of course, in places like America too, there are women in higher positions. So, I think Japan should make it easier for women to thrive, and like you, Sumina-san, I'm really thinking about how to increase female entrepreneurs. What do you think?

Sumina: “Well... it's not a simple issue where solving one thing solves everything. But I really feel it in various aspects. I really feel it. Personally, I've never really been conscious of my gender until now, I think there are people who are sensitive to it, including my friends and those around me. I don't know if it would solve the root issue, The one of two things I think are important is I think it's important not to think about solving everything within your own country. because people like me, probably won't fit well in classical, stereotypical organizations. I think people like me would be seen as arrogant and get knocked down. But, So, I think it's fine not to belong to such communities. People like that\ can go to another country, It's an option to choose not to belong to communities where gender is a conscious factor. I think you have some options. But to do that, you need to find and develop various abilities. I mean you need to improve your skills and abilities. I guess so. Another thing is the lack of role models, which makes it hard to visualize. I feel that. For example, some books are written about It was once unthinkable for Japanese athletes to run seconds or for someone like Ohtani to play in Major League Baseball. In basketball, we couldn’t think Japanese plays in global leagues. But once one person succeeded, others followed.”

— That's right. I think this applies to startups too. For example, in Japan, if more women IPO or sell their businesses, I think if it will increase the number of minority entrepreneurs. the number of people who challenges overseas will increase. This applies not only to women but also to LGBTQ people. Yes, role models are definitely important. The reason why I started this podcast. is because I think the stories of people who are already challenging themselves overseas are very helpful. So I decided to focus on them. If I can deliver this as information to everyone, It possibly become one useful piece of information. If this podcast can be a catalyst for people to challenge themselves overseas, That would be wonderful. More than anything, if the people who are already challenging themselves overseas come together and collaborate, I believe that role models will naturally emerge. So the importance of creating role models, the number of.. unicorn... I mean... the number of unicorn startups in Japan is still quite low. There are more in Singapore.

Sumina: “Is that so?”

— "I think Japan is at the bottom in rank..."

Sumina: “Yes, well, I'm not in a position to say this authoritatively, but When I think about it, I really think role models are necessary. To increase the number of role models, we need to increase the number of challenges. Unless we increase the number of challenges, it's hard to create role models. It's like a chicken and egg situation. But there are very few people challenging themselves, not just entrepreneurs, female entrepreneurs, It's not just entrepreneurs, but also investors. What should I say, there are still few Japanese investors who are successful overseas. There are still few Japanese investors. Maybe they are just not in the spotlight, but I still think there are few. So we need to create more role models overall. If we do that, I think Japan's startup ecosystem will become more vibrant, and if more successful startups emerge, and if this cycle continues, more and more people will see entrepreneurship as a natural choice. I think this will do like that. One of the difficult things about Japan is, as you mentioned earlier, the pressure to conform. Because of the pressure to conform, people may not want to follow the same path, but because of the pressure to conform, they end up being swept up in the wave. they find themselves doing things they don’t really want to do, they become depressed, for example. So working for a company is not the only option, starting a business is also one of the choices. It should be seen as a natural option. Starting a business is of course, just one way... one method. So first, if everyone could think of it as normal, that alone would make Japan a better place, I think. I agree. There’s one thing I’d like to share, before I forget. Before I went to America, I thought all Americans were ambitious and strong-willed, but I realized that wasn't the case. There are very meticulous Americans, and some people who want to start a business but don't know how. So, Japanese people are often raised to value humility, but when you go to America or some other countries, You might realize you’ve underestimated yourself, or that you’ve thought too highly of people overseas, but they are not actually on such a higher level. You realize that only by taking action.”

— Sure, I agree with that. I think so too. In Japan, generally speaking, I think Japanese people are very capable. They're diligent and... How can I say... They are committed and not careless.

Sumina: “That's right. Just thinking about that, it's definitely Even though people worry about their English ability, But it's not like they are lacking in ability.”

— That's right.

Sumina: “Of course, there are also genius like people, if you go out into the world... but still, That's definitely true. It's really something you notice only if you go out. We need to go out more. And... the trust our ancestors built, is all reflected in our passports, so if we don't fully utilize it, it's a huge waste. So really, everyone should make more use of it, get passports.”

— I heard the ownership rate is quite low. It's only about a few %.

Sumina: “That's right. So it's quite surprising, isn't it? So, that's also really a waste, I think. Well…”

— Thank you. So, what are your future plans, Sumina-san? Of course, you are based in Japan now due to private matters, but what about the future?

Sumina: “Well, for me, there's a quantitative and qualitative aspect to it, and qualitatively speaking first, there are two things I want to devote my life to, one is to challenge the world, and the other is to contribute to the global economy and future generations, and make a positive impact on the world. For that, I've chosen to challenge myself in America. and quantitatively... Quantitatively speaking, well... in the future, I want to support those who will challenge themselves in the future, and I want to be a role model for them, Yeah... Right now, I'm raising funds through equity finance, taking money from investors, and running my business. I need to see it through to the end properly. However, when I reach my s or s, I want to be an active business leader and entrepreneur, and also focus on investing in and educating those who are going to take on challenges in the future. I want to put a lot of effort into it. That's what I think. and... That’s it.”

— Thank you. That's wonderful. Really, I'm cheering for you. I hope you become a role model among female entrepreneurs.

Sumina: “I’ll try my best.”

— Great. So, probably some people watching this podcast might want to hear more or send a DM or ask something. There might be people like that. Where is the best place to approach you?

Sumina: “Well, the most casual way is probably on Twitter, I think. I do get quite a few messages, so I may not be able to reply to all of them, but...”

— Thank you very much. Thank you for watching RiSiN Podcast If you know anyone interested in going abroad, or taking on challenges abroad, please share this podcast. You can listen to it on Spotify, Apple, and Google Podcast, so please share it. We would appreciate it if you could follow us too, it motivates us. See you in the next episode. Thank you for watching. Thank you, Sumina-san!

Sumina: “Thank you very much.”

From XR/VR to HR: Sumina Koiso's Journey of Entrepreneurship in America

This article will unravel Ms. Sumina Koiso, founder of Newond, discusses her journey from starting in the XR/VR industry to launching a new startup in America focused on HR and backoffice support. She shares insights into her entrepreneurial path, challenges faced, and the decision-making process behind her ventures.

Notable content:

• Venturing into Virtual Realms: Sumina’s Beginnings in XR/VR and Entrepreneurship

• Pivoting to America: Challenges and Opportunities in the U.S. Market

• Navigating Startup Challenges: Insights into Solo Entrepreneurship and Decision-Making

• Future Perspectives: Scaling Newond and Global Expansion Plans

—Thank you very much for your time today for appearing on the RiSiN podcast. To introduce this podcast once again, RiSiN invites entrepreneurs, business people, and investors active overseas, and it is a podcast where we have discussions with our guests. The reason we started this podcast was to increase the number of startups and business people challenging themselves overseas, and to focus on Japanese people active overseas, and by interviewing them, we wanted to create a media platform useful for people who want to challenge themselves overseas. Sumina-san, thank you for joining us today.

Sumina: “Thank you. Nice to meet you too.”

— To get started, please give us a brief self-introduction.

Sumina: “My name is Sumina Koiso from Newond. I am currently creating a service in America that supports HR personnel and backoffice operations of companies.”

— Thank you very much. Okay, so...you are already taking on challenges in America?

Sumina: “Yes, that's right. I founded the company a year ago.”

— Is this your first startup, or were you doing something else before? I'd like to touch on your background as well. What were you doing before starting up?

Sumina: “Well, I have several careers, but just before Newond, I was running a company called inxR that originally did contract development for VR and so on. So this is my second company in terms of founding. As for the previous service and company, originally it was a vendor, but I felt a shortage of manpower in the VR/AR industry, a loss of opportunities for those who wanted to find jobs, and information asymmetry, so, to put it simply, I created a recruitment platform for XR industries with my own capital. I ran it as a small business rather than a startup.”

— Ah, I see. And now you have started a new startup. What happened to the business you were doing before?

Sumina: “Well...to be honest, we are not actively doing sales activities now,
but we still have customers, so if they consult us, I respond in my spare time, so I haven't sold the business yet.”

— So, you're really handling it with minimal resources?

Sumina: "That's right. Before creating Newond, I focused on automating processes so that I wouldn't have to spend time on them repeatedly.”

— I see. So you've structured things well and moved on to new ventures.

Sumina: “That's right.”

— I see. By the way, before starting in the XR/VR field, what were you doing?

Sumina: “Well, after graduating from university, I joined a Japanese management consulting firm, which was my first career. I did a lot of BtoB sales and also participated in new business initiatives during my second year there. This experience really laid the foundation for me as a business person, as I was trained by my seniors.”

— I see. I understand. By the way, after you graduated, the XR/VR field was relatively new. What made you decide to start something in that field?

Sumina: “Hmm, well... This might be a long story, but let me summarize. I left my job and actually moved to Shenzhen in China.”

— Really?

Sumina: “However, I didn't go there on my own initiative but rather because I was invited and felt I had no other options. So, I ended up going there. However, while I was there, how should I put this... I was betrayed by people I trusted.”

— Like Shohei Ohtani? It's like a hot topic right now, feels similar to that.

Sumina: “But it wasn't as close a relationship as Ohtani and Mizutanisan. I had a bit of distrust, and it's a bit like that... What should I say?”

— You felt like you were deceived...?

Sumina: “Yeah, it's not great to blame others though. So, going to China, and... what can I say, it's really like entering a part of life's rut. Yeah, it's gotten quite long, but I returned home and tried to reset everything in Japan. Since I was a child, I loved drawing, so I decided to become an illustrator.”

— I see.

Sumina: “Since this story is pivotal to my origins, let me elaborate a bit more. I became an illustrator, but at that time, I hadn't even touched Adobe software, and I only had a very old PC with no skills at all. In the midst of all that, as I started taking on various jobs, design work gradually increased, and soon I was earning a salary comparable to when I was a company employee. Revenue started coming in quickly, and even though I was inexperienced, I made my first sales within the second week.”

— Amazing, that's impressive.

Sumina: “By the third month, all my clients were corporate clients, and I started earning as much as I did when I was a company employee. I began thinking about creating a design firm and becoming independent, or starting a business of my own. While I had always wanted to start a company, when the time actually came, I saw how many design firms there were and questioned whether I could succeed amidst such competition. Then, by chance, I received a 3D modeling project that involved the realms of VR and AR. At that time, there were no companies in Kansai, in Osaka, focusing on VR and AR. Drawing from my experience in a consulting firm where I solved problems and improved business operations, I decided to start a company using those skills.”

— I see.

Sumina: “That was the trigger. It turned into quite a long story.”

— I don’t often hear stories like this, so hearing it is really something... I see, it's quite enlightening. I'm often called an amoeba because I change what I’m doing quickly. Having the skills to adapt like that is quite impressive too. By the way, how long were you in Shenzhen?

Sumina: “I was there for a very short time, about half a year, actually.”

— Okay, even so, you had already decided to return home...

Sumina: “Yes, and I started to do freelancing from zero, and also building my own growth...”

— It's amazing, your resilience is truly impressive.

Sumina: “By the way, as a side note, when I returned from China, I came back in January to Japan. And then, the pandemic hit. I didn't return because of it, but couldn't openly say I had returned from China for a while.”

— Yeah, it was very stigamized then.

Sumina: “If you had said it normally, it probably would've caused a bad reaction from everyone. I mean, there was a potential for resentment.”

— Yeah. So that was new to me, that story about Shenzhen. By the way, it's a coincidence. I had originally planned to go to Shenzhen when I was in Malaysia, but the pandemic hit, and Malaysia had strict lockdowns, so I couldn't go outside and ended up returning to Japan without going. I'll be going to Shenzhen from Hong Kong for just one night, maybe next week or the week after. It's really just a tangent, but Hong Kong too, I'm planning to go there for the first time, that's right.

Sumina: “You should install all the Chinese apps in Japan.”

— I see, I see. Thank you. Let me ask you about that separately.

Sumina: “Got it!”

— I see. So that was the trigger? From XR/VR, where you were involved in various activities like different types of support, job introductions, and talent introductions, how did you transition to the layoff business, and from there, to backoffice support? Also, why America?

Sumina: “Well... To tell you why I chose the current layoff and backoffice support business first, it's because when I originally tried to expand the VR/AR matching service globally, I went to America alone several times.”

— I see.

Sumina: “At that time, what I felt was that in America, there are already so many recruitment services like LinkedIn, Indeed, Glassdoor, and Hired. In that landscape, my service, a matching service, seemed to have a weak appeal. Then, to share a bit of the story, I met Mr. Yamada Shunsuke in America, who runs a service similar to company retreats or offsites in Japan. He offered to mentor me when he saw my dedication. That was quite pivotal and connects to the latter part of my story. Through his mentoring, I developed a more American way of thinking. He emphasized that to succeed in America, one must identify market pain points and operationalize solutions. Around that time, there were significant layoffs at companies like Meta and TikTok.”

— I see quite a few.

Sumina: “Yeah. During that time, I asked people who had been laid off, "Are you facing any difficulties? Is there anything I can do?" Many employees who had been laid off expressed their challenges, and I also hypothesized that HR professionals were struggling too. So, I approached HR professionals and conducted more than ten interviews. It became clear that they were indeed facing significant challenges. That's how the idea to operationalize this business came about.”

— I see, that's fascinating. So, with the current situation... Before starting this startup, you were involved in expanding that service. Initially aiming for expansion, you met various people and encountered another concept or opportunity that you thought could become a new business. Is that the feeling behind your decision to challenge this new field?

Sumina: “Yes, that's right.”

— I see. By the way, in America, layoff news is relatively extensive. When you look at English articles, it's quite common to see news about tens of thousands of layoffs.

Sumina: “Yes, it does.”

— In Japan, you don't see that much, do you? Of course, probably because of labor standards laws. Of course, there are those, and you can't easily fire regular employees. Of course, there are various factors. In America, is it so easy to lay off tens of thousands, thousands, hundreds of employees? Can they easily lay them off? I don't really understand American labor laws. Sorry for my lack of knowledge.

Sumina: “In conclusion, it's definitely easier than in Japan, but laws vary depending on the state.”

— Oh, I see.

Sumina: “For example, what you often see, what listeners often see, probably news about tech companies in California—there's overwhelmingly a lot of layoff news. On the other hand, probably in other areas like Texas, you don't see much layoff news because state laws are different. Now that you mention it… Especially in California, especially in the Bay Area, there's a lot of layoff news because, to speak more broadly, layoffs increased actually because of the pandemic. During the pandemic, the country lowered interest rates. Interest rates came back, and those who received funding from various investors—the most costly expense, labor costs—they are tightening their purse strings.”

— I see. Thank you. So, now, how frequently can't we say that this business has pivoted? It's being run by a separate corporation, right?

Sumina: “Yes, but in terms of my time and effort...”

— Completely in this new layoff area, you decided to take a risk and went to America, right?

Sumina: “Yes”

— I see. By the way, what can I say about the current status? Are you currently validating the MVP regarding the current project?

Sumina: “Yes, that's right. Exactly. Right now, I am conducting a lot of interviews. Actually, I was wondering if I should discuss this on the podcast. I was hesitant. Originally, the business was launched to support backoffice operations, but as I continued my interviews, I found that HR people are struggling not with the automation of backoffice tasks, but more with other communication aspects, recruitment, and reemployment support. I came up with a new hypothesis that those might be the areas where they need more help, so I am currently validating that.”

— I see, I see. As I hear that, the more employees a company has, the more difficult it is to support reemployment efforts. It's hard to cover everything. First, they notify the employees about the layoffs, then handle the transitions and payroll, so HR is already overwhelmed with just those tasks. So, it's understandable that they can't fully support reemployment even though they want to. They can't handle everything. I imagine that’s the situation. It's just a guess, though. I think that’s likely.

Sumina: “Yes, exactly. Regarding reemployment, it's called "outplacement" in English. We are receiving some inquiries about it. And we are working on it stealthily and testing how to automate the process.”

— I see, I see. I understand. By the way, during the hypothesis testing phase of the MVP, what industries are you focusing on? Are you targeting specific industries?

Sumina: “Well, to conclude, we are not focusing on specific industries. We are just responding to the inquiries we receive. But I think in a B2B business, the ideal approach is to start with enterprises and then expand to startups, or to broaden the scope in that manner. That's the ideal approach, I think. For example, other companies on AngelList and startups might have different concepts, but we don't specify which industries are better. We haven't decided that. However, companies that want support for their employees' reemployment are mostly in the Bay Area, and those who want to hire such people are mostly enterprises.”

— I see, I see. That's interesting. So, for now, you are still doing a lot of hypothesis testing. During this phase, while testing your hypotheses, what insights have you gained? The needs are probably varied, but in terms of monetization, do you have any idea where the money might come from? Has any clear direction emerged? Or do you think more hypothesis testing is needed?

Sumina: “I understand. In terms of purely making money, recruitment and consulting are highly profitable with significantly higher profit margins, I think so. But whether it is scalable is another question, so how to incorporate it into a system is something I need to figure out in the next steps, I think. But honestly, right now, I am still figuring things out, so, yes, that's where I am. Yeah...”

— Got it. By the way, how many people are currently working at Newond? Is it just one person now?

Sumina: “Yes, just one.”

— That's crazy.

Sumina: “Just one, but...”

— This is truly a startup.

Sumina: “Hmm... I don't know. There are pros and cons. As for me, well, I'd say the business is still in a state of flux, but in my opinion, more people means more costs, so, well... I have already secured initial funding, so, next, I need to decide on the business direction before adding more people, which I think will make things smoother.”

— I see. So, Sumina-san, for you, while doing the MVP alone and getting a sense of PMF, then you'll move on to the next funding round, and then hire cofounders or core members, or start looking for them, that's the plan, right?

Sumina: “Yes, exactly. That's the image I have. People have different opinions; some say it's better to start now...”

— There's really no right answer to this. It depends on the person's type as well—some are good at going from A to B, and some struggle with A to B—so it varies a lot. You’ve probably done a lot of A to B, so at this phase, you think it's fine to be alone. That's the feeling I have.

Sumina: “Yes, that's right.”

— By the way, when you came up with this service, did you decide from the beginning to go to America? Or were you considering other markets? Choosing the right market is crucial. It's important, and if you get it wrong, it can be hard to start over. Did you decide on America from the beginning?

Sumina: “Yes, that's right. I didn't answer this question earlier, but the reason for choosing America is that from the beginning, I decided to focus on this market for my business. I see. It's not about taking this business to America like my previous services, which were more global. We initially aimed to keep it global but launched in Japan, acquired Japanese customers, and then considered expanding to America. But this time, I first thought about what business would thrive in America and then created this service.”

— I see. So the market comes first. That's an interesting approach. But indeed, which one is correct? There are various ways to do things. For example, some people achieve PMF in Japan first and then go to America, or decide on the market first and create a business that fits it. Both approaches are valid. In the end, if you can create a company, then that's good. That's what I think. Most people probably have a desire to challenge themselves overseas. But there are some hindrances, like language barriers or fear of failure. These fears make it hard to take risks and leap. Before they know it, they're still in Japan, which is a common pattern. But Sumina-san, you've said you want to do business globally, right? And among those options, you chose America first. So, when did you start wanting to do business globally?

Sumina: “In my case, it was when I was 18 or 19. Well, at that time, there was a student program that allowed me to go to Bangladesh, so I went. The reason I joined was quite impure; I thought if there wasn't such a program, I would never go to a country like Bangladesh.”

— I thought that was fine.

Sumina: “It was a very impure motive, but it changed my perspective on life. When I went to Bangladesh, my image of the country was based on UNICEF commercials portraying it as one of the poorest countries. I thought it was very poor. Indeed, when I arrived, the airport was very empty, and there were kids who couldn't read cleaning windows. When I left the airport, it was clear I was East Asian, so many beggars approached me. That was the situation. But when I went to the city center, it was very lively. People, cars—the energy was overflowing. I wasn't alive then, but I thought, this is probably what the Meiji Restoration was like. Japan's Meiji Restoration...”

— Old Japan.

Sumina: “I wanted to work hard in a place with such energy, and that's why I wanted to challenge myself abroad.”

— I see. When I interviewed someone else, he said he went to America with his parents when he was young and was shocked by it, which made him want to challenge himself abroad. He admired America because of it, so going abroad is important.

Sumina: “I too think it's very important.”

— It doesn't matter why, but if you just stay in Japan, it's a homogeneous country.

Sumina: “Exactly.”

— In addition to being homogeneous, Japan feels closed off. Historically, Japan was a closed country, so it's understandable. I think that's normal, and it's not a bad thing, but since Japan's passport is the most trusted in the world and you can visit over 190 countries without a visa, you should take advantage of it to broaden your horizons. Everyone should, to expand their perspectives—it doesn't matter what the motivation is. Going abroad is important, I think. If you don't broaden your horizons, you can't compare yourself, and you won't realize how fortunate you are just to be born in Japan. You won't realize how lucky you are. I see. Bangladesh. I've been to India but not Bangladesh. I'd like to go someday. And I've been to Sri Lanka and India but not Nepal or Bangladesh—South Asia? I've never been there. I'm curious about many things. Also, Bangladesh is close to India. India is a Hindu country, and Bangladesh is a Muslim country, right? Is that right?

Sumina: “I think there are two main religions. Sorry, I forgot.”

— I find that interesting. There must be a lot of history there. I skipped world history during exams, so I don't remember much. So, with that background... I see.

Sumina: “But if you go to Bangladesh now, I think it has become much more prosperous.”

— That's true. I don't know how old you are now, Sumina-san, but if you were young, it's been over 10 years, right?

Sumina: “Yes, around 10 years ago. I've been there twice, and the second time, it felt like a different country. If you go now, it would be even more different.”

— It might be a different kind of culture shock this time. But it's definitely worth it. You should definitely go. Sorry for the long talk... Thank you. By the way, considering you're doing various challenges alone in America, startups tend to fail more often than not, right?

Sumina: “That's true.”

— Being alone in America, and as a woman, while running a startup, what kind of hard things have you faced so far? Were there moments when you felt really discouraged? I'm sure there are a few. If you could share one or two of them, please share that.

Sumina: “To start with, my first company was self-funded. I did everything, including setting up the company and the back office. So to some extent, the service I created became profitable.”

— That's amazing.

Sumina: “So, in a way, I'm quite cost-conscious, and I have a decent ability to mitigate risks beforehand. So, I think I have that ability to some extent. Therefore, honestly, I haven't faced many major business troubles yet. I haven't really faced any significant issues, though they might exist, but I think those are just part of the process, so I don't really count them as major troubles. But if I had to mention one, although I'm not sure if I say this on your podcast, but here it goes. People around me give me all kinds of advice. They mean well, and it's good advice, but it often becomes noise for me.”

— I see. Listening to too many people and getting advice from everywhere makes it hard to figure out what to fit into your own framework, and it becomes noise. I see. I can totally understand that feeling.

Sumina: “Really?”

— How can I put it, I've been invited to play golf a lot, especially since I lived abroad. But honestly, I don't really like golf.

Sumina: “I see.”

— So in the end, I think I have to decide for myself. I've been attending, but not for long. I'll go with the method that feels right or the advice that works best when I swing. I'll use that as my base. That's my current approach. But at one point, it was so inconsistent... I thought it might be making me worse. I wondered why I was even attending. But I think persistence is key, so I kept going. I'm giving it a try. I see. Indeed... Seeking advice from successful people is important, but taking in everything without filtering is different. You need to filter and see what resonates with you, what makes sense to you. That's really important.

Sumina: “Exactly.”

— I've always played more intense sports like basketball and handball. I prefer interactive sports, but golf—I don't mean to disrespect it—but coming from intense sports where equipment is new to me. I've never played baseball, tennis, or table tennis, so I don't really understand what's fun about them. I don't find them intense or exciting. It might be tough, though. Honestly, I kept declining invitations, but at some point, I thought it's not right to keep declining without trying, so I decided to give it a shot. I started attending a golf school, but golf lessons in Japan are quite expensive. I wanted to keep the costs low, so I joined a school with unlimited lessons. But the thing with unlimited lessons is you get different instructors based on availability. They teach based on your schedule. But everyone says different things—from how to hold the club to how to swing your arms, how to move your head, and where to look, everything was different. It got confusing. Whose advice should I follow? I feel like it's a similar situation. Sorry for the long story, but who should I listen to?

Sumina: “That’s right. My hardest thing, surprisingly, the thing I struggle with the most is that.”

— I see. How are you dealing with it now? After realizing that, how are you handling it now? What are you doing now?

Sumina: “There are two things I'm doing now. One is not to seek advice from others.”

— On the contrary.

Sumina: “The other is, ultimately, the goal, in your case, is probably to improve your golf skills. That's the essence, I think. Maybe beyond that, you want to expand your network, or something like that. There could be various reasons, but in my case, I concluded that what the customers say is the correct answer. I thought what the users are saying is the correct answer. For example, in the previous service case, the recruiting platform I used to run, I released it and got inquiries on the first day. By the next month, I was already making sales. But when I explained the business model to venture capitalists, they didn't pay much attention. I wasn't looking to raise funds, but when they reached out to me, and I explained my business model, they said it was a small business and turned away. But it was steadily generating revenue, and the number of customers was increasing. So, I thought, this is the right way. That's what I thought... and, even with the current service, mostly from business people, and some vendors, so I get a lot of advice from people in different fields and different worlds. But it's not about that. Ultimately, if you don't solve the customers' problems, the business won't grow. So I decided to listen to the customers' voices carefully. That's the conclusion I've reached now. It's the optimal solution... Yes, the way you build your organization, fundraising methods, things not directly related to customers, are areas where you should seek advice from seniors and investors. But in those areas, you should filter the advice you take.”

— I see... Thank you. Before we knew it, the first half ended up being quite long. In the second half, with the keyword "global" in mind, I want to ask various questions. So for the second half as well, I look forward to it. For now, let's end the first half. Let's wrap it up. If you know anyone interested in going abroad or wanting to challenge themselves abroad, please share this podcast. You can listen on Spotify, Apple, and Google Podcasts. I'd appreciate it if you shared it. And if you follow it, it'll motivate us. See you in the next episode! Thank you for listening.

【Ex-Amazon and Real Estate Startup】Takahiro Morinaga - On the topic of 'Global'

This article will unraveled Takahiro Morinaga's dynamic career shift from Amazon to serial entrepreneurship, detailing his journey, challenges, and strategic pivots in pursuing global startup ventures, notably in real estate tech and cross-border markets.

Notable content:

• Importance of International Expansion for Startups: Mr. Morinaga chose the U.S. market from the beginning because he wanted to do business on a global scale, and because the U.S. provides an environment in which he can realize his product goals.

• Japanese entrepreneurial community in the U.S.: There are 30-40 Japanese entrepreneurs in the Bay Area, and the number is growing every year. Many of them come from a variety of backgrounds and age groups and are taking on the challenge of starting a business in the US.

• Barriers to doing business overseas: Challenges in foreign countries face many challenges, such as language, visas, and financing. In particular, there are visa issues and challenges in an investment environment that differs from that in Japan.

• Combining AI and Retail: Mr. Morinaga's next business challenge is to leverage AI in the retail industry, and he offers his thoughts on AI trends and his views on current market trends.

• Fundraising and Incorporation Strategy: Mr. Morinaga plans to raise funds through an angel round and establish a corporation after developing a prototype. During the fundraising process, he also discusses the differences between the investment environment in Japan and the U.S.

—The second half has started, Morinaga-san. Thank you for your continued support.

Takahiro: “Thank you for inviting me today.”

—In the previous video, I asked Mr. Morinaga a variety of questions about his background, startups, why he started them, and also Hard Things. If you haven't seen it yet, please check out the video first. In the second half, I would like to ask him, keeping in mind the keyword "global”. I’m looking forward to talk with you. In the first half, you mentioned that you had written down all the failures you had made with startups in the past, and that you had realized once again that market selection was extremely important. When choosing a market, let me see... When you want to challenge in foreign country, I think there are various approaches like... Growing your company to some extent in Japan first, then, you will expand overseas. Or should we start expanding globally from Day 1? I guess it’s a tough choice. However, if we start expanding globally first, I’m wondering there are some issues that comes up like what market we will start. So, I would like to ask about methods for selecting a particular market or something that makes you decide if you have something like that.

Takahiro: “Okay. I decided from day that I wanted to choose American market. I am going to choose America all day, but basically, I think there is no answer about selecting market from Day. So, I think that the appropriate market generally changes depending on the individual's intentions or what you want to solve in terms of the kind of market they want to challenge. The reason I would choose the American market from Day is primarily because I have a strong desire to build a business on a global scale and create products. While it's possible to do this outside of America, platforms like YouTube and Netflix, which I use, are all based in the Bay Area of America.”

—That’s right.

Takahiro: “So, I thought that going to America from Day as a place to realize my aspirations would be a way to increase the chances of success. It seems that you're in a situation where you're choosing America as your market.”

—I see, thank you. When I met with you in America, I've heard that there is a community of Japanese entrepreneurs challenging themselves in America, Is the community growing even more?

Takahiro: “Yes. In the Bay Area, there are probably around 50 to 60 Japanese entrepreneurs.”

—That's amazing. I see.

Takahiro: “I believe it's increasing year by year.”

—Okay. What are most people like in that community? I suppose there are many young people in terms of age, right? What's the general age range like? Is it diverse

Takahiro: “It's quite diverse. There's quite a range, from early to mid-20s as the youngest, all the way up to people in their 50s and 60s. Some are employees working in Japan, some in America. So, I think there's a pretty broad age range.”

—I see. So, um... Are these individuals typically set on challenging America from the outset, or is it more common for them to have already achieved success in Japan, established some level of product-market fit, and then targeted America as the next market? Or is it quite case-by-case?

Takahiro: “I guess so. In my circle, there are many people who come to America with just themselves and a desire to start a startup here. However, recently, there have also been cases where people have scaled their startups in Japan and then come to San Francisco wanting to enter the American market, after achieving some level of product-market fit and having customers in Japan.”

—So, it varies from case to case, but it seems that for the most part.

Takahiro: “Many individuals really do come to America on their own and challenge themselves here. It might be just from my own observations, though.”

—I see. That's what it seems like. It’s natural to wonder about the best approach to challenge oneself overseas. I often think about that. In the case of Japan, perhaps it's just a hypothesis, but I think one reason why many people don't go abroad is because they can't speak English. So, they want to start a startup overseas, but I think English is a high barrier. Were you already speaking English well?

Takahiro: “But I think my English skill wasn't really good.”

—Did you improve in English after going to America?

Takahiro: “I guess so. So, it's not like I thought I was fine with English and then decided I could make it in America.”

—It seems you're reflecting on how people approach going abroad. If we don't increase the number of startups challenging overseas, fewer may feel inclined to do so. For instance, Mr. Morinaga's drive to challenge abroad stemmed from impactful childhood experiences or admiration for America. But what about those without such catalysts? One possibility is pushing oneself to go, even if the desire isn't strong. Yet, it's crucial to choose the right market; otherwise, the effort may lack conviction. Whether it's America or elsewhere, liking the country is crucial for a successful venture abroad. When I started my first business in the Philippines, its familiarity made the decision easier. I believe more resources like this media can ease fears and encourage more people to take on international challenges without hesitation. Regarding the Bay Area, where there are around entrepreneurs exploring various ventures, managing visas and housing can indeed be daunting. Visa procedures, especially in countries like America, are notoriously complex, so how do people handle these challenges?

Takahiro: “Many people initially come to America with the purpose of exploring and understanding the startup scene. Some come on student visas to study while immersing themselves in the startup environment. Others may arrive on ESTA visas to assess if they can pursue their startup ambitions. Essentially, most people come to America with these kinds of intentions.”

—What's the duration of a student visa?

Takahiro: “For that visa, I'm not entirely sure, but in my case, it was issued for about 3 years. So, you can get up to about 3 years on that visa. Of course, you can attend university, graduate school, or even a language school. I think it was issued for about 3 years.”

—So, with a year duration, is it permissible to work part time or earn income with that student visa?

Takahiro: “No, it's completely not allowed on a student visa.”

—Okay. That means it's not allowed to earn income like that, right? What's the maximum duration of stay under ESTA?

Takahiro: “It's said that the maximum stay is days per visit under ESTA, but I'm not sure if that's really the case. Nonetheless, it's been said that the maximum is days.”

—I see, I see. Got it. So, for now, in your mind, you want to continue to take on challenges in America. I think you have the desire to compete. Within what you can share, what kind of field do you plan to challenge yourself in? Have you decided on that?

Takahiro: “Actually, I've written down more than ideas, and I've bounced them off or people. With all that, I've been thinking about various things, but as for me, I want to engage in a business where America is main, like I mentioned earlier, and leveraging current trends effectively. Nowadays, I think it's AI, so I'll be focusing on that. Given my background, retail and ecommerce, selling goods were strongly sought in my first career, so now I want to challenge myself in the retail x AI domain. That's what I'm thinking of challenging next.”

—I see, retail x AI... It's still a bit unclear what exactly, but in America, how is AI... The AI field, is it a hot trend?

Takahiro: “As a trend. Yes, but it's so hot that I wonder if AI is really that good. On the contrary, here, it's like, well... It feels like it's come full circle.”

—I see, everyone...Everyone is talking about AI,

Takahiro: “So is AI really that good? That's the impression I get. Well, I think it's still hot though.”

—I see. In my image, it's mostly OpenAI and Anthropic, they are quite mainstream, and seem to be spreading in various ways.

Takahiro: “Also other AI startups' trends are varied approaches, but in the end, generative AI uses OpenAI's IT in the background.”

—I see, that's how it is. By the way, this market, I've heard it's cooling down, how is it now? Is it recovering?

Takahiro: “No, it still feels cold. Especially Series A and B are still tough. Seed and pre-seed seem to have some deals, but the later stages, the more mid-to-late stages, the colder it seems.”

—I see. It seems like it will still take some time. So from now, you'll solidify various ideas, and once they're solidified, so the plan is that you create a prototype, and once you've gained some traction, will you incorporate? Or will you incorporate first and then make a prototype? How are you thinking about it this time?

Takahiro: “I'm still thinking about that, but the next challenge I definitely want to do it in America again, so an angel round soon... if I can make the prototype, I'll proceed to the next round and start the next company. Even in America, I want to challenge myself again as soon as possible.”

—Once things are solidified, if possible, I'll make a prototype, and with the prototype, I'll do an angel round, and gather funds. In the angel round, how much are you planning to raise?

Takahiro: “As a goal, right now, it's about $20KUSD in Japanese yen I am aiming for around 30 million yen next as the next goal.”

—Okay. And once that's gathered, where will you register the company? Delaware?

Takahiro: “Yes, basically in America.”

—For example, creating it in Delaware Mostly, that's the case, right? With a CCorp.. In Delaware.Y

Takahiro: “Yes, creating it as a CCorp in Delaware.”

—By the way, when it comes to fundraising. In most cases, everyone is in Delaware I think they register companies, but what about Japanese? Is it easy for Japanese VCs to invest if it's in Delaware?

Takahiro: “Most Japanese VCs...We had the opportunity to talk to Japanese VCs last time. There were still funds involved or with American companies in their work. There were places where investing was not an option. I think there were several, so... I mean, really. Not all VCs can invest in American companies That's not the situation for investment, That's the feeling I got.”

—So depending on the VC, possibility seems quite scattered.

Takahiro: “Yes, there are also specific conditions depending on it. I think there were things like that.”

—Yes, I feel that you’re going to raise funds through the Angel Round now. Or rather, we're going to develop it and shape it. So you're thinking so. Fundraising seems to be... I'm thinking it might be a common challenge for everyone. Because, you know, when trying to challenge abroad, unlike in Japan, I think it would be smoother to raise funds from Japanese VCs by establishing a Japanese entity. And you could also get various loans from different people. So for Japanese founders, if they register in abroad, they can’t receive support which they have in Japan such as financing, if they're outside Japan. And also, in that scenario, I think everyone might struggle when they're challenging abroad. Getting money from foreign VCs or investors might be difficult, you know, so... How do you feel about that aspect? Mmm...Do you feel such a difficult challenge?

Takahiro: “Exactly. When setting up a company in America, there might be difficulties with Japan's financing system. As I mentioned earlier, for startups abroad, including those in America or other countries, it can be challenging to secure funds or attract VCs. Surely, this is a significant aspect to consider. However, as you progress with your startup in America, particularly in the mid to late stages or for the next rounds like Series A or Series B, attracting American venture capital firms may prove challenging. It could also be difficult for American VCs to engage if they don't have a presence or familiarity with your market. In such cases, starting with a CCorp in Delaware could potentially ease this in the mid to long term, making it more straightforward to attract American VCs in the future. That's how I see it.”

—In America, there are indeed various options available, and registering a company there offers advantages, especially when considering long-term prospects and fundraising. Creating a company in Delaware, for instance, is often seen as a favorable choice. However, when looking at other regions like Southeast Asia, there could be additional hurdles to navigate. Each country in Southeast Asia has its own regulatory environment and business culture, which can affect how startups operate and raise funds. Understanding these nuances and seeking local expertise would be crucial for anyone looking to expand into this region.

Takahiro: “Right, organizations like Y Combinator traditionally prefer companies to be set up in Delaware due to its favorable corporate laws and ease of doing business. During the application process, they often inquire about the company's incorporation details, including its structure and location. While I can't recall specific directives to 'make it in Delaware,' the practical advantages of setting up there are widely recognized in startup circles. So, for those looking to establish a presence in America and engage with prestigious accelerators like YC, incorporating in Delaware could indeed be a strategic move.”

—Yeah, that seems like a good idea. Well, when you're looking to challenge globally, there are various market considerations to think about. Where to register the company is also becoming quite important, I feel, to hear various things.

Takahiro: “Yes.”

—For example, if you are in the Philippines and want to challenge there, registering in the Philippines might not make it easier for both Japanese and American VCs to invest in Philippine entities. It's hard to say.

Takahiro: “There are so many unknowns, so it's like...”

—It's good to consult with experts, right? Including that in your considerations. Of course, when conducting market research, we also consider fundraising and explore available options. I think both should definitely be considered together after listening to today's discussion.

Takahiro: “Yes, I really think so too.”

—I see, thank you. By the way, regarding legal aspects, and the fact that laws are very different, right? Not just regulations but also other rules, who do you usually consult with about these things?

Takahiro: “Among the Japanese entrepreneurs in San Francisco, there are various networks, so sometimes I get introduced and we get connected that way. Also, JETRO (Japan External Trade Organization) has systems to support Japanese entrepreneurs abroad, so sometimes we get connected through JETRO. JETRO helps us connect as well.”

—Thank you. So, what's your plan for the future? What kind of approach are you considering? Solidify the idea, create a prototype, and once the prototype is ready, do an angel round, and after that, what are you planning to do? Are you also considering participating in an accelerator program?

Takahiro: “Yes, right now I'm in the process of reaching out to new members and inviting them onboard. For this angel round, I'm primarily targeting Japanese angel investors. In the next rounds and beyond, I aim to engage American venture capitalists and angel investors. So, I plan to actively participate in accelerators early on.”

—By the way, in America, which programs would you recommend?There seem to be a lot of them.

Takahiro: “Yes, that's true. YC is quite famous, though I've heard opinions about its declining quality recently. I'm still exploring that myself, but definitely, applying to YC is on my radar. There are also many new accelerator programs that focus specifically on AI, and I'm interested in applying to those as well. Jason Calacanis's accelerator, Launch, is another option I'm considering. So, I'm looking into applying to these kinds of programs now.”

—As for the requirements or selection criteria, is having a prototype stage acceptable

Takahiro: “Yes. However, for Launch, it seems difficult unless you have some revenue or traction.”

—Taking it step by step seems like a good approach. Start by applying to accelerators that accept startups in the idea stage. Refine the idea as you go through the accelerator program, and once it's polished and has gained some traction, you can then consider applying to Launch or similar programs. That could be a structured way forward.

Takahiro: “Yes, there are many programs available.”

—By the way, are you planning to find a cofounder from now on, or will you continue as a solo founder?

Takahiro: “I'm currently discussing and looking for a cofounder, rather than going solo, I want to gather a solid team and start from there.”

—Last time, you said you were working with two people, but how about this time?"

Takahiro: “I'm planning to have two cofounders this time, similar to before. Initially, we might start with part-time founding members. While they may be part-time initially, I think a three-person setup, including such members, would be ideal for the next step. That's what I'm considering now.”

—Do you already have roles in mind? Do you have ideal roles envisioned?

Takahiro: “Yes, I think having cofounders with different skill sets is ideal. Since I have a business background, I want a tech-oriented cofounder.In AI, a tech-oriented person seems crucial.”

—Yes. Different backgrounds expands our capabilities, like what we can do. So, how do you search for cofounders? What's your method for searching, and also, what criteria do you have in mind? What do you look for?

Takahiro: “There are various methods, but what I often use is a service provided by Y Combinator, such as their cofounder matching service. I've met people there, as well as through introductions from friends. Additionally, I've connected with individuals in settings unrelated to startups and invited them to join me.”

—I see. So, ultimately, when making an offer, how do you decide who to work with? What criteria make you think 'I want to work with this person'?

Takahiro: “I mentioned earlier that I look at skill sets, but more important than that is whether we can run the startup with the same vision. If our visions don't align, when challenges arise, we might end up going separate ways. But if we share the same vision and goals, we can persevere through difficulties and restart if needed, ensuring the team stays cohesive. So, having a shared vision, clear goals for the startup, and a mutual understanding of why we're doing this are crucial. When these align, I believe we can work effectively together as a team. Yes, that approach is definitely preferable.”

—It's not just about ambition, but working towards the same direction makes easier.

Takahiro: “Yes, I make sure to check that often.”

—Thank you. By the way, for young entrepreneurs who want to challenge themselves overseas, do you have any advice on what to avoid from the beginning? If there are things they should be careful about or avoid, I'd like to hear your suggestions.

Takahiro: “For those wanting to go to America or abroad, you mean?”

—Yes, exactly.

Takahiro: “This is my personal opinion, but I think you don't need to spend too much time preparing in Japan. This applies to learning English or even developing a business idea. First, just go to the country. If it's America, then go to America. The business plan you thought of in Japan could turn out to be different once you’re in America. There are many cases like that.That's right.No matter how much you study English in Japan, when you speak in America, it's not just about vocabulary; it's more about communication skills. Some people can communicate effectively despite limited English proficiency, while others struggle even with strong English knowledge. So, instead of spending too much time preparing in Japan and waiting until you're fully ready, I think it's better to just go and see for yourself. Experience firsthand whether it's really what you want to do and make your decision based on that.”

—That's a great insight. I agree. It's important to just go for it. People find reasons like their English isn't good enough, or their business idea isn't ready, and these become hurdles. I've seen this often. So, just go and experience it for yourself, it's much faster and more effective. Also, meeting people who are already doing it there is the fastest way to learn. So, get a cheap ticket and just go. Gather information and experience it yourself. That's the best approach, I think. Okay, thank you. By the way, regarding the Japanese startup ecosystem, even though you are in America today, but considering that, how can the Japanese startup ecosystem become more vibrant? And how can we increase the presence of Japanese startups overseas? The number of Japanese startups challenging themselves abroad? How can we increase that?

Takahiro: “That's a tough question. The Japanese startup ecosystem.”

—Yes, how can we improve it? There's a lot of effort now. It feels like it's gaining momentum. The government has also introduced a five-year startup plan, and there are more global events than before. It seems like it's changing positively. I think it's improving. There's also the angel tax system. Yes, this will encourage more people to become angel investors. I think the number will increase from now on. I think it's a good trend.

Takahiro: “As a nation, Japan is working to support startups. I think that’s the current situation. In Japanese startups, investment is increasing year by year, and the current market conditions are not severe. Also, for entrepreneurs, the key is how to increase the number of startups in Japan. If the number of entrepreneurs increases, the number of people willing to take on challenges will also increase, and as a matter of probability, some of these startups will grow significantly. First, those who want to start a business or try a startup need to first make the decision to give it a try and see how far they can go. I didn’t live during the Showa era, but lifetime employment is no longer the norm. So, even if a startup fails, in the past, you might have been labeled and found it hard to get reemployed, but now, the experience of having done a startup is seen positively by many companies. There are more companies like that now. The risks associated with challenging oneself as an entrepreneur, compared to the past, have greatly diminished, I think. Recognizing this, more people might think, 'Should I try starting a business in Japan?' If such people increase, the Japanese startup scene will keep growing, I believe.”

—I agree. The environment has become much more conducive to starting businesses than before, so I feel that after graduating from university—of course, there are various ways of thinking, and this might not apply to everyone—but if starting a business after graduation becomes a normal option in Japan, I think it would be better. But unfortunately, if I can speak frankly, there is too much peer pressure, and if you take a path different from others, you are often seen as an outsider in Japan. Whether it’s the culture or something else, I can’t fully articulate it, but that exists. So, regardless of that, pursuing what you want to do and starting a business as one of the options should be acceptable, I think.

Takahiro: “Yes, indeed. When Japanese people challenge themselves overseas, particularly in Silicon Valley over the past decade, they have accumulated a wealth of information about what to be cautious of, including potential pitfalls when starting a business there. Whether in Japan or America, the hurdles to starting a business aren't fundamentally different, I believe. Of course, there are visa and regulatory issues specific to each country, but ultimately, it depends on where you want to establish your business. If your goal is to innovate in Japan, then Japan might be the right place. If you're aiming for the global market, locations like America or Singapore offer many opportunities. The difficulty or ease of starting a business isn't defined solely by the location but rather by your readiness to navigate the market and execute your ideas. As more people choose to start businesses abroad based on their aspirations and market opportunities, I think we'll see more Japanese entrepreneurs succeeding internationally.”

—I see. Thank you. I really hope more and more young Japanese entrepreneurs will challenge themselves overseas. And not just entrepreneurs, but also business people who want to live and work abroad someday. I hope this discussion will be useful for them too. That's what I think. By the way, how can people reach out to you? Well, on X or LinkedIn.

Takahiro: “I think I check LinkedIn or Facebook the most...”

—Got it.

Takahiro: “So, if someone wants to go to America,”

—Yes, I think there are quite a few viewers who might want to hear more, so they might reach out to you. We can share your Facebook link or your LinkedIn link somewhere in the description. This will be the last question, but could you please share any final words for those who want to challenge themselves overseas?

Takahiro: “Sure. I was also anxious about coming to America, and about leaving my salaried job at Amazon to start a business, but I found that everywhere I went, many people were willing to help. With their help, I’ve been able to keep challenging myself, and now I’m here. In San Francisco and the Bay Area, where I frequently travel between Japan, there is a very strong and well-organized community that seriously supports Japanese entrepreneurs coming from Japan. This community is very supportive and closely knit. So, even if you feel anxious and uncertain about jumping into San Francisco or Silicon Valley, there are many supportive members who will help you out. I understand you might feel anxious, but once you come to San Francisco we can work hard together.”

—Yes. It would be great if we all come together with the samurai spirit. Thank you for watching Rising Podcast. If anyone is interested in going abroad or wants to challenge themselves overseas, please share this podcast since it's available on Spotify, Apple, and Google Podcasts. We'd be happy if you could share it. And if you could also follow us, it would be motivating, so please, we'd appreciate it. See you in the next episode! Thank you for watching. Morinaga-san, thank you for being on the show.

Takahiro: “Thank you. Yes, Nice meeting you.”

【Ex-Amazon and Real Estate Startup】Interview with Takahiro Morinaga, a Global Talent in action

This article will unraveled Takahiro Morinaga's dynamic career shift from Amazon to serial entrepreneurship, detailing his journey, challenges, and strategic pivots in pursuing global startup ventures, notably in real estate tech and cross-border markets.

Notable content:

• Career Transition and Entrepreneurial Journey: Takahiro Morinaga's transition from a corporate career at Amazon to becoming a serial entrepreneur, including his motivations, challenges faced, and pivotal decisions in pursuing startups in both Japan and the United States.

• Startup Experiences and Learnings: Insights into Morinaga's startup experiences, including the genesis of startup ideas, the process of founding companies (such as the real estate tech startup focusing on fractional ownership), and the iterative learning process involved in building and pivoting a business.

• Global Perspective and Cross-Border Challenges: Discussion on the complexities of launching a business with a global perspective, navigating cross-border challenges, cultural differences, market dynamics in Japan and the U.S., and strategies for international expansion.

• Personal Growth and Decision-Making: Exploration of Morinaga's personal growth as an entrepreneur, including his decision-making process in exiting previous ventures, reflections on failures and successes, and the role of mentorship and support networks in shaping his entrepreneurial journey.

—Welcome to the RiSiN Podcast. Thank you for appearing on the RiSiN Podcast today. Let me introduce this podcast again. RiSiN Podcast is a podcast that invites entrepreneurs, business people, investors, etc. who are active overseas and presents them in a conversation format with guests. The reason I started this podcast was I wanted to increase the number of startups and business people who are taking on challenges overseas. At the same time, I started for creating a useful media for people who want to try something overseas by focusing on and interviewing Japanese people who are active overseas. Mr. Morinaga, Nice to meet you.

Takahiro: “Nice to meet you too.”

— So firstly, I'd like you to introduce yourself briefly.

Takahiro: “Okay. Hi everyone again, my name is Takahiro Morinaga. Nice to meet you. I personally joined Amazon Japan as a new graduate after graduating from university and worked at Amazon for three or four years. I moved to San Francisco for the first time in May 2022, because I have wanted to take on challenges in America, especially starting my own startup since I was a student. I am currently running a startup based in the US while traveling back and forth between Japan and America.”

— Thank you. You moved to the U.S. after working at Amazon, right?

Takahiro: “Actually, I didn't move to America immediately.”

— I didn't know that.

Takahiro: “Yeah. I was actually in Osaka for about a year. I registered and operated a business at that time.”

— Really? I've never heard that.

Takahiro: “Yeah, I really didn't mention it.”

— What business were you doing at that time?

Takahiro: "My co-founder and I had the experience of studying abroad when we were students. We decided to work together on a project to solve the problem that international students are nervous, so we initially created an exchange app for expats and international students in Osaka.”

— That's too new to me. I did not know. okay. So, did you try that for a year and then quit?

Takahiro: “Actually, I didn't quit the business itself. We were wanting to do that business overseas as well. I had a desire to create a business, and product that would be used globally, so I started in Osaka with such a desire. But, for some reason, I had a chance to talk with people who are starting a business in San Francisco. I told him that I wanted to work globally someday, he said that I should come right away.”

— They taunted you at that time.

Takahiro: “Yeah, that's right. I also thought there was a way to do that, and I'd better go now because I want to do it globally someday. Within a month after talking with him, I had prepared my visa and prepared to travel to the U.S., and I went to America with co-founder.”

— By the way, what kind of work did you do at Amazon?

Takahiro: “I had changed departments once. The first time was with the Amazon Marketplace team, which is a competitor such as Rakuten, and I worked there to provide sales support to sellers, as well as EC consulting like how to increase sales on Amazon. In my second year, I transferred to Amazon's retail division. I was mainly in charge of the toy industry.”

— That's what you were doing at Amazon. I haven't heard much about your time at Amazon. What was the atmosphere like at a company like Amazon in Japan? Is there a culture where English is used fairly often?

Takahiro: “It varies depending on the department, but I used Japanese 80% of the time. I had some clients from Canada and America, so in some cases we communicated via email in English. Also there were things like business negotiations in English. In my case, I mostly used Japanese.”

— So, it's quite a domestic feeling. So, it really seems like some departments use English and others don't.

Takahiro: “Yes.”

— By the way, after studying and joining Amazon, when did you realize that you wanted to pursue your passion in work overseas?

Takahiro: “When I think of overseas, I've always admired America since I was a child.”

— Oh, really? okay. but why did you have aspiration for America?

Takahiro: “When I was little, around 5 years old, my parents took me to America for my first overseas trip. Ever since I was little, I have thought that I want to be able to speak English, that America is cool, and that America is the center of the world, including the economy. I grew up thinking that way, so I feel like I've always wanted to work around the world, or rather, in America.”

— Your experiences when you were little led you to become more aware of America and other countries.

Takahiro: “I was thinking that someday I would like to work in America.”

— That's how much of an impact you had. My image of a 5 or 6 year old is that there are many things not remembered. I thought that people would forget such memories in their childhood. But I guess it had quite an impact for you. Even at a young age

Takahiro: “Yeah... I think even when I was little, I thought that English was cool, that it was nice to go abroad, and that it was okay to go to places I didn't know.”

— I think you said that you are currently traveling back and forth between Japan and America and launching a startup. How many times has this been your startup?

Takahiro: “As I mentioned earlier, I started a company in Osaka after quitting Amazon once, closed it when I went to the U.S., moved to America in 2022, created a company in America as a American corporation in 2023, I also had to leave there now, I'm currently preparing, so I think this will be my third startup.”

— I see. I feel like you're really taking on a lot of challenges.

Takahiro: “Yes. I'm also surprised that I'm starting my third company.”

— By the way, how old are you currently Morinaga-san?

Takahiro: “I'm 29 years old now, the last year of my 20s.”

— Great taking on a challenge of 3 companies at the age of 29..

Takahiro: “Well, for me, I feel like I want to take on more challenges right now.”

— I think it's okay to take on challenges because you're still in 20s. You still have a lot of stamina, I think. mmm... let me see. The older you get, the more conservative you become. People in late 20s, or early 30s, are likely to take on the challenge. Of course, I personally believe that age has nothing to do with it. I believe that you can take on the challenge at any age. Well, what kind of startup was that second startup?

Takahiro: “In terms of category, the second company is I'm working on a startup in the real estate tech field, and to put it simply, my second company was creating a platform that allows overseas customers, primarily American customers, to jointly purchase villas in Japan.”

— I see. you mean... fractional ownership, right?

Takahiro: “Exactly!”

— Like ‘Not a Hotel’ in Japan is doing well. From my understanding, I feel like this is a scheme that is working well. However, I don't understand everything about Not a Hotel, but it incorporates elements of Web 3.0, and I don't know if it's a member of the NFT owner, a member, or what, I don't know, but if you have that. I feel like the concept was that you could stay at a hotel operated by Not a Hotel at a cheap price. Does that make sense?

Takahiro: “Yes. So things like fractional ownership are becoming very popular in America as well.”

— That's right.

Takahiro: “Even in Japan, there are companies like Not a Hotel. However, I had the impression that the idea of overseas people purchasing real estate in Japan on a fractional basis has not yet become commonplace.”

— I see. What led you to start it? I mean... the background... You had a co-founder, right?

Takahiro: “There was a co-founder.”

— So what is the background of the co-founder? Is it in the real estate field?

Takahiro: “In particular, neither of us were an expert in the real estate field.”

— That's interesting. What made you decide to take on that challenge?

Takahiro: “After moving to the United States, co-founder and I were thinking about how to run the business every day. Although we've come up with some ideas, we were talking about whether there were any speciality, like if we could utilize our Japanese heritage as a weapon, even though we are in America. When I think about this and look at the Americans around me, I find that there are a lot of people who like Japan, especially in California.”

— Yeah, they really love Japan.

Takahiro: “There are a lot of people who really love Japan, and they want to buy a vacation home or a house in Japan, but they can't get a loan, also they can't buy it all with cash on their own. I've heard that even if you buy it, you can only go to Japan for a limited time. I started working on an international exchange platform that I had originally set up in Osaka after I went to America, and I interviewed 100 international students and expats there. When I asked them what is hard about living in a foreign country, almost all people said it was housing problems. Of course, this applies to renting a house, and of course it also applies to purchasing a house, the way you rent and buy a house is different in each countries. Thanks to those interviews, we were able to utilize our own backgrounds, and we were able to settle on a business that allows us to sell Japanese real estate on a fractional basis.”

— It's true that for foreigners, renting and buying a house in Japan is quite difficult. if you can't speak Japanese, it will be difficult to process documents, and communication with agents will probably not be smooth. There are other troublesome things that come with renting a house, right? For example, it's difficult about a guarantor. Also in other countries, they don't have the idea about key money. They probably know about deposits, but the concept of key money in Japan is, I don't know... unique...?

Takahiro: “I probably haven't heard much either.”

— There aren't that many, right? I have also lived overseas for work and have rented properties in places like the Philippines and Malaysia, but this kind of idea of key money doesn't really exist outside of Japan, I guess... Don't you think they key money is like thanks to the landlord for lending you the house? For me, I feel like that. If they don't understand things like that, that makes them wonder why they have to pay, right? So, you were providing houses in the form of fractional ownership to Americans who love Japan in the United States. By the way, how did you find properties in Japan?

Takahiro: “At first, I found ski resorts in Japan are quite poplar with people from overseas for powder snow, so we talk with many real estate agents to let me list the properties. To let us approach people from overseas and attract customers. We talked with many agents.”

— I'm sorry for not being too knowledgeable, but is it possible that real estate agents immediately provide the properties they own as fractional ownership?

Takahiro: “As a real estate agent who helped sell overseas, we had a pretty good feeling about the impact we had on the market. There were many real estate agents that couldn't get around to the influx of customers, and I think customers were also quite positive about the value we were bringing.”

— I got it. Thank you. So, it's like you really came up with that concept and approach to attract customers to agents by utilizing their properties through your services as MVP (Minimum Viable Product).

Takahiro: “However, when it comes to selling fractional products, there are various laws and regulations which were hard to decide. For example, the rules for a house when customers buy together, whether if it's okay for foreigners to buy it, and if it's safe to use properties in this way. Before launching the MVP, we had a lawyer involved and thoroughly checked it.”

— Did you do anything like that before raising funds? Or did you raise funds first?

Takahiro: “We had fundings and investments at the idea stage.”

— That is really amazing.

Takahiro: “The idea has changed little by little since the time we raised funds. Even so, when we had the first startup, we raised funds at the idea phase.”

— What year did you raise funds?

Takahiro: “in 2023.”

— It probably wasn't good time for the market to raise funds.

Takahiro: “Funding was mainly from Japanese venture capital and angel investors. The market conditions in Japan were not as bad as in America, and with depreciation of yen, we were also receiving a lot of inquiries from overseas customers, so I think the timing was very good.”

— Come to think of it, I also met you at the time of raising funds.

Takahiro: “Yes... in San Francisco...”

— Thank you very much. I'm glad you made time for me. There are many stories that I didn't know about. I see.. so aren't there a lot of things that don't go well even at startups, such as the timing of testing the MVP? What kind of hard things did you experience at that time? If you had to pick three things, what would you say was difficult?

Takahiro: “First of all, it is far less likely that things will go exactly as planned.”

— That's true. Really.

Takahiro: “Things don't always go as planned. I felt that even after MVP was released. Second is... It was difficult to quickly decide what I should do next.”

— You mean PCDA, right?

Takahiro: “Yes. I wish I could find the way if plan A fails, what is plan B? and what is plan C? when plan B was no good. In our case, we deal with real estate, which is quite heavy, and it wasn't something that could be viewed online or only digitally, so it was difficult to make things faster because we targeted real estate. The last hard thing is... It may be strange to say when to withdraw. It was very difficult to draw the line on what to pivot this business. I might be able to do it if I try a little harder, or not, so it was hard to make that decision.”

— By the way, how many people were on the team at that time?

Takahiro: “I was mainly working with my co-founder, as the two of us.”

— It might be difficult to talk a sort of things. Swiftness and speed is especially important when you start running, but there are many things you can't control yourselves properly if it's just the two of you. While doing various things, I believe you did many testing of various hypotheses. Did you decide to quit during the MVP phase?

Takahiro: “Well, something inside me... I was investigating various things in the field of Cross-Border and real estate for about a year and a half. During that time, we were unable to achieve anything. Also I had doubts about whether I should continue with the business, and as I said at the beginning, I wanted to do more startups in America and overseas, so I moved to America. However, the startup I worked on before was like half of me is in Japan and the other half is in America... I thought that I can't go out of Japan... like I was in limbo... Also, when I compared it to my lifestyle as an entrepreneur, I wanted to do more in America, and I wanted to challenge and compete in the American market so that's the decision I've made at this time.”

— But I'm surprised you made such a decision. If I were in that position, I would not have the confidence to make the decision to exit properly. Don't you have that particular feeling? You started it with your co-founder, raised funds, and did a lot of things for the time being. I don't have any children, but isn't it like having children? It takes a lot of determination and courage to let go of that. You did very well. There may have been all kinds of complicated feelings, but how does the decision-making process... How did you decide to leave? It probably wasn't easy.

Takahiro: “Honestly, I was really struggling. I felt sorry for the people who believed in me, and invested. On the other hand, it was also a good opportunity for me to reflect on what I wanted to do in my one lifetime. However, the people who supported me the most were all the entrepreneurs in San Francisco, my seniors. As I consulted with my seniors about the current situation, they gave me a lot of advices, and they told me that they'd like to work with me in America again.”

— That’s wonderful.

Takahiro: “Thinking back now, I think was able to make the decision with the support of other seniors working in America.”

— Thank you. You have really good experience. At such a young age... Well... I guess that experience helped you grow as a person in many ways. Even just listening to the story. I'm sure you have a lot of ideas and things you're about to launch, but if you were to start over, how do you think you'd start?

Takahiro: “Actually, last time, after I decided to leave the company, I wrote down all 50 things that I thought had gone wrong at my previous startup. I also wrote down 50 things that I would like to do next time, making a total of 100 things. To give an example, which market do I want to work in? Of course, there are also Japan and America. For me, I'd like to run a business which can challenge in America. That is one condition that I cannot compromise on right now.”

— The market is important, thank you very much. We are going to finish the first half and take a little break. In the next time, the topic is global, and I'd like to ask you a variety of questions, so I would like to conclude the first half with this. Mr. Morinaga, thank you for talking with us. I'm really looking forward to see you in the next half.

Takahiro: “Thank you very much.”

A Summit That Delivered Real Value

From the moment I entered the venue, the energy was electric. This wasn’t about industry buzzwords or abstract theories—it was about real-world applications, meaningful dialogue, and actionable insights. The agenda tackled timely and pressing topics, including Web3 x AI convergence, regulatory progress, and the future of decentralized finance.

Keynote Sessions That Left an Impact

1. The Future of Stablecoins and Digital Payments
   Speakers like Alex Tapscott and Genki Oda explored how stablecoins are reshaping Japan’s financial infrastructure. Their perspectives on regulation and tech innovation painted a clear roadmap of what's coming next.

2. Digital Economic Zones in Tokyo
   Nobuko Irie shed light on Tokyo’s bold initiatives to become a global digital innovation hub, focusing on how Web3 and AI can be embedded into public services, economic growth, and governance.

Exhibition Hall: Where the Future Was on Display

Innovation was at every corner in the Exhibition Hall. From decentralized AI to blockchain-based fintech platforms, each booth offered a sneak peek into what’s next. Heavy hitters like TRON, Polkadot, and Alibaba Cloud showcased cutting-edge products and proof-of-concept demos that were both visionary and practical.

Networking That Leads to Real Opportunities

What set this summit apart was its ability to spark genuine connections. The VIP Conference created space for intimate conversations with leaders and decision-makers. Meanwhile, the Red Carpet Gala and the surrounding Tokyo Web3/AI Week side events gave attendees a chance to connect in more relaxed, social settings—conversations that could easily lead to future collaborations.

Why You Should Mark Your Calendar for 2026

If you're serious about being at the forefront of Web3 and AI, the TEAMZ Summit is a can’t-miss. It’s not just a place to learn, it’s where you engage, connect, and co-create with the people actively building the future.

The next edition is already scheduled for April 15–16, 2026, and judging by this year’s success, it promises to be even more impactful.

Final Thoughts

In a world where technology is evolving at breakneck speed, the TEAMZ Web3/AI Summit is more than just an event—it’s a catalyst for innovation. Whether you're a founder, investor, developer, or curious explorer, this summit is your front-row seat to the next wave of transformation.

One of the small yet puzzling things I noticed after returning to Japan was how we call the green traffic light “aoi shingō” (青信号), or “blue signal.”

I mean, it’s obviously green, right?

At first, I thought it was just a quirky Japanese expression. But after digging a little deeper, I found out there’s a real historical and linguistic reason behind it. And once you learn the backstory, it actually makes a lot of sense.

Why Does "Blue" Include Green in Japanese?

Back in the day, the Japanese language didn’t distinguish between blue and green as clearly as English does. Instead, colors were categorized into four main groups:

• Shiro (白) – White

• Kuro (黒) – Black

• Aka (赤) – Red

• Ao (青) – Blue (but also green!)

Because of this, "ao" (青) used to cover shades of green as well. Even today, you can still see traces of this in everyday words like:

• Aoba (青葉) → Green leaves

• Aoringo (青リンゴ) → Green apple

• Aona (青菜) → Green leafy vegetables

So, calling a traffic light "blue" isn't completely random—it's just a remnant of old Japanese color classification.

How Traffic Lights Became "Blue"

Japan’s first traffic lights were introduced in the Taisho era (1912–1926). At the time, “green” wasn’t widely used as a separate color term, so people naturally called the lights "blue."

Fast forward to post-World War II, the word "midori" (緑, green) became more common, and there was a push to align with international standards by calling the signal "green." But by then, "aoi shingō" was already deeply ingrained in everyday language. Changing it would have been like trying to rename the sun.

The compromise? Make the green light look more blue.

Yes, Japan’s traffic lights today are intentionally a slightly blueish shade of green to match the language. While the rest of the world sees a standard green, in Japan, we’ve got a uniquely “bluish-green” signal.

Why This Is So Interesting

1. Japan historically grouped green and blue together → That’s why words like "aoba" (green leaves) still exist today.

2. Once a linguistic habit sticks, it’s hard to change → Even an official push to call it "midori shingō" (green signal) didn’t catch on.

3. The traffic lights were literally adjusted to be more "blue" → Instead of changing the language, the solution was to change the lights themselves!

At first, I found it strange that we call a green light "blue." But now, I see it as one of those fascinating cultural and linguistic quirks that make Japan unique.

What do you think? I imagine you had a “Wow, that makes sense!” moment while reading. In fact, I felt the same way while writing this. More than anything, learning about the historical background made me appreciate the depth of the Japanese language all over again.

I usually write about startups and investments, but this time, I wanted to put into words something that personally caught my interest or made me curious. Moving forward, I’d like to randomly post about personal topics and other subjects beyond what I usually write about. This article marks the very first step in that journey!

Next time you’re waiting at a traffic light, take a closer look—does it seem a little more blue than usual? Now you know why.

Japan has always been at the forefront of technological innovation, and with Web3 reshaping the digital world, the country is stepping up as a major player in this new era. Whether you’re a founder, investor, developer, or just a Web3 enthusiast, Japan’s top blockchain and crypto events in 2025 will give you the chance to network, learn, and stay ahead of the curve. Here’s a breakdown of the must-attend conferences happening throughout the year.

1. TEAMZ Web3/AI Summit 2025

📅 Date: April 16-17, 2025
📍 Location: Toranomon Hills Forum, Tokyo

Why You Should Attend:

This event is where Web3 meets AI. The TEAMZ Summit brings together the sharpest minds in blockchain, crypto, and artificial intelligence to discuss how these technologies are shaping the future. It’s packed with insightful panels, networking sessions, and opportunities to meet investors and partners.

🔗 Website: web3.teamz.co.jp

🚆 How to Get There:
Toranomon Hills Forum is in central Tokyo. From Tokyo Station, take the Tokyo Metro Ginza Line to Toranomon Station. The venue is just a 5-minute walk from Exit

2. WebX2025

📅 Date: August 25-26, 2025
📍 Location: The Prince Park Tower Tokyo, Tokyo

Why You Should Attend:

WebX, organized by CoinPost, is Japan’s biggest Web3-focused conference and one of Asia’s top blockchain events. Expect top-tier speakers, industry-leading panels, and a mix of startups, investors, and policymakers looking to push Web3 adoption forward. If you’re serious about Web3 in Japan, this is where you need to be.

🔗 Website: webx-asia.com

🚆 How to Get There:
The Prince Park Tower Tokyo is in Minato, Tokyo. From Tokyo Station, take the JR Yamanote Line to Hamamatsucho Station. From there, it's about a 15-minute walk or a quick taxi ride.

Japan’s Web3 industry is evolving fast, and these events offer the perfect chance to get involved. Whether you want to meet key players, discover new projects, or simply stay updated on the latest trends, these conferences should be on your radar.

If you’re planning to attend, let’s connect—I’d love to meet up and discuss the future of Web3 in Japan.

See you there!

If you’re in the startup world, you already know that the right connections and insights can change everything. Whether you’re an entrepreneur eyeing the Japanese market, an investor searching for the next big opportunity, or simply someone passionate about innovation, Japan in 2025 is the place to be.

With the country ramping up its startup ecosystem—through initiatives like the expanded Startup Visa and government-backed accelerators—there’s never been a better time to tap into Japan’s business landscape. And the best way to do that?

Show up.

Startup events are where ideas turn into reality, partnerships take shape, and game-changing opportunities arise. That’s why I’ve put together this must-attend list of Japan’s top startup events in 2025, spanning from Tokyo to Osaka. Whether you're a founder, an investor, or just startup-curious, these gatherings will help you build the network and insights you need to succeed.

So if you’re ready to dive into Japan’s thriving startup scene, here’s your ultimate guide to the biggest events this year—plus how to make the most of them. 🚀

Here’s a quick rundown of the must-attend startup events in Japan for 2025.

1. Takeoff Tokyo 2025

📅 Date: March 25-26, 2025
📍 Location: Tokyo Big Sight East Hall 6, Tokyo
🎯 Who Should Attend: Founders, investors, and corporate innovators

One of Asia’s biggest startup gatherings, Takeoff Tokyo brings together top founders, VCs, and industry leaders for keynotes, panel discussions, and high-value networking.

💰 Tickets: From ¥16,900 (discounts for startups and investors)
🔗 Website: https://www.takeoff-tokyo.com/
🚉 Access: Yurikamome Line (Kokusai-Tenjijo-Seimon) / Rinkai Line (Kokusai-Tenjijo)

2. Startup JAPAN EXPO 2025

📅 Date: May 8-9, 2025
📍 Location: Tokyo Big Sight, Tokyo
🎯 Who Should Attend: Startups looking for investors & business partnerships

This is Japan’s largest startup exhibition—perfect for early-stage and scaling startups to showcase their products and connect with major players in the ecosystem.

🚀 Exhibitor Applications: Open now for startups
🔗 Website: https://port.creww.me/en/event/134024

3. SusHi Tech Tokyo 2025

📅 Date: May 9-10, 2025
📍 Location: Tokyo (Venue TBA)
🎯 Who Should Attend: Innovators in sustainability, Web3, and deep tech

A global innovation event focused on tackling urban challenges. If you’re working on smart cities, blockchain, or climate tech, this is a great space to connect with corporates, investors, and government leaders.

🔗 Website: https://www.startupblink.com/blog/top-startup-events-in-asia/

4. Japan Energy Summit & Exhibition 2025

📅 Date: June 18-20, 2025
📍 Location: Tokyo Big Sight, Tokyo
🎯 Who Should Attend: Climate tech & energy startups, investors, policymakers

A key event for those in energy and sustainability. The Startup Zone inside the Climatetech Zone is the place to be for startups looking to connect with major players in the sector.

🔗 Website: https://www.japanenergyevent.com/climatetech-zone/startup-zone/

5. Global Startup EXPO 2025

📅 Date: TBA (Part of Expo 2025 Osaka)
📍 Location: Osaka, Japan
🎯 Who Should Attend: Founders, VCs, accelerators, deep tech startups

A global event where startups and investors come together to tackle major challenges with deep tech and disruptive solutions. Definitely one of the biggest startup-focused events of the year.

🔗 Website: https://global-startup-expo.go.jp/index_en.html

6. Expo 2025 Osaka, Kansai, Japan

📅 Date: April 13 - October 13, 2025
📍 Location: Yumeshima Island, Osaka
🎯 Who Should Attend: Startups exploring future tech, sustainability & global expansion

Not just a startup event, but one of the biggest international expos of the decade. Tons of opportunities for networking, collaborations, and exposure.

🔗 Website: https://www.expo2025.or.jp/en/

Why You Shouldn’t Miss These Events

✅ Connect with Investors – Meet top-tier VCs, angel investors, and corporate backers.

✅ Expand Your Network – Get to know founders, industry leaders, and potential partners.

✅ Stay Ahead of Trends – Catch the latest in AI, Web3, deep tech, and sustainability.

✅ Showcase Your Startup – Pitch your business, attract customers, and gain traction.

If you’re serious about scaling your startup or investing in the right opportunities, these events are where you need to be. Mark your calendars and see you in Japan! 🚀🔥

If there are other interesting events that should be on the list, drop them in the comments! Would love to hear your recommendations.

In a strategic move to attract global talent and foster innovation, Japan is set to expand its Startup Visa program nationwide starting January 2025. This reform represents a game-changer for foreign entrepreneurs aiming to establish businesses in Japan, offering extended flexibility and a streamlined path to success.

Key Insights:

• Nationwide Accessibility: Previously limited to specific regions, the Startup Visa will now be available across all of Japan, providing equal opportunities for entrepreneurs regardless of their chosen location.

• Extended Duration: The visa's validity will be extended from the previous six-month period to up to two years, allowing entrepreneurs ample time to establish their businesses without the immediate pressure of traditional requirements.

• Relaxed Initial Requirements: Entrepreneurs can reside in Japan for up to two years without immediately needing to set up an office or secure substantial capital, removing significant barriers to entry.

Step-by-Step Application Procedure:

1. Develop a Comprehensive Business Plan:

   • Outline Your Vision: Clearly define your business idea, target market, competitive analysis, marketing strategy, and financial projections.

   • Highlight Innovation: Emphasize how your business will contribute to Japan's economy and showcase any innovative aspects.

2. Engage with a Local Municipality:

   • Select a Supportive Municipality: Identify a municipality that offers support for the Startup Visa program.

   • Submit Your Business Plan: Present your plan to the local government for evaluation and endorsement.

3. Obtain a Certificate of Confirmation:

   • Receive Municipal Approval: Upon approval, the municipality will issue a Certificate of Confirmation for Startup Activities.

4. Apply for the Startup Visa:

   • Prepare Necessary Documents: Gather the Certificate of Confirmation, a valid passport, recent photographs, and any other required documentation.

   • Submit to Immigration Services: File your visa application with the Immigration Services Agency of Japan.

5. Establish Your Business in Japan:

   • Set Up Operations: Within the two-year visa period, secure a business location, register your company, and fulfill any capital or employment requirements.

   • Transition to a Business Manager Visa: Once your business meets the necessary conditions, apply for the Business Manager Visa to continue your operations in Japan.

For more legal and deeper insights I highly recommend reading the articles below;

Vol. 1 Japan Series Article Startup Visa

Vol. 2 Startup Visa Duration Increase Two Years Starting January 2025

If you need assistance regarding the application feel free to reached out.

Conclusion:

Japan's expanded Startup Visa program in 2025 presents a remarkable opportunity for foreign entrepreneurs to bring their innovative ideas to one of the world's most dynamic markets. By understanding the application process and leveraging the extended support, you can successfully establish and grow your business in Japan.

Moving forward, I plan to write regularly about books that I find valuable. If you have any recommendations, I’d love to hear them!

What is The Book of the Wise?

The Book of the Wise is a self-development novel by Yasushi Kitagawa that provides deep insights into life and personal growth. Unlike typical self-help books, it is written as a story, making it easy and enjoyable to read while delivering powerful lessons.

The story follows a young protagonist who mysteriously receives a book called The Book of the Wise. Inside, he finds life lessons that guide him on a journey of personal growth and transformation. As he applies the wisdom from the book, he discovers the true meaning of success, happiness, and fulfillment.

Key Lessons from The Book of the Wise

1. True success is about continuous growth

"Life is about learning. True success comes from constantly growing."

Success is not measured by wealth or status but by personal growth. The book emphasizes that the key to a meaningful life is to keep learning and evolving.

I tend to focus too much on results myself, but this book gave me a profound realization.

Of course, achieving results is important. However, this book reminded me that the real value lies in the process—where growth and learning truly happen.

2. Your destiny is shaped by your choices

"Every choice you make creates your future."

Life is not determined by luck or fate but by the decisions you make every day. This book encourages readers to take responsibility for their lives and actively shape their future.

I couldn’t agree more!

The situation I’m in now is the result of the choices I’ve made from countless possibilities. This book made me reflect on that and also helped me realize the importance of looking at life from a “future-to-present” perspective.

Instead of thinking from now to the future, I should be asking myself: What actions should I take now to create the future I want? Adopting this mindset allows us to take control of our lives and shape our own path.

3. Nothing changes without action

"If you don’t take action, nothing will change."

Understanding something is not enough—real transformation happens through action. The book teaches that challenges and failures are necessary steps toward success.

Even when we understand something in our minds, putting it into action is often challenging.

That’s why I believe it’s important not to take one big leap all at once, but rather to break things down into small actions and build them up step by step. By consistently taking small actions, the future we want to create will eventually take shape.

4. True wealth comes from giving

"The more you give, the richer you become."

Happiness and success are not just about personal achievements but about contributing to others. By helping and uplifting those around us, we create a more fulfilling and meaningful life.

It’s something we often forget, but this book reminded me of the importance of being a giver!

If we want to receive something, we must first give. I’ll keep this mindset in mind and continue to practice it moving forward.

Why You Should Read The Book of the Wise

✔ Engaging story format – Unlike traditional self-help books, this one reads like a novel, making it enjoyable and easy to digest.
✔ Universal life lessons – The wisdom in this book applies to career, relationships, and personal growth.
✔ Practical and inspiring – It doesn’t just give abstract ideas but encourages action and real change.

Final Thoughts – A Guide to a Richer Life

The Book of the Wise is a must-read for anyone seeking direction, motivation, or deeper meaning in life. It feels like a wise mentor guiding you through life's challenges, offering timeless advice on how to grow and succeed.

"Success is about continuous growth." If you embrace this mindset, your life will start moving in a positive direction.

If you're looking for a book that will inspire and transform you, this is the one to pick up!

Last but not least, if you have any book recommendations, let me know in the comments!

As I sit down to write this first blog post of the year, I can’t help but reflect on the whirlwind that was 2024—a year of growth, unexpected lessons, and pivotal moments that shaped both my personal and professional journey.

One moment that stands out to me is the challenge of fundraising as a first-time manager. It was far from easy and pushed me to tap into my resilience, grit, and the importance of building a strong network and seeking mentorship. This experience reminded me that growth often comes hand-in-hand with discomfort and uncertainty.

As we step into this new year, I’m excited to share my vision, goals, and a glimpse of what you can expect from me and this blog in 2025. Whether you’re a long-time reader or someone discovering this space for the first time, I hope this post inspires you to reflect on your own journey and embrace the possibilities of the year ahead.

Reflections on 2024:

2024 was a year of trial and error—especially as I worked to define the right structure for my firm and navigate the complexities of fundraising in Japan.

One highlight was discovering a workaround: a different structure that functions like a fund but operates outside traditional models. This taught me an invaluable lesson—it’s okay to challenge the status quo. Just because there aren’t existing use cases doesn’t mean you should shy away from creating your own path.

Of course, there were moments of doubt—wondering if anyone would understand the structure I was introducing or believe in the vision I was working toward. But looking back, I’m deeply grateful for the lessons that came with both the highs and the lows. Each step, even the uncertain ones, pushed me to grow in ways I hadn’t anticipated.

Vision for 2025:

As we dive into this new year, I’m focusing on a few key pillars: personal growth, professional development, creativity, and collaboration.

1. Personal Growth: Explore new hobbies, practice mindfulness, and build healthier habits to create a more balanced lifestyle.

2. Professional Development: Consistently write blog posts, launch a podcast series, and expand my network and online presence across various platforms.

3. Community Engagement: Share valuable insights with my readers, collaborate with like-minded individuals, and support initiatives that align with my values.

This year, I’m determined to lean into opportunities, embrace challenges, and make meaningful connections with those around me.

What About You?

As I embark on this journey, I’d love for you to join me. What are your aspirations for 2025? What challenges are you ready to tackle this year?

To kick things off, here’s the mantra I’m holding onto:
“It’s scary how fast a year can go by when you keep saying: I’ll do it tomorrow.”

It’s a powerful reminder to stay grounded, focused, and open to the opportunities that come my way.

I’d love to hear what inspires you—feel free to share your thoughts in the comments or reach out directly.

Thank you for being part of this journey. Your support and engagement mean the world to me, and I’m excited to see where 2025 takes us. Stay tuned for upcoming posts where I’ll dive deeper into topics like US startup trends and culture, lessons from my professional journey, and practical advice for navigating change.

Here’s to a year of growth, connection, and new beginnings. Let’s make 2025 unforgettable—together.

If you’re excited about what’s to come, make sure to subscribe, leave a comment, or share this post with others who might find it helpful. Let’s connect and create something amazing this year!

What did Hiroyuki Anno of DELIGHT Global do to achieve global expansion?

This article will unravel the 'dos' and 'donts' of global business, making use of the strengths of his own business.

Notable content:

・How did you apply your experiences to your business?
・What are the strengths of being Japanese?
・How do you get new customers without being pushy?
・How do you set goals for global scale?
・What are the advantages and disadvantages of establishing a company abroad?

— Anno-san, thank you again for joining us today. In the first half, we discussed your background, the motivation behind launching your service, your encounter with The Founder Institute, and your global expansion efforts. Given our desire to inspire more Japanese entrepreneurs and startup business people to challenge the global market, as reflected in the purpose of this podcast, we would like to ask you some questions from a global perspective in the second half as well. Thank you for your continued participation.

— You mentioned that you wanted to operate globally from the start. What motivated you to aim for a global market from the beginning?

Anno: "First, our product is a multilingual phone bot with a cloud SaaS system. Since there are no physical constraints, we can provide phone numbers in 50 countries and support 33 languages. Therefore, we thought it would be better to operate globally from the start rather than focusing solely on the Japanese market. However, we initially didn't know how to go about it, but we always had a global vision in mind."

— I see, thank you. Then you encountered the Founder Institute program, which helped you refine your product concept and brand, leading to your current challenges.

Anno: "Yes, although the project itself hasn't changed much. What has dramatically changed is our investor pitch and sales pitch, which we use to explain our product to customers and investors."

— That's interesting. I believe many Japanese startups and entrepreneurs want to challenge the global market but face various obstacles, such as language barriers. What advice would you give to those who want to challenge the global market?

Anno: "Well, as I mentioned earlier, I was born and raised in Japan, graduated from a Japanese university, and have no experience living or studying abroad. Looking back, the most valuable experience for me was working as a sports agent and organizing marathon events at the company I founded. Especially as a sports agent, my experience in negotiating with foreign countries helped when we transitioned from promoting professional athletes to promoting our phone bot product. I became quite accustomed to cold calling and emailing people I didn't know, which has been beneficial."

— So, it's essential not to fear failure or rejection and to take action, right?

Anno: "Exactly. When I contacted angel investors living in Europe, only three out of a hundred responded. They said that few Japanese people had contacted them before, so they were intrigued. This was similar to my experience of promoting Japanese professional athletes to European leagues, where such outreach was rare. Starting as a sports agent in 2000, there were few Japanese athletes moving to European leagues. This pioneering spirit gave me an advantage. Similarly, I believed I could promote our phone bot in the same way. Although we initially struggled with investor pitches, we later connected with the Founder Institute. Instead of seeking investment, we focused on selling our product, a SaaS that is easy to contract for as low as $10 per month. Our past experiences shaped this approach."

— I see. So, past experiences played a significant role in your success.

Anno: "Yes, my experience in cold calling and sales has been valuable both in Japan and abroad. Despite being an engineer specializing in AI, I have strong sales skills as well."

— When considering overseas markets, how do you select them? Currently, you are expanding in several countries, including Japan, the USA, the Philippines, and Ukraine. How do you approach clients in these diverse regions?

Anno: "We have an MVP (Minimum Viable Product) but haven't achieved PMF (Product-Market Fit) yet. We're still exploring. Industries and clients struggling with phone handling tend to be interested, regardless of nationality. We avoid aggressive sales tactics like cold calls and emails, preferring referrals and pitching at events."

— Understood. Regarding KPIs for your MVP stage, what metrics do you focus on?

Anno: "We focus on MRR (Monthly Recurring Revenue) and its growth rate (MoM). Balancing investment of time and money, we aim to scale globally while achieving sustainable unit economics."

— Are you currently targeting SMEs or larger enterprises?

Anno: "Initially, we targeted SMEs due to the ease of approach, especially during the pandemic when remote work was prevalent. However, unit economics didn't work out. With the Founder Institute's guidance and the pandemic's impact, we shifted to targeting larger enterprises, focusing on referrals and direct engagement."

— At the MVP stage, are you focusing on one market or multiple countries simultaneously?

Anno: "Given my familiarity with the Japanese market, we started there. We later established a headquarters in Delaware and onboarded a co-founder, expanding our focus to North America. We're targeting industries like finance, aviation, and telecommunications in both markets."

— You mentioned relocating your headquarters to Delaware. Why did you make this decision, and when did you bring in your co-founder?

Anno: "We moved to Delaware because hiring a foreign co-founder in Japan was challenging due to high costs and administrative burdens. Delaware offers a startup-friendly environment with standardized templates and easier processes. We made the move in August 2023 and onboarded our co-founder two months later. This structure allowed us to consolidate our Japanese subsidiary under the Delaware parent company, attracting investors globally."

— Did you handle the company setup yourself or use an agent?

Anno: "Setting up in Delaware was straightforward, done online using Stripe Atlas for about $500. Transitioning Japanese investors to the new structure required shareholder resolutions and consulting with legal experts as needed."

— So, starting with a Japanese entity and later moving to Delaware is a viable option for those aiming for global expansion.

Anno: "Yes, I recommend starting in Japan and moving to Delaware once you have an MVP. This approach leverages Japan's favorable environment while preparing for global scalability."

— What challenges have you faced in your global expansion, and do you have any advice for aspiring global entrepreneurs?

Anno: "Finding the right co-founder is crucial. Building a diverse management team helps ensure broader perspectives and expertise. English proficiency and clear business pitches are essential. I recommend using resources like Y Combinator's co-founder matching service to find suitable partners."

— Did you encounter any issues with fundraising or managing the transition?

Anno: "Initially, my pitch materials were inadequate, focusing too much on personal background rather than the business value. Joining the Founder Institute in October 2020 significantly improved our approach, aligning our mindset with startup norms."

— Any specific pitfalls to avoid when aiming for the global market?

Anno: "Avoid spreading yourself too thin across multiple countries. Focus on two or three key markets initially, such as Japan and North America or Japan and Indonesia. This focused approach helps manage resources and achieve better results."

The first startup introduction is by Hiroyuki Anno, CEO of DELIGHT Global Inc.

We will be looking at the story of how he built the foundation of his startup by effectively utilizing his areas of expertise to solve his own “troublesome” experiences.

Noteworthy contents:

• How did he start his business?

• How did they establish their business model?

• What are the actions that form the basis of global expansion?

• What is it that you need to do because you are Japanese?

• What is the Founder Institute?

- Thank you very much for joining us on the RiSiN podcast. I would like to introduce once again that this RiSiN is a podcast in which I invite entrepreneurs, businesspersons investors, etc. who are active overseas and transmit the information in the form of an interview with the guests. The reason why we started this podcast is to increase the number of startups and businesspersons who challenge themselves overseas, and at the same time, by interviewing people who are active overseas with a focus on Japanese people, we hope to make this a useful medium for those who want to challenge themselves overseas. I hope that this media will be useful for those who want to challenge themselves in foreign countries.

- I know this is very quick, but could you please give us a brief self-introduction?

Mr. Anno “Yes, my name is Hiroyuki Anno. I'm Japanese and I live in Tokyo. I have one child and I am 53 years old. To explain my business, I studied AI at university and now I am a multilingual phone bot that provides a SAAS system to automate phone calls. I have been running 300 km every month for the past 3 years.

- 300 kilometers per month, yes. That's great.

Mr. Anno: I exercise a lot, so I think I can run faster than most people in their 20s and 30s.

- By the way, about 300 kilometers a day... 300 kilometers a day, that's 10 kilometers a day. I know you're pretty busy doing startups as well, but at what time of the day do you run, in the morning?

Mr. Anno: “My kids are in elementary school now, so I go to school with them at 8:00 a.m., and they go straight to school, but I go for a run, so I tend to run from about 8:10 to 9:00 or 9:30.”

- 10 kilometers in roughly 1 hour and 1.5 hours?

Mr. Anno: “If I run seriously, I can probably run in about 40 minutes, but that's impossible if I run at full strength every day, so I have a training menu. I can now run with the GARMIN coach, and I can run hard when I want to, but I can also run smoothly when I don't want to.”

- What's the trigger?

Mr. Anno: “I'm not the type of person who competes in competitions, I run for my health, but the reason I started running was because I felt my fitness was declining when I passed 38 years of age, and also because I now weigh only 64 kilograms, but I was well over 90 kilograms.”

- I can't imagine that at all.

Mr. Anno: ”People tell me that I'm losing strength, or that I'm fat, as I'm getting older, and I also have bad breath. So I started running, and I started running about 30 kilometers every month. After I bought a GARMIN, I was able to see my sleep data and exercise data in an integrated form. I am also a start-up entrepreneur, so when I run, for example, when I am mentally down and out, I can see that I am already 15 minutes into a runner's high, and I can see the mental and routine aspects of my running as well as the increase in my physical fitness. I've come to realize that I've got a routine.”

- That's wonderful. I think there are relatively few startup entrepreneurs who can do both.

Mr. Anno: “That's right. Some people say 100 kilometers per month, but once you exceed 150 kilometers per month, if your running form is not good, you will get injured and you won't be able to run any longer, even if you try. Correct form, or running style, is necessary after 150 kilometers per month, and in addition to that, you need to find the time to run after 200 hours.”

- I'm not very good at running long distances because I don't have much time to run, and I'm not very good at short distances. I don't think I'm really suited to running, but I'm thinking about giving it a try.”

Mr. Anno: “Yes, that's right. People often compare entrepreneurship to running a marathon, and that's exactly what it feels like.”

- My understanding of your current startup service is to DX the call center, but what was the impetus for launching this service?

Mr. Anno: “I originally worked for a general trading company, but I left in 2000 and started my own sports business company. I started my own sports business company and organized marathons. It is raining today, but in Tokyo, for example, if a marathon is to be held the next day and it rains the day before. I would get a lot of calls from people asking me, the marathon organizer, if the marathon would be held even though the weather forecast is for rain tomorrow.”

Mr. Anno: “The answer to that question is always on the website, like we're going to do it rain or shine. It says that even if it rains, we will do it, but just when you think it has rained, it starts raining again. If there were only 30 or so participants, it would be known, but if there were 1,000 or so, the number would be quite large, and people would call just to be sure, even if it was written that the event would be held rain or shine. The day before the event, there were 50 or 60 staff members on hand. They would give explanations, put up banners, and create an atmosphere of excitement for the event. I had to greet the neighbors and do a lot of other things, so it was a lot of work, so I started to help myself.”

- It's like you saw an opportunity in what you experienced in the very process of operation.

Mr. Anno: “It's not so much that I saw an opportunity, but I couldn't do it anymore, so I had to do it. I was an AI major myself, so the university. I could code and build the system myself, so I didn't think about anything else, just about helping myself.”

- I see. First of all, you wanted to lighten this operation itself, and that's how this service was created.

Mr. Anno:, “That's right. I just happened to be there at the right time”

- I see. How long did it take you to make this?

Mr. Anno: “I don't know if I started using it for myself, but even before the year 2000, it was a chatbot at first, not to automate phone calls, but there were actually not that many people who asked me questions via chatbot, and since it says on the website that it is rain or shine, I knew there was a need to call to check just in case. I realized that if I didn't create something to automate phone calls, my phone would keep ringing.”

Mr. Anno: “So, before the year 2000, I made a telephone BOT and was operating it for a marathon that I was organizing, but then Corona happened. I couldn't run the marathon anymore, but on the other hand, I saw a lot of news about health centers being overwhelmed with phone calls, and that's when I realized that maybe this could be useful for the world besides marathons.”

- That's an interesting approach. I wonder what people would say about that. I'm sure you probably felt the same way when you ran into some challenges, but you didn't see it as a business from the beginning, but later on.

Mr. Anno: “Yes. I think it's similar to what people often say about startups and things like Slack, or Shopify, or something like that.”

- So you have not really developed your business in earnest until now, since you became Corona?

Mr. Anno: “Yes, I think the world started to change with Corona around March 2020, but we officially launched in October 2020.”

- And so with the official launch, you incorporated yourself as a start-up company.

Mr. Anno: “No, it was the same corporation that ran marathons and other events, and although it is often said in Japan that corporations are reorganized, I thought it would be a waste to throw away what we had already done, and although we launched a telephone BOT and officially launched it, I thought it would be a good idea to do something else. I also thought it would be a waste to throw away what we had already done. I also wanted to do it in parallel, and that's why I didn't change the corporation.”

- Did you have any problems in raising funds or using the corporation as it was?

Mr. Anno: “There are two reasons. First, even though I've been in the sports business for 20 years, I still think that the sports business is better if it is tech oriented, but in my case, I was organizing real marathons and representing athletes, so I'm not a startup. So, it's not a startup. First of all, of course I wanted to raise funds, but when I look at the presentation materials I was making at the time, I think they are completely useless, especially for investors. They were the kind of materials that often start with a self-introduction, or “what company did you work for in the past,” or “your educational background,” or “your life story,” or “please help us because we have these thoughts. So, what changed was that...FI. This just came in, starting in October of 2020.”

- I understand that the Founder Institute is located in Silicon Valley, right? They have an accelerator program for startups, and they invest in selected startups, right? After the program? Was it before the program?

Mr. Anno: “First of all, the investor will invest in the 2.5% of equity as warrants. At the end of the 14-week accelerator program, you must create a corporation in order to graduate from the program, and the Founder Institute will contract for 2.5% of the warrants for the corporation you created. The Founder Institute will sign a contract for a 2.5% warrant for the corporation, and you will graduate. In fact, the 2.5% warrants are paid out when the company is awarded a Series A or other series of shares in the future. I'm very grateful for that.”

- By the way, how did you come to know about FI?

Mr. Anno: “First of all, our company was planning to compete in the global market from the beginning, so when we thought about attracting global investors for our multilingual phone BOT, we filtered out those who had three or more years of investment experience, such as crunch-based investors, angel investors, and so on. We were looking for European investors. I was trying to find European investors, and I came across people who were European, but living in Japan. I approached European investors, but basically, it is impossible for angel investors to invest in Japan if they are geographically far away, so I was unaware of this. I was told by a European investor that Japan was too far away for angel investment.

Mr. Anno: “When I was approaching European-Americans living in Japan, I didn't hear about the Founder Institute directly, but I saw that they were posting about the Founder Institute's online events, and I wondered about the Founder Institute, I didn't hear about the Founder Institute directly when I was approaching people in Europe who were living in Japan, but I saw that you were posting about the Founder Institute's online events, or that you were going to be a speaker, and I wondered what the Founder Institute was. I was using Crunchbase to send out messages to various overseas investors in the angel round, and I was doing about 400 investors from the beginning. I started using Crunchbase to send messages to them.”

- I see, so you sent it to 400 people, but only about 3 got back to you?

Mr. Anno: “We received about 3 letters for every 100 people, so we received about 400 letters, and I think we got about 10 back. Even so, when they were returned, they were returned. I think it was unusual for a Japanese person to receive such a letter. Japanese people don't do this kind of thing, so it was the same with the sports agent work I had been doing until then, but as I said, when you make the first contact as a Japanese person, Europeans respond.”

- I see...by the way, I apologize for my lack of study, but I think the geographical remoteness of investing in Japan is probably one of the reasons why people have refused to invest in Japan, but I also wonder if people are concerned about the tax implications and other reasons why they would pass on investing in Japan.

Mr. Anno: “Yes, that's right. I'm not familiar with it because I don't have anyone around me who invests, and of course I know that Japan is a democratic country, and some places are popular for travel, but I don't have anyone around me who invests, so I don't know anything about tax, stock options, what happens if something happens, and so on. There is no one around me who knows anything about taxes, stock options, or what to do in case something happens, and everything else is in Japanese. And everything else is in Japanese. This is also very scary for foreign investors. I see, so there are some hurdles. From an investment standpoint. On the other hand, as you know, angel investors are approached by many different types of people within the region. There is no need to go that far to invest in Japan.

- I see, indeed. I thought that was a very interesting insight. By the way, what are the selection criteria for the Founder Institute?

Mr. Anno: “First of all, I can say that my understanding is that the Founder Institute is designed to focus on people and allow them to participate in the accelerator, and then how do you do that when founders that you don't know come down, one of the things that you have to do is to find out what the business plan is in English and what the business plan is in English. Whatever it is, do you have a business plan in English or not? That's one of the first things. The other is to combine it with the criteria that have been accumulated as know-how within the Founder Institute, such as the Entrepreneurial Aptitude Test, which is something like an intelligence test created by the Founder Institute, and in my case, for example, I think there is a great deal of one-to-one consistency, For example, in my case, I drive 300 kilometers every month for 3 years. Well, I think that's a given, but I also think you have to be consistent and take responsibility for what you say, and there are about 9 types of aptitudes for various investors, and I think you will be accepted if each element is above a certain standard.

- Thank you very much. For those viewers who don't know about that Founder Institute, I'll include a link or a reference link when I make a proper article about it later, so please check back. I see that the program is 14 weeks long, is that less than 4 months already?

Mr. Anno: “After all, there is something like a week before the program starts or after the program starts, so it's about 16 weeks. On the founders' side.”

- By the way, as much as you can share, what is the general content of the program like?

Mr. Anno: “First of all, there were still tens of funders who participated at first, and everything is done online first. In our case, there were roughly 22 people who initially participated, and in the case of the cohort I participated in, we recruited 22 people to join the Founder Institute's JAPAN cohort, but there were also Americans, Indonesians, Myanmarese, and so on, There were Americans, Indonesians, Myanmarese, and many other nationalities. There were also Italians. Basically, just because it is the Japan Cohort does not mean that everyone is filtered by the Japanese market and Japanese entrepreneurs. Yes, it does. First of all, the Founder Institute is a worldwide movement, and it's all done in English.”

Mr. Anno: “We have a cohort of 200 cities around the world, but I think the main reason why we choose Japan is because of whether or not we are aware of the Japanese market. For example, if you are Japanese but focused on the German market, you could join the Berlin cohort, for example.”

- So the Fund Institute is not just a branch of the Fund Institute, but it has programs in various countries around the world.

Mr. Anno: “Yes, about 200 cities.”

- By the way, was Mr. Akono the only Japanese entrepreneur in the cohort when you participated?

Mr. Anno: “There were several of us, but in all there were about 22 of us at the time. There were 10 or so of them. I think about half of them were there.”

- Do you feel that the members of the proposed field who graduated last graduated last?

Mr. Anno: “I think we graduated seven or eight people until the end, but I think there were four Japanese.”

- It's a pretty narrow gate, isn't it?

Mr. Anno: “There are many accelerators in the world, but for example, in the famous ‘Y Combinator’, many students graduate after being selected, which is a bit similar to Japanese universities. The Founder Institute is like an American university, where it is easy to get in but difficult to graduate. When you don't keep up, you get kicked out, or dropped out, or kicked out, or you want to quit because you can't keep up.”

- Do you feel that you were originally accustomed to using English?

Mr. Anno: “That's the thing. I was born and raised in Japan and have never lived abroad. I went to elementary school in Japan, junior high school in Japan, high school in Japan, and university in Japan, and I have never studied abroad or been stationed abroad. I have never studied abroad or been stationed in Japan, so the things I have done are attending an English conversation school, studying abroad in front of an ekimae (train station), and a little training for new recruits at a general trading company when I was a university student. So the first thing I did at the Founder Institute was an elevator pitch, where they ask you to explain your business in one minute.”

Mr. Anno: “So I started out with the same level of Japanese people, where it wasn't an elevator pitch at all, where you introduce yourself and do a little business, and that's it.”

- It's a crazy thing when you think about it.

Mr. Anno: “It was very difficult to graduate properly to the end, and what was really difficult was that I had to do more and more assignments every week, week after week, that would get me further and further into my business, and if I couldn't do them, I basically couldn't move on to the next week, and again, it wasn't classroom learning or anything like that. And if you can't do that, you basically can't move on to the next week. So it was very difficult because there were so many questions like, “You have to figure out your own business. Did you have a founder at that time? Did you feel like you were on your own from then on? I was a single solo founder. That's an amazing feat, Mr. Akano. I have my own personal hypothesis as to why Japanese startups don't go abroad more often. I think one of the reasons is because they don't speak perfect English.

- What do you say about this place? Of course I can understand that, but what Mr. Akeno is saying is that it has been proven that it is possible to graduate from an overseas English-only accelerator program in less than four months in an unfamiliar English language. So, how should I put it? What advice would you give to those who want to go abroad but can't because of the language barrier?

Mr. Anno: “First of all, Japanese companies often have a common problem with interpreters. For example, they put someone who can speak English on their side, and since the founders cannot speak English, they put someone who can speak English on their side, such as an engineer or a business developer, and they think it is okay because that person is there. But that person may be Japanese, so there are two Japanese people, but that is already a wrong design, a mistake, and we cannot expand globally if that is the case. Of course, it was difficult for me to make a one-minute pitch in English because I had never done it before, but if we did it 200 or 300 times, we could have the founders think of a one-minute line on ChatoGPT and repeat it 2,300 times, and then we could do something like this. I could do this if I repeated it 2 or 3 hundred times. This is very important.”

- The point is that it is quite necessary to have the spirit of not being afraid to take on challenges and not being afraid to fail.

Mr. Anno: “But that is where the Japanese are not good at. That's where we are definitely lacking. I won't even go into the fact that they can't speak English.

- It is important to challenge yourself from the beginning, even if you can't do something, to go for it in your own way, even if you can't do it.

Mr. Anno: “You are right. We won't know anything unless we do it first.”

- Thank you very much. What can I say already? In the second half of the session, I would like to ask you some deep questions based on the keyword “global” and I would like to talk about some in-depth topics.

Mr. Anno: “Yes, I understand.”

- For now, here is the first half of the report. See you in the second half.

Mr. Anno: “Thank you.”

Normally, Kengo-san is a behind-the-scenes person, and it is a rare case for you to appear in this way,

But today, I am being interviewed.

For some reason, we are both in the same space, but this is the first time we have dared to use this tool for this purpose. I look forward to working with you.

Q: Where are you from, Patrick?

I am always at a loss when people ask me where I am from, but to give some background, my father is Japanese, and my mother is from the Philippines.

My father is Japanese, and my mother is Filipino, so it is a little difficult to say where I am from,

I spent a long time in the Philippines and of course in the U.S. when I was a child, and returned to Japan when I was in high school, and I think I spoke Japanese when I was a child, but after living abroad for such a long time, I forgot or could no longer speak Japanese.

So, I studied Japanese, entered a regular Japanese high school, studied Japanese, took the university entrance exam, entered university, graduated from university, and at the time, I thought that Internet ventures were a growing industry in Japan. Before the mobile phone was popularized, I was most shocked by the amazingness of the "Galaga-Kei.

Everyone was already using cell phones before smartphones came out, and there were games, ringtones, video ringtones, and all sorts of other things that were common.

I thought that Internet ventures would grow in the future, and I was told by many new graduates that it would be better to join a major company or a foreign-affiliated company. So I joined a venture company because I wanted to be a global player in a field that is going to grow.

I never thought I would end up on a smartphone, to be honest.

However, I knew that the Internet industry itself would not disappear in the future.

I thought that if I placed myself there, Japan would naturally be the most advanced, especially at the time, and if I gained experience in the most advanced places, I could use that knowledge and experience to play an active role globally.

However, I remember that (overseas), things were not as developed as they were in Japan. Content itself was not as developed as in Japan.

I don't have the impression that content is as advanced as it is in Japan. Maybe it's just that we haven't moved yet.

I was mainly in the Philippines from the age of 6 to 16, and then I went to the U.S. and so on.

After that, I went back to Japan, worked for a Japanese venture company, went to the Philippines, went to Malaysia, and so on.

I never really thought I would be working abroad.

I really had a lot of trouble getting used to communication, culture, etc. after coming to Japan, but I am glad that I had that experience,

I think I naturally acquired diversity and flexibility in that sense as well.

Q: How did you become an investor?

I don't have a track record as an investor yet, and I haven't yet stepped into the shoes of an investor, but it all started four years after I returned to Japan from Malaysia.

It was September of 2020 when I returned to Japan, so I originally wanted to start my own business in the Philippines. I didn't know much about it at the time, but the company I worked for had an in-house venture program, so I applied for it and took on various challenges. As a result, I decided to start my own business in the Philippines, and I received an investment.

As I experienced various things, I remember that the startup environment in Southeast Asia was not yet as rich as it is today, and it was difficult to raise funds.

I remember that it was difficult to raise funds. I had experienced what a start-up was originally, or rather, I had experienced it once, and I had experienced various kinds of start-ups (0-1, 1-10).

At that time, I had no idea what I was doing, but I just got through it with my youth and spirit,

I chose the Philippines because I could understand the language and was familiar with the culture, so I thought that if I localized a business model that worked in Japan, it would work in the Philippines,

But it was too early, and I had the bitter experience of failing within two years.

That was when I started looking at startups and started following the startup environment in Southeast Asia.

After my failure, I went back to Japan and got involved in ad-tech, which at that time was a growing field in Japan,

I had some regrets in the Philippines, and I wanted to take revenge. I had never been to Malaysia, but I asked if they understood English, and they said they did, so I said I would go.

I had never been to Malaysia before, but I asked if they could speak English, and they said they could, so I went. Of course, there were many peaks, valleys, and troughs,

I had experienced different phases there, and when it was decided that I would return to Japan in September 2020, after Corona and other things happened, I thought a lot about what I wanted to do for the next 10 years and the next 10 years to come, I also like startups,

I had already had experience with startups, and I like startups, so I read a book called "Angels" and learned the term "angel investment" for the first time.

Of course, I had a vague idea of what a VC or investor was, but I heard that there was such a thing as angel investing, and there was a guy named Jason Calacanis who started angel investing and became successful, I was inspired by his story of how he started his own VC firm and created a fund after his angel investment success.

I thought that being a capitalist was a great job, and when I asked myself what I wanted to do with my life for the next 10 years, I knew that I wanted to try something new, and that was being a capitalist.

Why a capitalist? I had spent more than half of my working career, or rather, more than half of the time I had spent in Southeast Asia.

So, I thought that if I could support Japanese corporatization to compete globally with my experience on the business side, English ability, and financial support, this would be a job I would really like to do.

So, as I was doing various things, I thought, "Well, how can I do that?

I came back to Japan and raised my hand to be an investor or a capitalist at CBC, but I didn't have a chance to be an investor or a capitalist there. I was told that I would be involved in the launch of a venture capital firm, an independent venture capital firm,

That's how it all started.

Understanding the Purpose and Structure of a Pitch Deck:
Before diving into the creation process, it's important to understand the purpose and structure of a pitch deck. A pitch deck is a concise and visually appealing presentation that conveys the essence of your startup to investors. It typically consists of several key elements, each serving a specific purpose to present your startup in the best possible light. The structure may vary, but the common elements include the problem statement and market opportunity, unique value proposition, market analysis, business model and revenue strategy, team overview, financial projections, and a call-to-action.

Crafting an Engaging and Memorable Opening:
The opening of your pitch deck sets the tone for the entire presentation and is crucial for capturing investors' attention. Craft an engaging elevator pitch or opening statement that clearly communicates the essence of your startup, highlighting its unique value proposition and the problem it solves. Aim to make a memorable first impression that piques investors' curiosity and creates a strong connection between your startup and their interests.

Actionable Tip: Start by practicing and refining your elevator pitch. Clearly articulate your startup's core message in a concise and compelling way that leaves a lasting impact.

Clearly Articulating the Problem and Solution:
Investors want to understand the problem your startup addresses and how your solution provides a compelling answer. Clearly define the problem, emphasizing its significance and the pain points it causes. Then, explain your solution and its unique value proposition. Showcase how your solution differentiates itself from existing alternatives and how it delivers a superior experience or outcome to customers.

Actionable Tip: Use real-world examples, case studies, or testimonials to demonstrate how your solution has already made an impact on customers and how it can address the broader market need effectively.


Demonstrating Market Opportunity and Competitor Analysis:
Investors need to see a clear understanding of the market opportunity and the competitive landscape. Conduct thorough market research to gather data and insights that showcase the market size, growth potential, and relevant trends. Present compelling statistics, market forecasts, or customer demographics to support your claims. Analyze competitors and demonstrate how your startup stands out and has a competitive edge.

Actionable Tip: Showcase your deep understanding of the market by sharing industry reports, market research findings, or customer surveys that validate the demand for your solution and the potential for growth.


Explaining the Business Model and Revenue Strategy:
Investors want to know how your startup generates revenue and sustains itself in the long run. Clearly explain your business model and revenue strategy. Outline the different revenue streams, pricing models, or customer segments you target. Showcase the scalability and potential for future growth. Discuss any innovative approaches to monetization that can set your startup apart.

Actionable Tip: Create a visual representation of your business model, such as a diagram or infographic, to help investors grasp the revenue-generating mechanisms and the overall structure of your business.


Showcasing the Team's Expertise and Experience:
Investors not only invest in the idea but also in the team behind it. Introduce the founding team and highlight their relevant backgrounds, skills, and expertise. Emphasize their accomplishments and previous successes, particularly in the context of the startup's industry or market. Showcase their ability to execute the business plan and navigate challenges effectively.

Actionable Tip: Include team bios or profiles that highlight key achievements, skills, and experiences. Consider including photos to humanize the team and create a personal connection with investors.


Presenting Financial Projections and Funding Requirements:
Financial projections are crucial in demonstrating the potential return on investment for investors. Develop realistic and well-supported financial projections that outline the growth trajectory of your startup. Present key financial metrics, such as revenue projections, profitability, and return on investment. Clearly articulate your funding requirements and how the investment will be utilized to drive the business forward.

Actionable Tip: Use visuals such as charts, graphs, or tables to present financial projections in a clear and easily digestible format. Provide detailed explanations for key assumptions and highlight the milestones or key metrics that investors should focus on.

Designing an Engaging and Professional Pitch Deck:
The design of your pitch deck can significantly impact its effectiveness. Choose a visually appealing and consistent design theme that aligns with your brand identity. Use appropriate visuals, charts, and graphics to enhance understanding and create visual interest. Ensure the content and layout are easily readable and organized. Keep the design clean and uncluttered, focusing on key information and avoiding unnecessary distractions.

Actionable Tip: Use presentation software or design tools that offer pre-designed templates or themes specifically tailored for pitch decks. These tools can save you time and help you create a polished and professional-looking presentation.


Practicing and Refining Your Pitch Delivery:
Creating a winning pitch deck is only half the battle; delivering it effectively is equally important. Practice your pitch and rehearse it multiple times to ensure a smooth and confident delivery. Seek feedback from mentors, advisors, or fellow entrepreneurs to refine your presentation. Incorporate storytelling techniques and engaging presentation skills to bring your pitch to life and connect with investors on an emotional level.

Actionable Tip: Record yourself delivering the pitch and review the recording to identify areas for improvement. Pay attention to your body language, tone of voice, and timing. Practice with a timer to ensure you stay within the allocated time limit.



Creating a winning pitch deck requires careful thought, planning, and attention to detail. By understanding the purpose and structure of a pitch deck, crafting an engaging opening, clearly articulating the problem and solution, demonstrating market opportunity, explaining the business model, showcasing the team's expertise, presenting financial projections, designing an engaging deck, and practicing your pitch delivery, you can maximize your chances of success. Remember, your pitch deck is not just a presentation but a powerful tool to convey your startup's potential and excite investors about joining your journey.

Understanding the Key Factors for Startup Evaluation: Before diving into the evaluation process, it's important to have a solid understanding of the key factors that contribute to a startup's potential. By considering these factors, you can develop a holistic perspective on the startup's viability and growth prospects. The key factors to consider include market size and opportunity, unique value proposition, competitive advantage, team expertise and capabilities, and the business model and revenue potential.

Assessing the Market Size and Opportunity: To evaluate the potential of a startup, begin by thoroughly researching the target market and analyzing its size and growth potential. Look for indicators of market trends, such as increasing demand or emerging customer behaviors. Consider factors such as market saturation, target audience demographics, and the startup's fit within the market. By understanding the market dynamics, you can assess the startup's potential for growth and scalability.

Actionable Tip: Conduct market research by analyzing industry reports, competitor analysis, and customer surveys to gain insights into the market size, trends, and customer needs.

Evaluating the Unique Value Proposition: A strong and compelling value proposition is a key differentiator for a startup. Evaluate the startup's unique value proposition and assess its ability to solve a significant problem or address a pressing need in the market. Consider how the startup's product or service stands out from competitors and the potential impact it can have on customers' lives. Look for evidence of early customer validation or positive feedback that supports the strength of the value proposition.

Actionable Tip: Interview potential customers or conduct focus groups to gain direct insights into the value proposition and its perceived value. Use this feedback to refine your evaluation.


Understanding the Competitive Advantage: Assessing the startup's competitive advantage is crucial in determining its long-term potential. Identify the competitive landscape and analyze the startup's positioning within it. Look for barriers to entry, such as intellectual property, patents, or proprietary technology that provide a distinct advantage. Evaluate the startup's potential to dominate the market and fend off competitors. Additionally, consider any partnerships or strategic alliances that strengthen the startup's competitive position.

Actionable Tip: Conduct a thorough analysis of the startup's intellectual property portfolio, if applicable, and evaluate its strength and potential for future growth.


Analyzing the Team Expertise and Capabilities: The founding team's expertise and capabilities significantly impact a startup's success. Assess the experience, skills, and track record of the team members. Look for relevant industry experience, domain knowledge, and a proven ability to execute strategies. Consider the diversity and complementarity of the team members' skill sets, as a well-rounded team increases the chances of success. Evaluate their passion, commitment, and ability to adapt to challenges.

Actionable Tip: Conduct individual interviews with the team members to understand their backgrounds, motivations, and commitment to the venture. Seek references from their previous colleagues or industry professionals to validate their capabilities.

Assessing the Business Model and Revenue Potential: A robust and scalable business model is essential for long-term success. Evaluate the startup's revenue streams and assess the monetization strategy. Consider the pricing model, customer acquisition and retention strategies, and potential for recurring revenue. Analyze financial projections and assess the startup's revenue growth potential and profitability. Look for indicators of sustainable revenue generation and scalability.

Actionable Tip: Review the startup's financial statements, projections, and business plans. Seek the guidance of financial experts or advisors to analyze the financial viability of the business model.


Conducting Due Diligence: Thorough due diligence is a critical step before making an investment. It involves verifying the startup's claims, assessing risks, and ensuring transparency. Conduct comprehensive background checks on the founding team, including their professional histories and reputations. Review legal documents, contracts, and agreements to identify any potential liabilities or legal issues. Seek expert opinions and conduct reference checks to validate the startup's claims and assess its reputation within the industry.

Actionable Tip: Engage legal professionals, accountants, and industry experts to assist with due diligence and provide their insights. Conduct interviews with customers, partners, and industry professionals to gather external perspectives on the startup.


Making the Investment Decision: After completing the evaluation and due diligence process, it's time to make the investment decision. Evaluate the potential risks and rewards associated with the investment. Consider the alignment of the startup's goals and vision with your investment strategy. Negotiate terms and conditions, including valuation and ownership stake, to ensure a fair and mutually beneficial agreement.

Actionable Tip: Seek the guidance of experienced angel investors or mentors during the decision-making process. Consider joining angel investor networks or syndicates to leverage collective expertise and share due diligence responsibilities.

Evaluating the potential of a startup is a critical step in angel investing. By considering key factors such as market size, unique value proposition, competitive advantage, team expertise, and the business model, you can make informed investment decisions.

Remember to conduct thorough due diligence and assess the startup's alignment with your investment strategy. By following this comprehensive guide, you can maximize your chances of identifying promising startups and contributing to their growth and success as an angel investor.

Understand the power of positive thinking:

Positive thinking is not just a happy attitude; it profoundly affects our thoughts, feelings and actions. When we embrace a positive mindset, we foster a state of optimism, resilience, and ability. Research has shown that positive thinking reactivates the brain, boosts creativity, enhances problem solving, and improves overall health.

To cultivate positive thinking, it's important to focus on these fundamentals:

1. Shift your focus
Train your mind to focus on the positive aspects of any situation. Instead of focusing on obstacles or failures, turn your attention to potential solutions and growth opportunities.

2. Practice Gratitude
Regularly express gratitude for blessings and positive experiences in your life. It fosters a sense of appreciation and helps you maintain a positive outlook, even during difficult times. 


Set and visualize your goals with positivity:

Positive thinking goes hand in hand with goal setting. When we approach our goals with a positive attitude, we increase our motivation and confidence in our ability to achieve them.

Here are some tips for setting and visualizing your goals positively:

1. Clarify your goals:
Clearly define what you want to achieve and set specific, measurable, achievable, relevant, and time-bound (SMART) goals. This provides clear direction and allows you to measure your progress.

2. Visualize success:
Create a vivid mental image of you achieving your goals. Find yourself celebrating an achievement, feeling the joy and satisfaction that comes with it. Visualization helps reinforce positive thought patterns and align your thoughts with desired outcomes.

3. Use affirmative sentences:
Develop positive affirmations that support your goals. Repeat these affirmations daily, emphasizing statements that reflect your abilities, strengths, and determination. Affirmations help rewire your subconscious for success. 


Overcoming Obstacles and Challenges:

Obstacles and challenges are inevitable on the road to success. Positive thinking helps us see failures as opportunities to grow and learn.

Here's how you can overcome obstacles with a positive mindset:

1. Reframe negative thoughts:
Challenge negative thoughts and replace them with positive, optimistic thoughts. For example, instead of thinking, "I can't do this," rephrase it as, "I'm capable of overcoming any challenge that comes my way."

2. Learn from failures:
Accept failure and setbacks as learning experiences. Reflect on what went wrong, learn the lessons, and use them to improve your approach. Maintain an optimistic outlook and view failures as temporary obstacles on your path to success. 


Harnessing positive thinking for productivity and focus:

Positive thinking is a catalyst for productivity and focus. When we maintain a positive attitude, we reduce stress, increase motivation, and improve our ability to focus on the tasks at hand.

Here's how to harness positive thinking to increase productivity and focus:

1. Practicing mindfulness:
Engage in mindfulness practices, such as meditation or deep breathing exercises, to cultivate present moment awareness. Mindfulness clears the mind, reduces distractions, and improves concentration.

2. Set positive intentions:
Start your day with positive and affirmative intentions. Set the tone for productivity by affirming your focus, determination, and ability to complete tasks effectively.

3. Break the task into smaller steps:
Important tasks can sometimes feel overwhelming, leading to procrastination. Break your goals down into smaller, more manageable tasks. Focus on completing one task at a time, celebrating every small achievement along the way. This approach keeps you motivated and allows you to maintain a positive mindset throughout the process.

4. Create a positive work environment:
Surround yourself with positive stimuli in your workspace. Decorate your desk or office with motivational quotes, inspirational images or plants that promote feelings of calm and positivity. Eliminate clutter and create a clean, organized space that improves your focus and productivity. 

Surround yourself with positivity:

Our environment and the people around us greatly influence our mental state. To cultivate positive thinking, it's important to build a support network of positive, like-minded people.

Here are some tips to surround yourself with positivity:

1. Look for positive influences:
Surround yourself with people who inspire and uplift you. Engage in conversations that foster positivity, growth, and encouragement. Limit your exposure to negativity and seek out people who share your goals and values.

2. Join support communities:
Look for networking communities or groups that focus on personal growth, entrepreneurship, or goal attainment. These communities provide a platform for collaboration, support, and accountability.

3. Find a mentor:
Seek advice from people who are already successful in your field or have a positive mindset. A mentor can provide valuable information, provide support, and help you face challenges with a positive outlook. 

Maintain consistency and motivation:

Consistency and motivation are the keys to achieving long-term goals. Positive thinking helps us stay motivated even in the face of challenges.

Here's how to stay consistent and motivated with a positive mindset:

1. Celebrate small wins:
Recognize and celebrate your accomplishments along the way, no matter how small. Acknowledging your progress will give you more confidence, reinforce positive thinking, and keep you motivated to keep working towards your bigger goals.

2. Practice Self-Care:
Take care of your physical, mental and emotional health. Engage in activities that rejuvenate you, such as exercise, hobbies, or spending time with loved ones. Taking care of yourself replenishes your energy and helps you maintain a positive mental state.

3. Engage in an active inner dialogue:
Pay attention to your inner dialogue and make sure it supports and encourages you. Replace self-doubt and negative self-talk with positive affirmations and statements that reinforce your ability and worth to succeed. 


The power of positive thinking cannot be underestimated when it comes to achieving your goals. By cultivating a positive mindset, setting clear goals, visualizing success, overcoming obstacles with resilience, and surrounding yourself with positivity, you can tap into the incredible potential within you.

Remember that positive thinking is not about rejecting challenges, but about approaching them with optimism, determination, and confidence in your ability to succeed. Embrace the power of positive thinking and see how it transforms your path to success.

In this blog post, we'll explore five common mistakes and offer practical advice to help you navigate the world of angel investing confidently and effectively. 

1. Investing Without Sufficient Due Diligence
   

   One of the biggest mistakes angel investors make is investing without due diligence. While it's tempting to jump into exciting opportunities, it's important to take the time to research and understand the startup. Analyze the market, business model and team to assess their viability and potential for success. Look for signs of market demand, competitive landscape, and growth potential. For example, researching customer reviews, industry reports, and market trends can provide valuable information. 

   Actionable Tip: Before investing, take the time to do a thorough due diligence. Analyze the market, competition, business model and team to make informed investment decisions. 
   
   

2. See the importance of diversification
   
   Investing all of your capital in a single startup or industry is a risky decision. Diversification is the key to minimizing risk and increasing the chances of overall portfolio success. By spreading your investments across different startups, industries, and stages, you can minimize the impact of individual failures and increase your likelihood of meaningful returns. 
   
   Actionable Tip: Build a diversified portfolio by investing in startups from different industries, stages and geographies. This strategy reduces risk and increases the likelihood of a positive return. 
   
   

3. No clear investment criteria
   
   Investing with emotions or trends is a common mistake made by angel investors. To make the right investment decisions, it is essential to set clear investment criteria that align with your goals and risk tolerance. Consider factors such as industry orientation, start-up stage, expected returns, and preferred team dynamics. 
   
   Actionable Tip: Set clear investment criteria based on your goals and risk tolerance. Develop a framework that considers industry direction, preferred startup stages, expected returns, and team dynamics. This will help you make objective decisions and avoid investing based solely on emotions or trends.

   
   

4. Does not support and add value to the startups in the portfolio
   
   Does not support and add value to the startups in the portfolioAs an angel investor, your participation does more than just provide financial capital. Supporting and adding value to the startups in your portfolio can dramatically increase their chances of success. Provide consulting services, leverage your network to provide valuable recommendations, and actively participate in strategic decision-making. 
   
   Actionable Tip: Actively engage with the startups in your portfolio by providing mentorship, sharing industry insights, and providing strategic advice. Leverage your network to connect them with potential customers, partners or investors. Your active participation can have a significant impact on their success. 
   
   

5. Skip exit strategies and liquidity planning
   
   Many angel investors overlook the importance of exit strategy and liquidity planning. Determining how and when you will receive a return on your investments is important. Plan for potential liquidity events such as initial public offerings (IPOs), buybacks, or secondary markets. 
   
   Actionable Tip: Incorporate exit strategies and liquidity planning into your investment strategy. Understand the different options available and what they mean. By considering potential exit options early on, you can align your investment decisions with your financial goals. 

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   Avoiding common mistakes as an angel investor is crucial to achieving long-term success and maximizing returns. Perform thorough due diligence to make informed investment decisions. Diversify your portfolio to spread risk. Define clear investment criteria that align with your goals. Actively support and add value to the startups in your portfolio. Plan exit and liquidity strategies to ensure timely profits. By adopting these strategies, you can enhance your effectiveness as an angel investor and contribute to the thriving startup ecosystem.
   
   
   Remember that the world of angel investing is dynamic, and constant learning and adaptation is essential. Stay up to date with industry trends, connect with other investors, and leverage the knowledge and experience of successful angel investors to refine your approach and increase your investment opportunities. successful private. 
   

   Thanks for reading RiSiN by Patrick Yuji Wakabayashi! Subscribe for free to receive new posts and support my work.