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[Entrepreneur Interview #09] Yume Oki (The Salons Japan) – Part 2

  • Interview
2025.02.17

Aiming to Improve Services to Solve Problems in the Beauty Industry While Supporting Two Founders

Last year, our company entered into a strategic capital and business alliance with The Salons Japan, Inc., which leases private salon studios for professional beauticians, and we began our journey together as partners in the Venture Ecosystem.

☆You can see the press release regarding this strategic capital and business alliance with The Salons Japan Inc. on the following page:
https://d-pops-group.co.jp/en/column/the-salons-japan/

For this article, we interviewed Yume Oki, the first employee at The Salons Japan supporting the company’s two founders. (This interview was conducted in January 2025.)

This is the latter part of the interview. To read the first part, click the link below.
https://d-pops-group.co.jp/en/column/the-salons-japan-interview2-first-part/

◆Changes Since the Company’s Founding

Sugihara:
As the longest-serving employee, what changes have you observed from THE SALONS’ initial launch to now?

Oki:
This is something that our founders (President Shimizu and Director Kuboshima) have also mentioned, but for a while, we definitely went through a period of what you might call stagnation—a time when things just stayed the same day after day.

This was partly because we hadn’t focused on increasing our staff and were operating with a bare minimum team. Another possible reason that we were not changing anything was due to the lack of competing services emerging. Recently, the increase in team members has been a really significant transition for me.

With more people, I have the strong sense we are now able to tackle things that were previously just out of reach. They all only just joined us, so I truly hope they continue to stay in our company.

Although we had a period of stagnation, we continuously focused on solving problems as we opened each new location, as I mentioned before. We steadily fixed issues, so if something didn’t work at one location, we made sure to change it when opening the next location. We were proceeding slowly, but surely.

The timings for our recent fundraising and our increase in staff were almost simultaneous. Since then, the way we take on challenges and our mindset itself have suddenly transformed.

◆Changes After the Strategic Capital and Business Alliance

Sugihara:
D-POPS GROUP and The Salons Japan entered into a strategic capital and business alliance in June 2024. Have you felt any changes since the investment?

Oki:
Yes, of course, there was a lot of buzz at the outset of this investment. But since this was our first time to receive investment after operating solely as a private company, I felt like saying “Finally!”, and at the same time, I had a sense that everyone was placing high expectations on us.

Furthermore, although I’m still just a general employee, I do participate in board meetings as a secretary. I highly appreciate the chance to hear the opinions of those from different industries regarding aspects of our business that we, from an internal perspective, haven’t seen the need to change. Their positive evaluations of our strengths are also a big confidence boost. So, getting to participate has been a truly enriching experience.

I have also started to be involved in meetings with banks, and I genuinely feel that their assessment of us has changed. In addition, D-POPS GROUP’s President Goto has introduced some real estate companies to us, and when they showed us some of the properties, I was able to accompany them. He showed us how to see them from a different angle, which has allowed us to increase the number of our parameters we have for finding potential properties. I feel our perspective on business growth has definitely shifted as a result.

Sugihara:
Speaking of buzz, since the rest of our group’s companies are in different industries, we didn’t feel the impact directly. Was there a buzz in the beauty industry?

Oki:
Yes, after the press release was published, we received congratulations from a lot of different people, including some who are quite prominent in the beauty industry. Some were even surprised, as they hadn’t realized we had been operating purely on our own until that point.

Also, the fact that D-POPS GROUP was the company that backed us was also a bit of a sensation, and I heard that some of President Shimizu’s business leader acquaintances even asked him to introduce them to President Goto.

◆On President Shimizu and Director Kuboshima

Sugihara:
Your two founders are quite rich in personality! President Shimizu is a beauty professional, a boxer, and a licensed real estate agent, while Director Kuboshima happens to be a long-time friend of mine. What are your impressions of them?

Oki:
Their personal airs and ways of thinking are different. President Shimizu is the type who immediately sees the problems in front of him and fixes them quickly. Director Kuboshima is usually calm and has a very cool-headed perspective, always thinking about the long-term. I often feel that the reason they are so successful is precisely because they have these two different ways of thinking.

However, outside of work—for instance, when they go out for a drink—they both seem to genuinely enjoy themselves. The fact that they can clash at work but maintain a strong personal friendship seems to be the secret to their success. In meetings with them, I’ve personally heard President Shimizu say “I’ll let Director Kuboshima manage our finances,” and Director Kuboshima say “I’ll leave the beauty professional matters to President Shimizu, because he understands them best.” It’s amazing that they have that level of mutual respect and trust.

◆Team Atmosphere

Sugihara:
I hear the team has grown recently. How is the team atmosphere now?

Oki:
Since I joined in the company’s early days, I feel like one of my roles is to convey my opinion when the situation calls for it. However, I really appreciate that our newly-joined members are generally calm, soft-hearted people, who aren’t the type to jump into conflict.

But rather than being just kind and gentle, they all have a strong sense of responsibility, too. They believe that what they are doing is their personal duty, and they fully commit to it. I am so glad that we have attracted people with those qualities.

Sugihara:
Indeed, everyone seems to have a quiet and peaceful aura, but I can tell that they also have a highly professional business-sense.

Oki:
Exactly. They take total ownership of the tasks they are in charge of, so I can confidently entrust things to them. Our SNS manager, for instance, noticed a problem after having a simple, casual conversation with me, and immediately updated our social media without me having to say anything. Another member noticed my workload was heavy and told me, “I can handle this part myself, so don’t worry about it.” The strength of our team is definitely improving!

Sugihara:
The potential for expanding your company is certainly increasing. We just talked about how your two founders are highly individual, and you yourself possess many talents. I heard that along with keeping a busy work schedule, you are a Frescoball player, as well!

Oki:
Yeah, I play Frescoball. Most people might not be familiar with it, but it’s a beach sport that originated in Brazil. Despite being a ball game where players face off against each other, your opponent is not an enemy, but a partner with whom to keep a rally going, so it’s a very peaceful sport. The competition lies in accumulating points, and you’re judged subjectively on your level of cooperation and aesthetic quality, among other things.

Sugihara:
That sounds like a wonderful sport. Do your practices also take place on the beach?

Oki:
Where there’s no beach, we practice in parks or gyms. The tournaments, however, are held on the beach.

Sugihara:
There are tournaments, too??

Oki:
Yes! There are international tournaments, and this year, it will be held in Japan! Our company’s Director Kuboshima is actually the president of the Japan Frescoball Association.

Director Kuboshima is also the president and CEO of RYOGEISYA Inc., an IT culture company that does many different things. Despite doing so many different things, they aren’t scattered. Rather, they dedicate focus and delegate workers to each area of business.

◆On THE SALONS Shinjuku, Opened in January 2025

Sugihara:
Well, the Shinjuku location opened in January 2025. Have you been receiving tenant applications?

Oki:
We sure have! Out of the total 17 salon studios, 8 studios are currently filled (as of February 17, 2025). The actual viewings only started yesterday, but there were people who had already decided to move in before seeing the location.

Sugihara:
It’s surprising that so many people decided to move in before viewing the facilities themselves.

Oki:
Yes, it is. Those contracts are already confirmed, and when we started to show the studios yesterday, two or three groups already came and are considering whether to move in. There has recently been a trend of people deciding before construction is even finished, which we are very grateful for, but I think most people prefer to decide after seeing the actual location. We hope to finalize more contracts through in-person viewings, ideally by the time we start operations around February.

By the way, for the first time, two of the studios we prepared are designed for manicure services, and both of those studios are already contracted.

Sugihara:
In addition to the manicure studios you just mentioned, do beauty professionals in THE SALONS provide any other services besides hairdressing?

Oki:
Yes, we also have tenants who focus on the eyebrow and eyelash business. Of course, there are also aesthetics salons, and some salons do other beauty-related businesses like chiropractic whole-body treatments and Korean Golki massage. Since we have various types of salons on one floor, not just hair salons, I think some customers may very well look at the different shops and signs and encounter a kind of space they’ve never seen before but find interesting.

◆On THE SALONS Shinsaibashi, Opening Spring to Summer This Year

Sugihara:
After Shinjuku, the Shinsaibashi location in Osaka will be your first expansion outside the Kanto region, opening sometime this spring or summer. What is the location like, and what clientele are you targeting?

Oki:
We’ve always considered expanding to thriving major cities outside Kanto, such as Fukuoka in Kyushu, and Nagoya in Tokai or Osaka in Kansai. We are very pleased that we were able to secure such a great location in Osaka.

Shinsaibashi is an area that already has many hair salons, and we have been receiving inquiries from people in that area even before the opening announcement. I look forward to telling them about the opening we have planned and asking for them to place an official inquiry.

The location is also close to Midosuji and the luxury brand district. I've heard from people operating in the Kansai area that Shinsaibashi is a great town, so I believe it is a superb location. It faces a main street, is close to two stations, and the ability to put up a large sign on the 3rd floor was a key point. The Shinsaibashi location will also open nail units, just like Shinjuku, so we encourage inquiries.

Sugihara:
Do you have any ideas for future services you’d like to launch?

Oki:
The background behind me joining The Salons Japan was my attraction to a service that could solve the problems faced by beauty professionals in the industry. So, the core premise is to continuously create better services for problem-solving.

The most common issues are related to managing a business and opening street-level storefronts. They are professionals in the beauty industry, but they naturally lack knowledge of real estate and business management in the beginning. I personally hope we can create an actual system that allows our tenants to seek advice from us more easily.

I also hope our services can evolve so that after our tenants build up their acumen at THE SALONS and open a street-level shop on their own, they will say “I’m so glad I came from THE SALONS”, or “I was able to open a shop like this because of THE SALONS”.

Actually, when some of our former tenants have decided to leave THE SALONS to open up their own shops, they’ve run into real estate problems, so I would also like to make a support system to help them avoid such troubles.

◆“Realizing a Venture Ecosystem”

Sugihara:
D-POPS GROUP has a vision of “producing numerous growing startups that bring transformation to society”. In short, we aim to realize a Venture Ecosystem. What are your thoughts on building this Venture Ecosystem?

Oki:
Well, until these investment discussions began, I personally was unfamiliar with the term “Venture Ecosystem”, but after this conversation and reading your website, now I know about it.

As I mentioned, we are already feeling the impact of the investment, so my hope is that by actively incorporating the input we receive, we can establish a positive feedback loop.

Since we haven’t formed many connections with the other group companies yet, I also would like to see some initiatives that foster deeper relationships between The Salons Japan and everyone else in D-POPS GROUP. Even though we are a unique entity within the group, I hope there will be more chances for us to connect.

◆5-Year and 10-Year Goals

Sugihara:
Yeah, let’s work on those kinds of initiatives! Now, could you share the ideal vision for The Salons Japan—and for you personally—10 years in the future?

Oki:
I believe that THE SALONS is a good service, and I believe it is beneficial for the beauty professionals who have moved in.

Since I cannot recommend a service that I personally do not believe is good, my vision for 10 years from now is that THE SALONS’ services will have further improved and become a system that leads to solving problems within the beauty industry.

Looking 10 years out is difficult, but President Shimizu has a goal of opening 30 locations in the next 5 years, so I hope we can work together as a team to achieve that. I believe that the investments in our company have increased our strength, and we want to continue working hard to make our services even more desirable to our customers.

◆Message to Readers Visiting Our Website

Sugihara:
30 locations in 5 years. A goal like that is quite aggressive, but also excellent. Finally, could you share a message for our online readers?

Oki:
I guess most people who read this interview will be unfamiliar with THE SALONS. THE SALONS is a service that can solve the issues within the current beauty industry, which is often perceived as demanding and having poor working conditions.

Also, the beauty professionals who move in are truly good human beings, and there really isn’t much trouble in our salon studios. Our tenants are independently minded and successful in sales. As I mentioned earlier, they’re also very dedicated to learning, and I personally feel that they are all great people.

I would love for you to look up THE SALONS and visit one of our locations. Wherever you visit, you will find wonderful beauty professionals at every salon!

 

Interview conducted by D-POPS GROUP’s advisor Genta Sugihara.

 

The Salons Japan

Company President and CEO: Hidetoshi Shimizu
Address: 2F Kid Ailack Building, 2-43-11 Matsubara, Setagaya-ku, Tokyo
Established: November 30, 2018
Website: https://www.thesalons.co/

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So in the pursuit of something more edgy and stylish, I looked to our group company opzt’s CEO, President Akamatsu, for some suggestions. When he asked what kind of artists I had in mind, I told him I was thinking along the lines of legendary artists from the 90s with whom our generation was obsessed during our school days. He gave me several proposals, but because I was so particular, I rejected all of them, ha ha. Finally, he said, “If you say so, I’ll try to negotiate with the two bands that you said were the coolest!” In the end, he managed to secure both legendary performers whom I had admired since my youth. These artists still have a massive fanbase today, and their concert tickets sell out instantly regardless of the price. I wanted to give a sense of nostalgia to the generation in their late 40s and older, and at the same time, show the younger generation that music in the 90s was this cool. Since we didn’t compromise on the music, the drinks had to be on that level, too. 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“A Day to Change an Entrepreneur’s Future”: The Frenzy Behind the Scenes of Venture Ecosystem Summit 2025 – Part 1
For this article, we interviewed President Goto, the organizer of Venture Ecosystem Summit 2025 held in October 2025, along with the operational committee’s three leaders. (This interview was conducted in December 2025.) ◆ Reflections on the Event Sugihara: Today, we are joined by President Goto, the organizer of Venture Ecosystem Summit 2025, and the operational committee’s three leaders, Mr. Shibata, Mr. Matsutani, and Ms. Kawaguchi. First of all, a huge congratulations on the massive success of the event! The feedback from participants has been overwhelming, and as a participant myself, I truly enjoyed it. Now that this major effort is finished, could each of you share your honest feelings? Goto: Right now, I am simply filled with a sense of relief. To be honest, entrepreneurs have very discerning eyes. Even if they say “It was great!” out of politeness, they’ll tell you clearly by their expressions if they don’t really mean it. They are the type of people who will give you direct, unreserved feedback if there is something they aren’t satisfied with. We successfully held an event that satisfied entrepreneurs with such strict preferences. So in that sense, we gave it our all, and now we can give a big sigh of relief. Sugihara: I’m sure you really put your whole effort into this. Did you happen to fall ill or run a fever after the event ended? Goto: Fortunately, I didn’t get a high fever, but I did collapse for a moment, ha ha. I must have been so tension leading up to the event because the next day, I had a feeling of exhaustion that I can hardly even put into words. I was just completely wiped out. Sugihara: I’m glad you were able to recover from that! Next up, Mr. Shibata. Shibata: I feel very similar to President Goto, but if I had to sum it up in two words, they would be ‘frenzy’ and ‘relief’. However, my sense of relief is slightly different in nature from what President Goto shared. First and foremost, as part of the operational committee, there was the relief of simply getting through the entire event without any major issues. Secondly, I was assigned head of the operational committee. During the preparation phase, I placed a fair amount of burden on the other operational committee members, and there were moments when things didn’t go as planned. So when I heard everyone saying “It was a wonderful event” after it finished, I felt a weight finally lift off my shoulders. Looking back, I feel like that entire period from preparation to the actual event was pure frenzy. Sugihara: Everyone was so energetic, they almost seemed to be glowing from within. Mr. Matsutani, how about you? Matsutani: At the moment, my heart is welling up with a quiet sense of total fulfillment. While listening to Dr. Semmoto’s lecture and President Goto’s closing remarks at the end of the event, I was moved beyond words. I felt so glad we were able to hold it in the manner that we did. It felt as clear and refreshing as the moment after listening to a profound and beautiful symphony. From the overall balance of the venue to the almost physically perceptible heat and power radiating from the speakers and participants, I truly felt incredibly glad we made this event happen. Additionally, every single staff member performed their parts wonderfully. It was impressive to see how everyone embodied our core value of empathy right there at the venue. Goto: The participants also complimented us frequently on the staff’s performance. My impression is that paying such close attention to even the smallest behaviors of the staff is entirely to be expected of business owners. Some staff members were standing at various points along the route from the station to the venue holding guidance signs. Working outdoors in that capacity is much harder than people realize. The CEOs even noticed even those behind-the-scenes efforts and told us, one after another, that the management was truly superb. From the meticulous care inside the venue to every interaction, the team’s response was consistently magnificent. Sugihara: Thank you. Now, Ms. Kawaguchi, your thoughts please. Kawaguchi: Like everyone else, my first sentiment was relief that the event was held without incident. Even though it was only October, I felt a massive sense of accomplishment, as if I had already conquered the whole year. Actually, preparations for this event started back in December 2024. We began by inspecting various potential hotels, but just securing a booking was already becoming difficult, so right from the start, we were scrambling to coordinate dates. Because of those circumstances, I feel like I was pouring 100% of my energy for the entire year into this. This year, I’ve been running with the singular desire to build up anticipation for the Venture Ecosystem Summit and make it a success. Now, I’ve been feeling this comfortable sense like I don’t have to do anything more after finishing my biggest mission of the year, even though October might’ve been a bit too early for that. ◆ The Purpose Behind the Event Sugihara: You were preparing for a whole year, indeed. From a participant’s point of view, I felt it was a wonderful event that directly conveyed President Goto’s passion. Could you tell us again about the background and reasons why you decided to hold the Venture Ecosystem Summit? Goto: D-POPS GROUP holds an all-hands meeting at the end of every year, and we always ask our chairman and co-president Dr. Sachio Semmoto—the co-founder of KDDI—and our corporate advisor Ichiro Fujisaki—former Ambassador to the U.S.—to give a speech there. Every year, I feel something extraordinary in their words that truly shakes the soul. Then, I had the sudden thought: it would be a travesty to society for us to keep such a valuable experience contained only within our group. My primary motivation was the desire for all entrepreneurs, who are currently tackling their own issues with their best efforts, to have the opportunity to see, hear, and feel these two individuals speak, rather than keeping it behind closed doors. At the same time, we are working to build an unprecedented Venture Ecosystem and a platform that serves society, so I also wanted more people to know about our approach. There are many systems to support startups in the world, such as VCs, angel investors, or aid from national or local governments. However, the current reality is that these support systems are rather compartmentalized, so I don’t think a platform capable of providing 360-degree support from every angle exists yet. Of course, neither is D-POPS GROUP able to supply the perfect platform, yet. But I want to reach a point where the entrepreneurs and members involved in this Ecosystem can truly feel, “We are building the world’s first platform of its kind.” To clearly communicate that vision to the world, this was the best timing. When you gather that many entrepreneurs, their effect as influencers is immense. If one participant tells ten people, it spreads to thousands instantly. I am convinced that conveying the significance of the ecosystem to these brilliant entrepreneurs carries massive weight for our future development. Sugihara: I see your point. In a typical event, even if you gather 1,000 attendees, the reality is that some are only there because their company ordered them to attend, and others lose focus halfway through. However, at this seminar, every single participant was a business owner. I was overwhelmed by the high level of consciousness in the room—everyone was there to learn and absorb something from that day. Goto: In fact, every single guest there was personally invited by me. There are so many passionate, hard-working people around me that I really wanted to invite so many more, but the venue was already at maximum capacity. Because of that, the chosen participants approached the event with extraordinary energy. I believe the temperature in that room was only possible because such highly ambitious people gathered there. Sugihara: The participants were exceptionally growth-oriented. Mr. Shibata, as the person handling customer relations on that day, how did you feel that energy on-site? Also, were there any specific challenges in managing the event? Shibata: The word frenzy I used earlier refers exactly to the heat that was in the room. To be honest, in my line of work, I have many opportunities to attend various study sessions. As you mentioned, it’s not uncommon to see people who clearly look like they are just there because the company told them to be. But at this event, looking at it from a management perspective with a bird’s-eye view, the sight of the participants never looking away for a second—everyone with their heads up, staring intently at the speakers—was incredibly striking. Even from the back of the room, I could feel the raw intensity of people thinking, I will learn everything from this moment and absolutely apply it to my company. If it was that strong in the audience, the people on stage must have felt an even more powerful energy. Regarding challenges…it turned out to be a needless worry in the end, but during the planning stages, President Goto and I spent a lot of time strategizing how to keep business owners focused. Entrepreneurs are often strong-willed and independent, so we were meticulously obsessed with every detail—content that wouldn’t let them get bored, the order of speakers, and precise time management. However, once we opened the doors, we found the very people President Goto invited out of genuine trust. Both the speakers and participants were people who held the same values of “sincerity, humility, and gratitude” as we do, and everyone participated as if it were their own personal mission. I had been bracing myself in case we encountered any difficulties, but it turned out so smoothly it was almost anti-climactic. That was the biggest surprise and the point that left the deepest impression on me. ◆About the Speakers Sugihara: The lineup of speakers for this seminar was truly prestigious. (Click here for a detailed list.) How did you manage to request lectures from world-renowned Japanese figures such as Dr. Semmoto and former Ambassador Fujisaki, and what were the participants’ reactions? Goto: First of all, I think many people felt they absolutely had to attend just for the chance to hear Dr. Semmoto and Ambassador Fujisaki speak. The members of our company understand well how priceless their stories are, and the same goes for most founders. Dr. Semmoto is someone every striving entrepreneur wishes to hear in-person at least once. On the other hand, someone like Ambassador Fujisaki—who was at the forefront of diplomacy and international affairs as the former Japanese ambassador to the US—is someone even business owners rarely have the chance to encounter in daily life. However, the world is currently in a state of upheaval. Now that the movements of superpowers like the US and China directly impact business, entrepreneurs have their scanners set to detect the slightest movement. Therefore, they definitely sensed the need to learn Ambassador Fujisaki’s perspective. Once these two speakers were confirmed, I was certain we had a rock-solid foundation for the event’s success. That’s why they were the very first people I decided to ask during the planning phase. When I consulted Dr. Semmoto, he gave his immediate consent, saying, “This is a wonderful endeavor. I will definitely participate and offer my full cooperation.” You could really feel from their presentations on the day that both of them were sincerely trying to deliver a message to the entrepreneurs in the room. Sugihara: In addition to the speakers we’ve discussed, you also had Shinichiro Naito, President and CEO of Findstar GROUP Co., Ltd., and Shoichi Motodaka, Executive Vice President of NTT Docomo Business. How did it go when you reached out to them? Goto: President Naito serves as Non-Executive Director for our company, and Vice President Motodaka is a close personal friend, so both accepted the invitation graciously. However, precisely because we have such intimate relationships, I intentionally set the bar very high for them. I knew the audience would consist of highly sensitive entrepreneurs. So, while President Naito has spoken at countless seminars and study groups, my request to him was to present something in-depth that he has never spoken about anywhere else. I had him submit his materials in advance and requested specific adjustments to reflect our intent. Because he is like an older brother to me, I was able to make such demands, and I believe that’s why he rose to the occasion. To ensure the participants were happy and satisfied, the overall layout of the program was vital. I treated it like a puzzle, making sure every piece was of the highest quality and carefully curated so that none of the content felt repetitive. I endlessly asked myself the question, “What is the specific piece that today’s entrepreneurs are missing?” For example, if another CEO with a 10-billion-yen company were to give a similar talk right after President Naito (who has built a business of the same scale), the content would feel redundant. That’s why I was certain that the necessary piece we were missing was a perspective from a large-scale corporation. I felt Vice President Motodaka, whom I respect deeply as a human being, was the perfect person to fill that role. Sugihara: It sounds like every single element of the program was calculated with extreme precision. Goto: I put an incredible amount of thought into it. That also applies to the soul-stirring pitches by the young founders and the performance by calligrapher Yuuna Okanishi. Initially, we planned to have Ms. Okanishi perform at the end, but after repeated team discussions, we decided to move it to the very beginning. By starting with a highlight-worthy performance, we were able to instantly sharpen the atmosphere and focus the participants’ attention. Even CEOs who might usually act a bit restless were sitting up straight and listening intently that day. Ms. Okanishi doesn’t just have unbelievable stage presence, she has a wonderful persona, and the venue seemed to be filled with her positive aura. By the way, of the two panels she painted during her performance, one is displayed here in our Shibuya Hikarie office and the other was given away in a raffle. The panels were so popular that after the event, people were even asking us if they were for sale, ha ha! ◆The Inside Story of the Arrangement Process Sugihara: That performance was indeed spectacular. Ms. Kawaguchi, I heard that you were in charge of procuring the production materials and coordinating with the calligrapher. Were there any particular aspects of making that performance happen that you had to figure out yourself? Kawaguchi: When President Goto first mentioned he wanted a calligraphy performance, the scale I initially imagined and what he was envisioning were miles apart, ha ha. I thought to myself that it would be maybe a meter high. But when we started discussing the details, he pointed to the large unicorn panel on his office wall and said, “I want it twice that size—about two meters tall.” I had to double-check with him several times: “Are we really making it that big?” We actually took out a measuring tape, and eventually, we concluded that the impact factor of a two-meter panel really was absolutely necessary. However, when I went to order the panels, I couldn’t find a vendor capable of custom-making panels of that size. Most told me, “We’d have to join two panels together,” or “We can't guarantee it will stay upright.” In the end, I reached out to Best Support Systems, the company that handled our office’s interior design, since they had created all our unicorn panels. I was unsure about asking an interior contractor for just two panels, but they accepted gladly. They worked with us through countless revisions—not just on the size, but on fine design details like the placement of the unicorns’ heads. That performance would never have happened without their earnest cooperation, and I am truly grateful for them. The panels were a massive hit. Some CEOs asked me to introduce them to the manufacturer because they wanted to use them for their own events, and even Ms. Okanishi wanted to know more details about the material because it was so easy to write on. Sugihara: For a seminar packed with so much content, I imagine the logistics and same-day preparation were quite a challenge. I heard that Mr. Matsutani, who was in charge of organizing the proceedings, woke up at 3:00 AM on the day of the event to finalize the production schedule. What specific points did you focus on while managing the flow of the event? Matsutani: President Goto had a clear vision of creating “a day to change an entrepreneur's future”. I saw my role as figuring out how to translate that passion into a concrete, actionable form. Something to avoid at all costs in event management is breaking the participants’ concentration due to logistical delays. I focused primarily on how to allow the attendees to totally immerse themselves in the content without feeling any unnecessary stress. While President Goto designed the overarching flow of the event, I obsessed over the fine details, from the guidance routes for moving guests from the auditorium to the reception hall, to the operational committee members’ positions, and even to the exact layout of the catering tables. And then I poured my soul into how to accurately share these details with the entire operational committee and ensure they all moved in sync. Actually, in my student days, I experienced managing presentation events for a thousand people. Since I was still young back then, I’d prepare for two days straight, without even a wink of sleep. I can’t quite do that anymore, as a working professional, ha ha…so I took a two-hour nap from 1am to 3am in the middle of the night before the summit, and then got to work on the final touches. I sent the draft script to our emcee, Ms. Hida from Talk Navi Inc, two days prior, but I didn’t get the final version to her until the morning of the event. Despite such a tight schedule, Ms. Hida was incredibly flexible with same-day changes and corrections, supporting the proceedings with an outstanding sense of stability. I have nothing but gratitude for her. Sugihara: That’s true, I didn't see any of the typical mistakes or mishaps that usually occur in an event of this scale. Matsutani: It’s not like we didn’t have any mistakes, ha ha…to be honest, we didn’t even hold a full technical rehearsal beforehand, so as for myself, I feel everything went miraculously well. We also did the final checks for the slides and other things on the morning of the event itself, but we were only able to pull that off thanks to the immense cooperation of the venue staff. The venue manager even came by to observe and gave us a big boost of encouragement by saying, “This is truly a wonderful event.” ~ To be continued in Part 2 ~ Interview conducted by D-POPS GROUP’s advisor Genta Sugihara. In Part 2, you'll learn about: ・The social gathering held after the seminar portion ・The operational committee members ・Insights gained while working with President Goto ・Realizing a “Venture Ecosystem” ...and more. Please look forward to Part 2!
  • Interview
2026.02.17
[Founder Interview #2] Shiho Watabe (Shibuya Startups KK) – Part 2
Creating an Ecosystem that Connects Shibuya with the World! For this article, we interviewed Shiho Watabe, Chairperson of Shibuya Startups KK, who participated in our company’s Venture Ecosystem Summit 2025 as a speaker. (This interview was conducted in November 2025.) This is the latter part of the interview. To read the first part, click the link below. https://d-pops-group.co.jp/en/column/shibuya-startups-interview-first-part/ ◆ Why She Chose Startup Support Sugihara: Let’s turn back the clock a bit. You started your career as an analyst at Morgan Stanley and built a brilliant career at Google Japan, followed by periods at premier startup corporations like Mercari and ELSA Speak. Why would someone like you choose the path of supporting entrepreneurs? Watabe: To be honest, I feel like a big part of it was simply fate, but other than that, I think there were two main reasons. The first was a desire to somehow return the favor to Shibuya, the city that got me to where I am. I gained so much experience at foreign firms and startups here, and after I reflected on my origins, I had the sense that I’d be coming home, and the urge to give back something to this city naturally welled up inside of me. The second was a spirit of “non-conformity”, which has been an ever-present keyword in my life. In a mainstream Silicon Valley career, people generally work for a unicorn or start their own companies and later become investors. However, in my lifetime, there are many times when I’ve found myself choosing the road less traveled without intending to, and this case was no exception. For example, as a recent graduate looking to change jobs in 2008 (before the Lehman shock), I moved from the Investment Banking Division at Morgan Stanley to Google Japan. At that time, the tech industry’s recognition in Japan wasn’t nearly as established as investment banking. In addition, I studied journalism in university and had a dream of getting to use that degree, and I actually received an offer to be an economic reporter for a foreign TV station. Nevertheless, I chose Google. It wasn’t so much a calculated decision, but more like a hunch. Jumping into an unknown industry seems difficult on the surface, but it’s exciting, too. I also remember being impressed by how much the people who interviewed me at Google seemed to enjoy their work. There is definitely risk in choosing the path that 9 out of 10 people won’t take, but I believe it leads to countless insights and might even lead to an unexpected new stage in one’s career. While it goes without saying that my skills are useful at this workplace, this choice to support startups is also probably an extension of my “non-conformative” lifestyle. ◆ The Appeal Factor of Shibuya Sugihara: Thank you for sharing. Speaking of Shibuya, as the leader of Shibuya Startups, what do you feel are this city’s charms? Watabe: It might be easier to understand using the Bohemian Index. Proposed by sociologist Richard Florida, it measures the concentration of artists and creators relative to the population. Cities with a high index are said to be rich in diversity and tolerance, making economic development and innovation more likely. Shibuya is exactly that: a city with an extremely high Bohemian Index that is open to change. That is its greatest charm. ◆ Japan’s Strengths and Challenges Sugihara: That makes sense, Japan’s highest location on that index must be Shibuya. From your global perspective, what are Japan’s strengths and what do you see as its challenges? Watabe: Ironically, as a Japanese person, I don’t see Japan’s strengths very easily. However, once you go abroad, you clearly realize the high level of standards we expect of our food quality, public safety, craftsmanship, and hospitality in this country. On the other hand, there is something that isn’t a problem as much as a characteristic, where the Japanese business world places extreme importance on consideration for stakeholders. Our unique culture of “reading the room” is a virtue, but in terms of making decisions quickly, it can be a weakness. For example, China works fast under their state leadership; the US pursues freedom and profit through libertarianism; and Europe has many regulations but clear roles for the public and private sectors. Japan is different from all of these, instead relying on peer pressure or unspoken understandings, where the whole team moves things forward flexibly and cautiously while in sync. While this has its merits, such systems and rules easily break down when an outsider enters the organization. Furthermore, Japanese people will at times resign themselves to a certain status quo because it’s considered the only option, when in reality, there may be massive business opportunities hiding underneath. For example, if there was a method to streamline Japan’s unique multi-layered brokerage structures, excessive bureaucratic processes, or analog-based workflows that cause unfairly high costs and low efficiency, that could become a viable business. An outside perspective can call into question what we Japanese consider normal and discover something new and valuable. Sugihara: Japan’s unique consensus-based system takes time to find a decision that satisfies everyone, but it has the merit of incurring fewer reversals later on. However, in the modern era, the downside of slow response to change is becoming prominent. While these “invisible walls” have functioned as a barrier to entry, they may also be a factor making it difficult for Japanese people to succeed globally. Watabe: That’s true. However, Japan should be proud of the culture, creativity, and safety nurtured inside those “walls” that are unique in the world. Another thing I feel poignantly while living in the US is the richness of Japan’s social security. When you aspire to start a business in Japan, you don’t have to worry about arranging health insurance for employees. This is a powerful advantage for taking on challenges fearlessly. Sugihara: Exactly! Right after I joined Google and attended training in the US, the first thing all participants asked in the first session was, “Are there insurance benefits?” After seeing our HR promote the quality of our insurance, I realized that what we take for granted in Japan is a privilege elsewhere. Watabe: It’s really true. In the US, simply getting a ride in an ambulance can cost hundreds of thousands of yen, and that’s not including the cost of treatment! In Japan, there are safety nets even if you fail. That’s how I can confidently tell people, “You should start your business in Japan.” ◆ Growth Markets in Japan Sugihara: I’d like to ask about your outlook for the future. From the perspective of entrepreneurship and new business, which growth markets do you consider particularly promising in Japan? Watabe: Without a doubt, the fields related to our nation’s super-aging society and declining birthrate. There is huge potential not just in elderly care itself, but in any of the businesses surrounding that, whether they be SaaS for optimizing operations, robotics, AI, etc. I’m sure the approaches will vary, but solutions in this domain will become increasingly important. For example, one of the companies we support is a startup developing an app that can detect early-stage dementia in users just by playing AI-powered games. With early detection, memory regression can be dramatically slowed through proper treatment. Such technology will definitely be in demand. Japan is facing the problem of a population that is aging more rapidly than any other country, but conversely, that means we are at the forefront of a market that can present solutions to the rest of the world. Furthermore, Japan has an accumulation of hardware technology in deep tech, edge AI, and quantum computing. I am convinced that a very strong growth sector will emerge at the intersection of this cutting-edge hardware and software that solves social issues. Sugihara: I completely agree. By having Shibuya Startups and D-POPS GROUP collaborate to support such innovation, even greater possibilities will open up. By the way, the rapid penetration of AI is fundamentally changing the business environment. There are various discussions about disappearing jobs, newly created jobs, and doubts regarding human capability itself. How do you personally view the current situation? Watabe: I believe that while technology changes at a dizzying rate, and trends come and go, the civilization at the root of humanity does not change so easily. Of course, the potential of AI is extremely high, and if used well, efficiency will increase and certain occupations will certainly disappear. However, it is also true that we have no choice but to find a way to coexist with AI. AI has the power to instantaneously perform processing tasks impossible for humans, so the key is how we master it. In the coming era, the field of education will surely change. Instead of competing on the ability to provide answers as students have done, the ability to ask questions—that is, how to formulate highly precise AI prompts—will become more important. However, I don’t think the world will suddenly become a completely different place tomorrow. As long as humans continue to have the will to allow and control it, I don’t think technology will leave humans behind and go on a rampage. Sugihara: Based on those societal changes you predict for the future, how do you think entrepreneurs and Shibuya Startups itself will be impacted? Will it be a great opportunity or a big obstacle? Watabe: I definitely see it as an opportunity. Currently, over 70% of the companies we support are AI-utilizing companies, but this is becoming normal for us. Just as every startup in the previous generation assumed they would utilize the internet, using AI will become commonplace in the next. What’s important here is that AI is a means, not the end. For example, Uber is a ride-dispatching company at its core, and technology is merely the infrastructure for that. They simply utilize technology thoroughly to run the service at maximum efficiency. Startups of the future will be the same. Even without calling themselves an “AI company”, they will use AI as a matter of course to achieve their mission with the utmost efficiency. I believe companies with such practical utility will become the mainstream, and infinite business opportunities are opening up there. ◆ What “startup ecosystem” means to Shibuya Startups Sugihara: According to Shibuya Startups, what is the definition of a startup ecosystem? Watabe: I believe a startup ecosystem is not just about the existence of startups, but a state where mature businesses become the customers and supporters for the next generation of companies, along with investors, and the cycle of growth is completed within that framework. Currently, while Japan has resources to provide support, I feel we still lack the sheer number of startups and the human resources themselves. That is why we’re trying to invite excellent talent from overseas who are interested in Japan to improve the Japanese startup ecosystem. We’ve gathered 52 different “superstars” into our community, including startups founded by the co-founder of the Polygon blockchain and the co-founder of Xoogler (a network for Google alumni). They are a truly capable bunch, raising funds from even the top American VCs. Why invite such talent to Shibuya? Because if your friends are building unicorn companies, that route becomes the obvious choice for you, too. Conversely, if you are in an environment where small-scale IPOs are the norm, then your goals become that much lower. My role is like a conductor of an orchestra. I don’t play the instruments—in other words, start the companies—myself. Instead, I gather players who can give the best performance and create an environment where they can perform at their peak. That is the kind of ecosystem we aim for. ◆ “Realizing a Venture Ecosystem” Sugihara: D-POPS GROUP has a vision of “realizing a Venture Ecosystem”. Where can you relate to this vision or see opportunities for collaboration? Watabe: I see the potential for collaboration in the area of diverse talent. The overseas entrepreneurs we currently support have high technical skills but are not familiar with Japan. I believe the strongest startups in the future will be multinational teams, just like celebrity groups. Having members from various countries allows a team to immediately grasp local sales networks and needs during global expansion. I don’t think there is any benefit to Japanese-only or non-Japanese-only teams. I find it interesting that foreigners are part of the founding teams developing AI models that bear the national strategy of Japan, such as Sakana AI or Shisa AI. Since Google and OpenAI are US companies, it’s possible that we could suddenly lose access to their AI infrastructure during an emergency, so developing our own AI models is a vital pursuit for Japan. Furthermore, developing our own LLMs will lead to preserving the fine details of Japanese culture—which might not remain on the internet—in the AI era. And in this field of building Japan’s infrastructure, foreigners are participating actively. There are many Japanese issues and values that can only be brought to our attention by the presence of diversity. I would love to collaborate on building mechanisms that support diverse teams and increase talent mobility by bringing together excellent personnel with an outside perspective and companies with solid foundations within Japan. Interview conducted by D-POPS GROUP’s advisor Genta Sugihara. Shibuya Startups KK Company Representative and Chairperson: Shiho Watabe Company CEO: Yoshiro Tasaka Address: Shibuya Bridge Building B, 1-29-3 Higashi, Shibuya-ku, Tokyo Established: February 2023 Website: https://upshibuya.com/en/
  • Interview
2026.01.27
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