Thank you for having me today!

When I was in school, my initial goal was to become an accountant. However, I had not obtained the necessary qualifications yet, so I started working for a consulting firm that was affiliated with an audit firm. Over time, I transitioned into working solely as a consultant. I accumulated experience at prominent consulting firms, and I played a role in the establishment of a new consulting firm in my last role before joining Berkeley.

I did not consider it back then. During my student days and the early stages of my career, the concept of consultants was not widely recognized yet. Clients were still figuring out how to use consultants at that time.

Back then, IT consultants were seen as "experienced senior software engineers" who would advise clients on not only IT matters but also business-related issues. It brought me joy when I could provide helpful solutions and bring attention to something that the client had not noticed.

I joined Berkeley because I wanted to help create and shape an organization. In my previous job, I had the experience of setting up a consulting firm, but I started feeling restricted because I was only building the organization within the directives from the higher-ups. At that time, I was introduced to Berkeley by a recruiter I knew, and I thought I might just go and hear what they had to say. Before I knew it, I became a part of the company.

Primarily, my focus is on IT-related tasks. For the client I work with the most, I assist them with IT strategy planning and PMO operation. I put myself in my client's shoes and take on responsibilities like vendor selection and management. In my recent project, I played a role in crafting a business improvement plan for a client.

There is a big difference between large, established organizations and startups like Berkeley. At Berkeley, you may often work independently. At large companies, you will work in a team of at least four (4) to five (5) people, and provide services through organizational strength. In large companies, knowledge tends to be centralized. By leveraging past materials and know-how, work can be carried out efficiently and quickly. In my case, I think I can handle things at Berkeley because I still have some of this knowledge in my head. I believe that the knowledge I gained at major firms will be useful in the future, and I hope to leverage it effectively.

I think our greatest strength is that we have "nothing". We have the freedom to explore endless possibilities. Since we have nothing, we have to build everything from scratch, so it takes a fair bit of effort. (laughs) However, some clients may express concerns about our lack of established practices, which could be considered a disadvantage. Nonetheless, I believe it is our responsibility to address and overcome this concern independently.

I think in the business world, there are two types of individuals: those who can build something out of nothing and those who can take something small and make it much bigger. Currently, Berkeley is starting from scratch. So, I believe those who enjoy creating something out of nothing and are drawn to that challenge would be a good fit. On the flip side, expanding what already exists and making it larger can come later.

I believe it is about having unique ideas and flexibility. Berkeley, which is in its early stages, will not succeed by copying the methods of large firms. It is essential to establish a new organization with a fresh perspective. Even in a specialized field, it is preferable for people to see Berkeley as more reliable than larger firms. I have great expectations for young individuals who can generate their own ideas about different aspects in the field of business and corporate culture, and can drive progress independently.

For me, the client comes first. When clients are satisfied, I am happy - their happiness is my ultimate reward. However, I think that this mindset might be considered traditional. It is not that they neglect the clients, but more young individuals prioritize their own personal growth nowadays. I think that is fine, too. My approach of "putting the client first, so I will work hard to grow myself" and the perspective of younger generations of "by growing first, I can deliver an excellent service to the client" both lead to contented clients.

Anyway, I have high hopes for the younger folks! I am an old guy with a background in big corporations, and my ideas have not shifted much from my time in those large firms. I think I will let the younger generation take the lead on fresh ideas, and I will be there to support and back them up. I am looking forward to witnessing the new shape of the company that the younger generation is striving for.