Perspectives

I value a relationship in which clients feel comfortable asking for advice. I also think that my own wish to contribute to that person's work or life matters in sustaining a good relationship.

I first want to understand what that person hopes for. Their wishes may not yet be clear even to them, so I place importance on understanding those feelings.

I sometimes begin by saying, 'Looking at this specifically from a financial perspective.' Although I am giving advice about money, there are things more important than money, and I would like the person to take those into account as well. I present money as one perspective for a decision, so that the person can consider it without being drawn too far in one direction.

I explain tax efficiency as one option. However, there are things more important than tax efficiency, so I take those into account as well and place importance on following the person's wishes.

What matters most is that the person who has sought my advice is satisfied. I also try to honour my obligations to those who have helped me.

I feel I have done a good job when the client is satisfied and also feels that the work makes sense to them.

Kagurazaka is where I was born and raised, so I am attached to it. I am happy to be able to continue working here. It also pleases me when someone visiting says what a nice place it is.

I developed the habit of thinking rationally and thoroughly about how to achieve a goal. That way of thinking carries through to my work today.

I had been studying to become a tax accountant since I was a student. My hobbies led me to join Microsoft, so I see it less as changing direction than as returning to the path I had originally intended to take.

I learned about running food and beverage establishments and came to understand the difficulties faced by the people working there.

I also began to develop my own ideas about how a franchise business might best be run.

When I write a book, I put as much as I can of what I am thinking at that time into words. The process helps me organise my thoughts. Through repeating that process, my own way of thinking became settled, and it no longer wavers today.

Through involvement in tax and civil litigation, I came to appreciate the need for a legal perspective. Beyond that, I became able to keep in mind what to pay attention to in everyday practice and what preparations to make in advance.

I have always been strongly interested in major changes. My attention naturally turns to new technology too.

I see the internet as a change that brought new businesses into existence. AI, by contrast, is a change in which existing businesses are replaced by new ones.

I believe the traditional model of tax accounting will cease to be viable and will be replaced by a new model. I think this change will affect all white-collar work, not only tax accountants.

I do not find it surprising. I see things I had long anticipated finally becoming reality.

I think it is good that time-consuming tasks will disappear. But I question whether that will necessarily make work easier.

I feel that much of today's work consists of carrying out tasks, while relatively little requires people to think for themselves. For those who have had few opportunities to make that a habit, work centred on thinking may actually feel harder.

AI will handle repetitive tasks, and people will check the results for mistakes. People will then decide what to assign next. That is how I see the division of roles.

Although it was not for a long period, I have personal experience of managing a listed company. I draw on that experience to think from a business owner's perspective.

I first consider whether they can be realised. If there are difficulties, I may have to communicate some hard truths. Where I believe the aspiration is achievable, I also want to offer emotional support.

I ask why they want to make it larger. I do not think the company's size alone is what matters; I want to understand the reason for seeking growth.

Business stability is what I value most. I have seen a number of cases in which stock compensation for employees did not necessarily improve motivation across the workforce as a whole, so I consider that effect cautiously.

It began when clients started holding crypto assets. Later, an ITmedia interview being featured on Yahoo!'s homepage also helped broaden my involvement.

I now hold crypto assets myself. As national currencies lose value, I believe crypto assets will occupy an important position.

I do not think expanding a business automatically makes someone prosperous. At the same time, I also believe that prosperity requires expanding the business and generating ample profits. For me, business growth and prosperity cannot be separated.

My wife is Chinese, but I could not speak Chinese when we married. Rather than spending the rest of my life that way, I wanted to learn the language, so I went to study in China.

I am drawn to major change. China has changed greatly over the past thirty-odd years, and I am struck by how much strength it has gained. I look forward to watching its growth.

My impression is that China places even greater importance than Japan on the inner circle of family and close associates. I feel that becoming part of that circle matters.

I value food habits and climate that suit me, and whether I actually feel comfortable living there.

I want people working in the office and those working remotely to be able to communicate on an equal footing. The patent grew from considering how to create a management structure that allows that.

I encounter things I would not have imagined within my previous values, and gain new perspectives.

My wife and her parents are former athletes. Hearing about second careers in China led me to take an interest in how Japan should approach the issue.

For athletes, I think in terms of remaining involved in their sport throughout their lives.

For company employees, I think it matters more to carry their abilities into the next job than to continue doing the same work as before.

Personally, I do not regard titles, especially a former employer's name, as useful in the next job. The more pride someone takes in having worked for a good company, the more important I think it is to approach the next job without being held back by that pride.

I do not think either is necessary for everyone. The path to choose depends on the individual.

I want to contribute to clients with whom I have a good rapport and do work that helps realise what they wish for. I value a life in which my clients and I can each do what we want to do.