INTERVIEW

The aggressive back office will do anything it takes to win  

CFO

YOSHITAKA NOGI

Joined the Japan Finance Corporation (JFC) in 2005 as a new graduate. Financed, screened, and consulted with over 600 small and medium-sized enterprises (SMEs) and venture companies. Joined Leading Mark in 2018 and oversaw all business management (financial accounting, general affairs, legal affairs, and human resources as CFO. Joined nextbeat as CFO in August 2019. SME Management Consultant.

Deeply sympathetic to a vision of high social contribution

I joined the JFC, a government-affiliated financial institution as a new graduate, and for the past 13 years, I have been in charge of financing, screening, and consulting with over 600 SMEs and venture companies. While providing management support for SMEs with superior original technologies, and venture companies with unique business models and growth potential, I discovered that there are many companies using cutting-edge technology to enable SMEs to acquire global markets, and companies responsible for using various regional resources developed locally. Offering essential products and services and supporting SMEs that account for over 99% of Japanese companies is really what invigorates the Japanese economy, and I believe it cultivates a mindset of contributing to society. While gaining experience in overcoming both smooth and challenging times with a company as a supporter, I gradually began to grow dissatisfied with relating to the company from a solely supportive position, and I wanted to demonstrate my own value by going further into the company. I decided to change my job and join an operating company. I had the opportunity to work with operating companies while at JFC, and even while facing challenges, I grew confident that I could produce reliable outcomes by making use of the skills I had cultivated from my supportive role. I decided to join nextbeat because I sympathized deeply with the vision/mission of “energizing Japan by creating an internet business needed in a society with a declining population.” When I first joined JFC, I was fixated on the idea that “money” was the most important out of the management resources “people, things, money, and information”. However, through my support work, I came to the conclusion that “people” are the most important. No matter how great the technology or how unique the business model, it is all created by the “people” who work there. With this awareness, I felt a sense of crisis that the looming population decline would cause the Japanese economy to decline. Moreover, in the support of venture companies, there were no businesses that did not involve IT. Existing industries are also evolving with technology. I realized that there is nothing in the future that does not involve technology. I felt that these thoughts of mine were linked to the vision/mission of nextbeat.

Prepare the foundation to take on new business with conviction

The position of CFO is often associated with an image of defensiveness. However, I would like to stick with an offensive position. I believe that my mission is to prepare the company’s foundation while managing risks, and to procure resources to enable us as a company to aggressively and confidently take on new business. If the foundation is not prepared, the head division will be moving forward while still looking back with concern wondering if everything will be alright. I believe it is important to have a structure that enables the company as a whole to go on the offensive. I am currently in charge of the finance, accounting, information systems, general affairs, and legal affairs departments, but in order to accelerate business growth, we are reviewing fundraising and capital allocation from the financial perspective, and business flow from the business management perspective. To be honest, I felt that we were in good order five years after establishment, and I was surprised that we were able to grow in a short period of time. We are working to further eliminate waste to achieve productivity and to design a structure to make optimal use of our resources. From a defensive position, we are focusing on risk management areas such as information security and compliance. I hope to work with the CSO to create an aggressive corporate department. Rather than clinging to the role of CFO, I intend to take on the role of CXO by managing business independently. As a CXO, I hope to lead a wide range of business development to find solutions for all domains surrounding a society with a declining population. 

Valuing assertive communication

The most important thing when working is to have initiative. It is important to form clear opinions following deep consideration. At work, I aim to communicate with my colleagues by saying, “this is how I think about it, but what do you think?” Otherwise, thinking will come to a standstill. I emphasize assertive communication in which you state your opinion while respecting others. I also believe that it is highly important for employees working in the corporate division to “deepen their business comprehension.” There is a difference in the quality of output produced by those who only focus on their own problems and those who do not. In addition to a deep business comprehension, if you cannot think of how to best utilize the money that has been procured in financial terms, then you are simply a critic. I would like to contribute to the growth of the company by taking a stance of active engagement from the corporate division to the operational division.

I want to work with someone who continually takes on challenges

Before joining the company, I saw the “nextbeat pride” action guidelines on the nextbeat website, and I couldn’t help but think, “I like that” (laughs). I relate deeply to the vision, but I would also like to work each day with an awareness of these action guidelines. In particular, I like the idea of “rather than being critics, let’s continue to be practitioners that create value” within the “∞ sense of ownership.” It synchronizes with the importance of “taking initiative” when working on your own. I’m talking about people who take on problems as their own, or people who take on challenges and do everything they can to succeed. I want to work with people who do not mind getting their hands dirty to get to that point. People who exhibit “nextbeat pride” and can work with a consideration of expanding our business to resolve challenges facing society are the types of people I would like to join nextbeat.

INTERVIEW

The aggressive back office will do anything it takes to win  

CFO

YOSHITAKA NOGI

Joined the Japan Finance Corporation (JFC) in 2005 as a new graduate. Financed, screened, and consulted with over 600 small and medium-sized enterprises (SMEs) and venture companies. Joined Leading Mark in 2018 and oversaw all business management (financial accounting, general affairs, legal affairs, and human resources as CFO. Joined nextbeat as CFO in August 2019. SME Management Consultant.

Deeply sympathetic to a vision of high social contribution

I joined the JFC, a government-affiliated financial institution as a new graduate, and for the past 13 years, I have been in charge of financing, screening, and consulting with over 600 SMEs and venture companies. While providing management support for SMEs with superior original technologies, and venture companies with unique business models and growth potential, I discovered that there are many companies using cutting-edge technology to enable SMEs to acquire global markets, and companies responsible for using various regional resources developed locally. Offering essential products and services and supporting SMEs that account for over 99% of Japanese companies is really what invigorates the Japanese economy, and I believe it cultivates a mindset of contributing to society. While gaining experience in overcoming both smooth and challenging times with a company as a supporter, I gradually began to grow dissatisfied with relating to the company from a solely supportive position, and I wanted to demonstrate my own value by going further into the company. I decided to change my job and join an operating company. I had the opportunity to work with operating companies while at JFC, and even while facing challenges, I grew confident that I could produce reliable outcomes by making use of the skills I had cultivated from my supportive role. I decided to join nextbeat because I sympathized deeply with the vision/mission of “energizing Japan by creating an internet business needed in a society with a declining population.” When I first joined JFC, I was fixated on the idea that “money” was the most important out of the management resources “people, things, money, and information”. However, through my support work, I came to the conclusion that “people” are the most important. No matter how great the technology or how unique the business model, it is all created by the “people” who work there. With this awareness, I felt a sense of crisis that the looming population decline would cause the Japanese economy to decline. Moreover, in the support of venture companies, there were no businesses that did not involve IT. Existing industries are also evolving with technology. I realized that there is nothing in the future that does not involve technology. I felt that these thoughts of mine were linked to the vision/mission of nextbeat.

Prepare the foundation to take on new business with conviction

The position of CFO is often associated with an image of defensiveness. However, I would like to stick with an offensive position. I believe that my mission is to prepare the company’s foundation while managing risks, and to procure resources to enable us as a company to aggressively and confidently take on new business. If the foundation is not prepared, the head division will be moving forward while still looking back with concern wondering if everything will be alright. I believe it is important to have a structure that enables the company as a whole to go on the offensive. I am currently in charge of the finance, accounting, information systems, general affairs, and legal affairs departments, but in order to accelerate business growth, we are reviewing fundraising and capital allocation from the financial perspective, and business flow from the business management perspective. To be honest, I felt that we were in good order five years after establishment, and I was surprised that we were able to grow in a short period of time. We are working to further eliminate waste to achieve productivity and to design a structure to make optimal use of our resources. From a defensive position, we are focusing on risk management areas such as information security and compliance. I hope to work with the CSO to create an aggressive corporate department. Rather than clinging to the role of CFO, I intend to take on the role of CXO by managing business independently. As a CXO, I hope to lead a wide range of business development to find solutions for all domains surrounding a society with a declining population. 

Valuing assertive communication

The most important thing when working is to have initiative. It is important to form clear opinions following deep consideration. At work, I aim to communicate with my colleagues by saying, “this is how I think about it, but what do you think?” Otherwise, thinking will come to a standstill. I emphasize assertive communication in which you state your opinion while respecting others. I also believe that it is highly important for employees working in the corporate division to “deepen their business comprehension.” There is a difference in the quality of output produced by those who only focus on their own problems and those who do not. In addition to a deep business comprehension, if you cannot think of how to best utilize the money that has been procured in financial terms, then you are simply a critic. I would like to contribute to the growth of the company by taking a stance of active engagement from the corporate division to the operational division.

I want to work with someone who continually takes on challenges

Before joining the company, I saw the “nextbeat pride” action guidelines on the nextbeat website, and I couldn’t help but think, “I like that” (laughs). I relate deeply to the vision, but I would also like to work each day with an awareness of these action guidelines. In particular, I like the idea of “rather than being critics, let’s continue to be practitioners that create value” within the “∞ sense of ownership.” It synchronizes with the importance of “taking initiative” when working on your own. I’m talking about people who take on problems as their own, or people who take on challenges and do everything they can to succeed. I want to work with people who do not mind getting their hands dirty to get to that point. People who exhibit “nextbeat pride” and can work with a consideration of expanding our business to resolve challenges facing society are the types of people I would like to join nextbeat.