Ryota Tanozaki

Three months after I joined Tavis, I faced COVID. And then I had to lead a restructuring. So in terms of organization, in terms of the contract with customers. At the same time, I had to build new mission, vision, and strategy at the moment. Our investors, especially SBK Gasol Bank Telecom Corporation, decided to make a local executive leadership, which is me. four years had passed.

Three months after I joined Tavis, I faced COVID. And then I had to lead a restructuring. So in terms of organization, in terms of the contract with customers. At the same time, I had to build new mission, vision, and strategy at the moment. Our investors, especially SBK Gasol Bank Telecom Corporation, decided to make a local executive leadership, which is me. four years had passed.

So I didn't expect I continued to work for Tavist for such a long time because COVID lasted for three years, right? So it was quite tough, but I always believed. So perseverance is quite important. For leaders to build a great company or make a significant impact, make a significant positive impact on a society, I miss it right now.

So I didn't expect I continued to work for Tavist for such a long time because COVID lasted for three years, right? So it was quite tough, but I always believed. So perseverance is quite important. For leaders to build a great company or make a significant impact, make a significant positive impact on a society, I miss it right now.

Yeah, with this quite challenging situation, what I did was mainly three things. The first one is I always feared Our mission and the vision was team members in terms of compensation. So we are not that great in comparison to Facebook, Google, Amazon, you name it, the global company. At the same time, we have to, so as a leader, continue to motivate them to work for a startup, so like Tavist.

Yeah, with this quite challenging situation, what I did was mainly three things. The first one is I always feared Our mission and the vision was team members in terms of compensation. So we are not that great in comparison to Facebook, Google, Amazon, you name it, the global company. At the same time, we have to, so as a leader, continue to motivate them to work for a startup, so like Tavist.

So in order for us to do that, we have to give them another reason about why they continue to work for a tapestry or continue to work for a startup. So one of the reasons is mission and vision. So our mission is to provide technology for small and medium-sized hotels and ryokan. to like that mission is quite fulfilling and it quite engaged with our people.

So in order for us to do that, we have to give them another reason about why they continue to work for a tapestry or continue to work for a startup. So one of the reasons is mission and vision. So our mission is to provide technology for small and medium-sized hotels and ryokan. to like that mission is quite fulfilling and it quite engaged with our people.

When our team members visit rural cities and then visit some of the local small hotels, they cannot integrate technology with their location. They see that kind of situation in reality. If we can provide technology with them, they can thrive with less people. They also have a difficulty of hiring people because that in Japan is facing the declining population, right?

When our team members visit rural cities and then visit some of the local small hotels, they cannot integrate technology with their location. They see that kind of situation in reality. If we can provide technology with them, they can thrive with less people. They also have a difficulty of hiring people because that in Japan is facing the declining population, right?

It's there is a huge issue of labor resources. So you paint the situation in a real life. They embrace that kind of mission into their heart and blood. They are motivated to work for Tavist.

It's there is a huge issue of labor resources. So you paint the situation in a real life. They embrace that kind of mission into their heart and blood. They are motivated to work for Tavist.

Secondly, the important thing is to provide a strategy, clear strategy.

Secondly, the important thing is to provide a strategy, clear strategy.

they also are quite smart so we have to let them understand why we can win why we can realize our mission so what kind of things are quite different against competitors so we have to find out true problems our clients face and we have to be focused on that kind of problem and then we have to provide a strategy share strategy with stakeholders of course including employees

they also are quite smart so we have to let them understand why we can win why we can realize our mission so what kind of things are quite different against competitors so we have to find out true problems our clients face and we have to be focused on that kind of problem and then we have to provide a strategy share strategy with stakeholders of course including employees

And the third thing is to lead by examples. One of the strategies is to acquire, of course, acquire many partners, partner hotels and ryokans. I quite often visit local cities to meet some of the potential clients, and then I myself grabbed several facilities through pitching to them why we are here and how we can help them thrive in a rural city.

And the third thing is to lead by examples. One of the strategies is to acquire, of course, acquire many partners, partner hotels and ryokans. I quite often visit local cities to meet some of the potential clients, and then I myself grabbed several facilities through pitching to them why we are here and how we can help them thrive in a rural city.

So then they gradually think, okay, Ryota did that. Why don't we do the same thing with this strategy? They could be convinced more. So mission, vision, and strategy and execution by leader are quite important for a startup to get their employees to be motivated.

So then they gradually think, okay, Ryota did that. Why don't we do the same thing with this strategy? They could be convinced more. So mission, vision, and strategy and execution by leader are quite important for a startup to get their employees to be motivated.

Yes, I'm teaching at a global university marketing and strategy. My customers, so my students, come from a variety of Japanese and very established corporations. My career vision is to realize potential of people. Leading by example is quite important, but you cannot do everything. You have to create a great team.

Yes, I'm teaching at a global university marketing and strategy. My customers, so my students, come from a variety of Japanese and very established corporations. My career vision is to realize potential of people. Leading by example is quite important, but you cannot do everything. You have to create a great team.

So training, educating, and nurturing them is also quite important, not just at Globist, but at Tavist. That's the reason why I teach not just at Globist at university, but also at Tavist as well.

So training, educating, and nurturing them is also quite important, not just at Globist, but at Tavist. That's the reason why I teach not just at Globist at university, but also at Tavist as well.

Yeah, yeah, two books that I want to encourage people to read, especially business people to read. So first book is from classic book, so Innovate, Innovate Limer written by Clay Lee Stanton. The reason why I chose this book is because it is quite transformative for me because even

Yeah, yeah, two books that I want to encourage people to read, especially business people to read. So first book is from classic book, so Innovate, Innovate Limer written by Clay Lee Stanton. The reason why I chose this book is because it is quite transformative for me because even

The products focused on small and medium-sized customers can win over the great products or great companies with large corporations. So that is quite counterintuitive, but that's happening. So that kind of concept still is distilled in the Tavist strategy. I believe we are now focused on providing our technology to small and medium-sized hotels and ryokans.

The products focused on small and medium-sized customers can win over the great products or great companies with large corporations. So that is quite counterintuitive, but that's happening. So that kind of concept still is distilled in the Tavist strategy. I believe we are now focused on providing our technology to small and medium-sized hotels and ryokans.

But eventually, our products will permeate not just a small and medium-sized company, but also large corporations. So that kind of paradigm shift has already started. The other book is the recent book, but I learned a lot because it is first time for me to build a company and run a startup at Carbist. But I learned a lot of things from this book. So Hike was Handbook, written by Elad Gil.

But eventually, our products will permeate not just a small and medium-sized company, but also large corporations. So that kind of paradigm shift has already started. The other book is the recent book, but I learned a lot because it is first time for me to build a company and run a startup at Carbist. But I learned a lot of things from this book. So Hike was Handbook, written by Elad Gil.

He is quite a famous investor in Silicon Valley. how to run a startup, how to operate a startup, how to build a corporation. So I learned a lot from this book. So especially one of the things that I exactly did based on this book was to write down the note about how to read Realtor. So I just write down everything about me and share that kind of note with my employees at Tadist.

He is quite a famous investor in Silicon Valley. how to run a startup, how to operate a startup, how to build a corporation. So I learned a lot from this book. So especially one of the things that I exactly did based on this book was to write down the note about how to read Realtor. So I just write down everything about me and share that kind of note with my employees at Tadist.

So they can learn, okay, who is Ryota? What kind of strengths he has? What kind of weakness he has?

So they can learn, okay, who is Ryota? What kind of strengths he has? What kind of weakness he has?

Thank you, Liz. I quite enjoyed it. Thank you for having me.

Thank you, Liz. I quite enjoyed it. Thank you for having me.

I want to share my career. And after that, maybe you'll ask some of the details for transition timing. Yeah, first, after college, I joined Tantori, a beer and whiskey manufacturer, sales and marketing, especially. After a five-year journey at Tantori, I decided to move toward Malagren Consulting Farm because I wanted to cultivate not just

I want to share my career. And after that, maybe you'll ask some of the details for transition timing. Yeah, first, after college, I joined Tantori, a beer and whiskey manufacturer, sales and marketing, especially. After a five-year journey at Tantori, I decided to move toward Malagren Consulting Farm because I wanted to cultivate not just

sales and marketing capability, but also strategy building capability and also executing it. After that, I joined several management consulting firms and spent around 12 years. After that, I decided to pursue executive MBA in Singapore at the Chicago Booth. After coming back from Singapore to Japan, I got an opportunity to manage e-commerce business under a BTO company called Transcosmos.

sales and marketing capability, but also strategy building capability and also executing it. After that, I joined several management consulting firms and spent around 12 years. After that, I decided to pursue executive MBA in Singapore at the Chicago Booth. After coming back from Singapore to Japan, I got an opportunity to manage e-commerce business under a BTO company called Transcosmos.

After working for Transcosmos for 10 months, At that moment, Facebook reached out to me, why don't you become a head of the client solution manager at Facebook Japan? So that position is like playing a role of the CEO at Facebook Japan. So collaborating with a country manager to develop strategy and then execute strategy. So that kind of role. And then I spent four years at Japan.

After working for Transcosmos for 10 months, At that moment, Facebook reached out to me, why don't you become a head of the client solution manager at Facebook Japan? So that position is like playing a role of the CEO at Facebook Japan. So collaborating with a country manager to develop strategy and then execute strategy. So that kind of role. And then I spent four years at Japan.

I transitioned from Facebook to Oyo Hotels. And then I changed the name from Oyo Japan to Tavist. So I have been here for four years at Tavist. So that's my career.

I transitioned from Facebook to Oyo Hotels. And then I changed the name from Oyo Japan to Tavist. So I have been here for four years at Tavist. So that's my career.

One of the memorable projects that I experienced was at Frontier Management Inc., a Tamnara consulting firm. That project, I played a role of COO, department store, located in the very rural area in Japan. Because of declining population in the rural city, They were struggling to increase revenue because they wanted to turn around their business.

One of the memorable projects that I experienced was at Frontier Management Inc., a Tamnara consulting firm. That project, I played a role of COO, department store, located in the very rural area in Japan. Because of declining population in the rural city, They were struggling to increase revenue because they wanted to turn around their business.

They invested a lot of money and then lent a lot of money from banks to build new shopping malls. next to their existing department store. Frontier management was hired by biggest bank, biggest lender to the company to turn around the company. That project was quite challenging. However, it was quite fulfilling because it was the first moment

They invested a lot of money and then lent a lot of money from banks to build new shopping malls. next to their existing department store. Frontier management was hired by biggest bank, biggest lender to the company to turn around the company. That project was quite challenging. However, it was quite fulfilling because it was the first moment

where I not just build a strategy, but also execute a strategy with employees of that company. So at some moment I learned, so building strategy is totally different. executing strategy. So in order for us to execute strategy as a manager, as a leader, you have to always consider people because unless people are engaged with strategy and motivated to execute strategy, company cannot move forward.

where I not just build a strategy, but also execute a strategy with employees of that company. So at some moment I learned, so building strategy is totally different. executing strategy. So in order for us to execute strategy as a manager, as a leader, you have to always consider people because unless people are engaged with strategy and motivated to execute strategy, company cannot move forward.

Frankly speaking, exactly at the moment when I was engaged with that project at the frontier management and at the department store, I felt concerned that, oh, my career could last in a rural city and my entire career ends. So that was my concern at the moment. I started thinking, why don't I leverage what I experienced so far globally. Gradually thinking, I want to challenge more.

Frankly speaking, exactly at the moment when I was engaged with that project at the frontier management and at the department store, I felt concerned that, oh, my career could last in a rural city and my entire career ends. So that was my concern at the moment. I started thinking, why don't I leverage what I experienced so far globally. Gradually thinking, I want to challenge more.

I want to challenge not just in domestic cities in Japan, but also globally. And then I consulted with my boss, the president of frontier management about the opportunity to work globally. At some moment, my boss was considering to develop the office in Singapore. They provided me with the opportunity to start developing the global office in Singapore.

I want to challenge not just in domestic cities in Japan, but also globally. And then I consulted with my boss, the president of frontier management about the opportunity to work globally. At some moment, my boss was considering to develop the office in Singapore. They provided me with the opportunity to start developing the global office in Singapore.

Of course, I grabbed that kind of opportunity. But at the same time, I wanted to pursue MBA concurrently because I wanted to up the corporate ladder, and I wanted to acquire a business network outside Japan.

Of course, I grabbed that kind of opportunity. But at the same time, I wanted to pursue MBA concurrently because I wanted to up the corporate ladder, and I wanted to acquire a business network outside Japan.

Yes. At Frontier Management, I realized that I was quite excited about building teams and building business. Not just building the great strategy and letting clients execute it. So that was my transition moment. It was quite natural for me to transit from consulting world to a consulting world.

Yes. At Frontier Management, I realized that I was quite excited about building teams and building business. Not just building the great strategy and letting clients execute it. So that was my transition moment. It was quite natural for me to transit from consulting world to a consulting world.

At that moment, social digital marketing was quite important for corporations to accelerate their growth. And also e-commerce platform was prevalent like Shopify and others. I just considered, okay, I have to embed more technical skills and digital experiences. through my career. So I chose Brand Cosmos and then Facebook. So that's my intention at the moment.

At that moment, social digital marketing was quite important for corporations to accelerate their growth. And also e-commerce platform was prevalent like Shopify and others. I just considered, okay, I have to embed more technical skills and digital experiences. through my career. So I chose Brand Cosmos and then Facebook. So that's my intention at the moment.

But at France Cosmox, so it was not strategic, right? Because it was only for 10 months. And unfortunately, I decided to tour the face of the big horse. In reality, before joining France Cosmox, I thought my role could be to build a new e-commerce company in Japan. But the reality was that I wanted to manage a pot of companies or e-commerce companies located in Southeast Asia.

But at France Cosmox, so it was not strategic, right? Because it was only for 10 months. And unfortunately, I decided to tour the face of the big horse. In reality, before joining France Cosmox, I thought my role could be to build a new e-commerce company in Japan. But the reality was that I wanted to manage a pot of companies or e-commerce companies located in Southeast Asia.

Because Transcosmos bought a variety of e-commerce companies located in Southeast Asia. So they were struggling and then decide to divest some of them. So that was totally different from my expectation. So I just started looking for another opportunity. So that was not my intention, but maybe it was strategy, but it was unfortunate for both of me as well as PressCosmos.

Because Transcosmos bought a variety of e-commerce companies located in Southeast Asia. So they were struggling and then decide to divest some of them. So that was totally different from my expectation. So I just started looking for another opportunity. So that was not my intention, but maybe it was strategy, but it was unfortunate for both of me as well as PressCosmos.

Yeah, that's a great question. Perseverance is quite important. At Transcosmos, what I expected was totally different. I pursued a different journey just after 10 months of work at Transcosmos. But I always think if you want to build something great, or if you want to make a great thing, perseverance is quite important.

Yeah, that's a great question. Perseverance is quite important. At Transcosmos, what I expected was totally different. I pursued a different journey just after 10 months of work at Transcosmos. But I always think if you want to build something great, or if you want to make a great thing, perseverance is quite important.

Three months after I joined Tavis, I faced COVID. And then I had to lead a restructuring. So in terms of organization, in terms of the contract with customers. At the same time, I had to build new mission, vision, and strategy at the moment. Our investors, especially SBK Gasol Bank Telecom Corporation, decided to make a local executive leadership, which is me.

Three months after I joined Tavis, I faced COVID. And then I had to lead a restructuring. So in terms of organization, in terms of the contract with customers. At the same time, I had to build new mission, vision, and strategy at the moment. Our investors, especially SBK Gasol Bank Telecom Corporation, decided to make a local executive leadership, which is me.

four years had passed, so I didn't expect I continued to work for Tavist for such a long time because COVID lasted for three years, right? So it was quite tough, but I always believed, so perseverance is quite important. For leaders to build a great company or make a significant impact, make a significant and positive impact on a society, I'm a CEO right now.

four years had passed, so I didn't expect I continued to work for Tavist for such a long time because COVID lasted for three years, right? So it was quite tough, but I always believed, so perseverance is quite important. For leaders to build a great company or make a significant impact, make a significant and positive impact on a society, I'm a CEO right now.

Yeah, with this quite a challenging situation, what I did was mainly three things. The first one is I always feared Our mission and the vision was team members in terms of compensation. So we are not that great in comparison to Facebook, Google, Amazon, you name it, the global company. At the same time, we have to, so as a leader, continue to motivate them to work for a startup, so like Tavist.

Yeah, with this quite a challenging situation, what I did was mainly three things. The first one is I always feared Our mission and the vision was team members in terms of compensation. So we are not that great in comparison to Facebook, Google, Amazon, you name it, the global company. At the same time, we have to, so as a leader, continue to motivate them to work for a startup, so like Tavist.

So in order for us to do that, we have to give them another reason about why they continue to work for a tapestry or continue to work for a startup. So one of the reasons is mission and vision. So our mission is to provide technology for small and medium-sized hotels and ryokan. to Slack, that mission is quite fulfilling and quite engaged with our people.

So in order for us to do that, we have to give them another reason about why they continue to work for a tapestry or continue to work for a startup. So one of the reasons is mission and vision. So our mission is to provide technology for small and medium-sized hotels and ryokan. to Slack, that mission is quite fulfilling and quite engaged with our people.

When our team members visit rural cities and visit some of the local hotels, they cannot integrate technology with their location. They see that kind of situation in reality. If we can provide technology with them, they can thrive with less people. They also have a difficulty of hiring people because that in Japan is facing the declining population, right?

When our team members visit rural cities and visit some of the local hotels, they cannot integrate technology with their location. They see that kind of situation in reality. If we can provide technology with them, they can thrive with less people. They also have a difficulty of hiring people because that in Japan is facing the declining population, right?

It's there is a huge issue of labor resources. They paint the situation in a real life. They embrace that kind of mission into their heart and blood. They are motivated to work for Tavis.

It's there is a huge issue of labor resources. They paint the situation in a real life. They embrace that kind of mission into their heart and blood. They are motivated to work for Tavis.

Secondly, the important thing is to provide a strategy, clear strategy. They also are quite smart. So we have to let them understand why we can win, why we can realize our mission. So what kind of things are quite different against the competitors? So we have to find out true problems our clients face, and we have to be focused on that kind of problem.

Secondly, the important thing is to provide a strategy, clear strategy. They also are quite smart. So we have to let them understand why we can win, why we can realize our mission. So what kind of things are quite different against the competitors? So we have to find out true problems our clients face, and we have to be focused on that kind of problem.

And then we have to provide a strategy, share strategy with stakeholders, of course, including employees.

And then we have to provide a strategy, share strategy with stakeholders, of course, including employees.

And the third thing is lead by examples. One of the strategies is to acquire, of course, acquire many partners, partner hotels and real accounts. I quite often visit local cities to meet some of the potential clients and then I myself grabbed several facilities through pitching to them why we are here and how we can help them thrive in a rural city.

And the third thing is lead by examples. One of the strategies is to acquire, of course, acquire many partners, partner hotels and real accounts. I quite often visit local cities to meet some of the potential clients and then I myself grabbed several facilities through pitching to them why we are here and how we can help them thrive in a rural city.

So then they gradually think, okay, Ryota did that. Why don't we do the same thing with this strategy? They could be convinced more. So mission, vision, and strategy and execution by leader are quite important for a startup to get their employees to be motivated.

So then they gradually think, okay, Ryota did that. Why don't we do the same thing with this strategy? They could be convinced more. So mission, vision, and strategy and execution by leader are quite important for a startup to get their employees to be motivated.

Yes, I'm teaching at a global university, marketing and strategy. My customers, so my students, come from a variety of Japanese and very established corporations. My career vision is to realize potential of people. Leading by example is quite important, but you cannot do everything. You have to create a great team.

Yes, I'm teaching at a global university, marketing and strategy. My customers, so my students, come from a variety of Japanese and very established corporations. My career vision is to realize potential of people. Leading by example is quite important, but you cannot do everything. You have to create a great team.

So training, educating, and nurturing them is also quite important, not just at Globist, but at Tavist. That's the reason why I teach not just at Globist at university, but also at Tavist as well.

So training, educating, and nurturing them is also quite important, not just at Globist, but at Tavist. That's the reason why I teach not just at Globist at university, but also at Tavist as well.

Yeah, yeah, two books that I want to encourage people to read, especially these people to read. So first book is from classic book. So Innovate, Innovate Eleanor written by Clay Lee Stanton. The reason why I chose this book is because it is quite transformative for me because even

Yeah, yeah, two books that I want to encourage people to read, especially these people to read. So first book is from classic book. So Innovate, Innovate Eleanor written by Clay Lee Stanton. The reason why I chose this book is because it is quite transformative for me because even

The products focused on small and medium-sized customers can win over the great products or great companies with large corporations. So that is quite counterintuitive, but that's happening. So that kind of concept still is distilled in the Tavist strategy. I believe we are now... focused on providing our technology to small and medium-sized hotels and ryokans.

The products focused on small and medium-sized customers can win over the great products or great companies with large corporations. So that is quite counterintuitive, but that's happening. So that kind of concept still is distilled in the Tavist strategy. I believe we are now... focused on providing our technology to small and medium-sized hotels and ryokans.

But eventually, our products will permeate not just small and medium-sized companies, but also large corporations. So that kind of paradigm shift has already started. The other book is the recent book, but I learned a lot because it's first time for me to build a company and run a startup at Carbist. But I learned a lot of things from this book. So Hike was Handbook, written by Elad Gil.

But eventually, our products will permeate not just small and medium-sized companies, but also large corporations. So that kind of paradigm shift has already started. The other book is the recent book, but I learned a lot because it's first time for me to build a company and run a startup at Carbist. But I learned a lot of things from this book. So Hike was Handbook, written by Elad Gil.

He is quite a famous investor in Silicon Valley. And he discussed with several entrepreneurs and executives about how to run a startup, how to operate a startup, how to build a corporation. So I learned a lot from this book. So especially one of the things that I exactly did based on this book was to write down the note about how to read Realtor.

He is quite a famous investor in Silicon Valley. And he discussed with several entrepreneurs and executives about how to run a startup, how to operate a startup, how to build a corporation. So I learned a lot from this book. So especially one of the things that I exactly did based on this book was to write down the note about how to read Realtor.

First, I just write down everything about me and share that kind of knowledge with my employees at Tavist. So they can learn, okay, who is Ryota? What kind of strengths he has? What kind of weakness he has?

First, I just write down everything about me and share that kind of knowledge with my employees at Tavist. So they can learn, okay, who is Ryota? What kind of strengths he has? What kind of weakness he has?

I want to share my career, and after that, maybe you'll ask some of the details for transition timing. Yeah, first, after college, I joined Tantori, a beer and whiskey manufacturer, sales and marketing, especially. After a five-year journey at Tantori, I decided to move toward Malibu Consulting Farm because I wanted to cultivate not just

I want to share my career, and after that, maybe you'll ask some of the details for transition timing. Yeah, first, after college, I joined Tantori, a beer and whiskey manufacturer, sales and marketing, especially. After a five-year journey at Tantori, I decided to move toward Malibu Consulting Farm because I wanted to cultivate not just

Thank you, Liz. I quite enjoyed it. Thank you for having me.

Thank you, Liz. I quite enjoyed it. Thank you for having me.

sales and marketing capability, but also strategy building capability and also executing this. After that, I joined several management consulting firms and spent around 12 years. After that, I decided to pursue executive MBA in Singapore at the Chicago Booth. After coming back from Singapore to Japan, I got an opportunity to manage e-commerce business under BTO company called Transcosmos.

sales and marketing capability, but also strategy building capability and also executing this. After that, I joined several management consulting firms and spent around 12 years. After that, I decided to pursue executive MBA in Singapore at the Chicago Booth. After coming back from Singapore to Japan, I got an opportunity to manage e-commerce business under BTO company called Transcosmos.

After working for Transcosmos for 10 months, At that moment, Facebook reached out to me, why don't you become a head of the client solution manager at Facebook Japan? So that position is like playing a role of the CEO at Facebook Japan. So collaborating with a country manager to develop strategy and then execute strategy. So that kind of role. And then I spent four years at Japan.

After working for Transcosmos for 10 months, At that moment, Facebook reached out to me, why don't you become a head of the client solution manager at Facebook Japan? So that position is like playing a role of the CEO at Facebook Japan. So collaborating with a country manager to develop strategy and then execute strategy. So that kind of role. And then I spent four years at Japan.

I transitioned from SpaceX to Oyo Hotels. And then I changed the name from Oyo Japan to Tavist. So I have been here for four years at Tavist. So that's my career.

I transitioned from SpaceX to Oyo Hotels. And then I changed the name from Oyo Japan to Tavist. So I have been here for four years at Tavist. So that's my career.

One of the memorable projects that I experienced was at the Frontier Management. Inc., a Tamnara Consulting firm. That project, I played a role of COO, department store, located in a very rural area in Japan. Because of declining population in a rural city, they were struggling to increase revenue.

One of the memorable projects that I experienced was at the Frontier Management. Inc., a Tamnara Consulting firm. That project, I played a role of COO, department store, located in a very rural area in Japan. Because of declining population in a rural city, they were struggling to increase revenue.

Because they wanted to turn around their business, they invested a lot of money and then lend a lot of money from banks to build new shopping mall next to their existing department store. Frontier management was hired by biggest bank, biggest lender to the company to turn around the company. That project was quite challenging.

Because they wanted to turn around their business, they invested a lot of money and then lend a lot of money from banks to build new shopping mall next to their existing department store. Frontier management was hired by biggest bank, biggest lender to the company to turn around the company. That project was quite challenging.

However, it was quite fulfilling because it was the first moment where I not just built a strategy, but also execute a strategy with employees of that company. So at that moment, I learned. So building strategy is totally different. Executing strategy.

However, it was quite fulfilling because it was the first moment where I not just built a strategy, but also execute a strategy with employees of that company. So at that moment, I learned. So building strategy is totally different. Executing strategy.

So in order for us to execute strategy as a manager, as a leader, you have to always consider people because unless people are engaged with strategy and motivated to execute strategy, company cannot move forward.

So in order for us to execute strategy as a manager, as a leader, you have to always consider people because unless people are engaged with strategy and motivated to execute strategy, company cannot move forward.

Frankly speaking, exactly at the moment when I was engaged with that project at the frontier management and at the department store, I felt concerned that, oh, my career could last in a rural city and my entire career ends. So that was my concern at the moment. I started thinking, why don't I leverage what I experienced so far globally. Gradually thinking, I want to challenge more.

Frankly speaking, exactly at the moment when I was engaged with that project at the frontier management and at the department store, I felt concerned that, oh, my career could last in a rural city and my entire career ends. So that was my concern at the moment. I started thinking, why don't I leverage what I experienced so far globally. Gradually thinking, I want to challenge more.

I want to challenge not just in domestic cities in Japan, but also globally. And then I consulted with my boss, the president of frontier management about the opportunity to work globally. At some moment, my boss was considering to develop the office in Singapore. They provided me with the opportunity to start developing the global office in Singapore. Of course, I loved that kind of opportunity.

I want to challenge not just in domestic cities in Japan, but also globally. And then I consulted with my boss, the president of frontier management about the opportunity to work globally. At some moment, my boss was considering to develop the office in Singapore. They provided me with the opportunity to start developing the global office in Singapore. Of course, I loved that kind of opportunity.

At the same time, I wanted to pursue MBA concurrently because I wanted to up the corporate ladder, and I wanted to acquire a business network outside Japan.

At the same time, I wanted to pursue MBA concurrently because I wanted to up the corporate ladder, and I wanted to acquire a business network outside Japan.

Yes. At Frontier Management, I realized that I was quite excited about building team and building business, not just building the great strategy and letting clients execute it. So that was my transition moment. It was quite natural for me to transit from consulting world to a consulting world.

Yes. At Frontier Management, I realized that I was quite excited about building team and building business, not just building the great strategy and letting clients execute it. So that was my transition moment. It was quite natural for me to transit from consulting world to a consulting world.

At that moment, social digital marketing was quite important for corporations to accelerate their growth. And also e-commerce platform was prevalent like Shopify and others. I just considered, okay, I have to embed more technical skills and digital experiences. through my career. So I chose Brand Cosmos and then Facebook. So that's my intention at the moment.

At that moment, social digital marketing was quite important for corporations to accelerate their growth. And also e-commerce platform was prevalent like Shopify and others. I just considered, okay, I have to embed more technical skills and digital experiences. through my career. So I chose Brand Cosmos and then Facebook. So that's my intention at the moment.

But at France Cosmos, so it was not strategic, right? Because it was only for 10 months. And unfortunately I decided to leave toward facing the big wars. In reality, before joining France Cosmos, I thought my role could be to build a new e-commerce company in Japan, but reality was that I wanted to manage

But at France Cosmos, so it was not strategic, right? Because it was only for 10 months. And unfortunately I decided to leave toward facing the big wars. In reality, before joining France Cosmos, I thought my role could be to build a new e-commerce company in Japan, but reality was that I wanted to manage

A port of companies or e-commerce companies are located in Southeast Asia because Transcosmos board a variety of e-commerce companies located in Southeast Asia. So they were struggling and then decide to divest some of them. So that was totally different from my expectation. So I just started looking for another opportunity.

A port of companies or e-commerce companies are located in Southeast Asia because Transcosmos board a variety of e-commerce companies located in Southeast Asia. So they were struggling and then decide to divest some of them. So that was totally different from my expectation. So I just started looking for another opportunity.

So that was not my intention, but maybe it was strategic, but it was unfortunate for both of me, as well as Press Cosmos.

So that was not my intention, but maybe it was strategic, but it was unfortunate for both of me, as well as Press Cosmos.

Yeah, great question. Perseverance is quite important. At Transcosmos, what I expected was totally different. I pursued a different journey just after 10 months of work at Transcosmos. But I always think if you want to build something great, or if you want to make a great thing, perseverance is quite important.

Yeah, great question. Perseverance is quite important. At Transcosmos, what I expected was totally different. I pursued a different journey just after 10 months of work at Transcosmos. But I always think if you want to build something great, or if you want to make a great thing, perseverance is quite important.

Three months after I joined Tavis, I faced COVID. And then I had to lead a restructuring. So in terms of organization, in terms of the contract with customers. At the same time, I had to build new mission, vision, and strategy at the moment. Our investors, especially SBK Gasol Bank Telecom Corporation, decided to make a local executive leadership, which is me. four years had passed.

Three months after I joined Tavis, I faced COVID. And then I had to lead a restructuring. So in terms of organization, in terms of the contract with customers. At the same time, I had to build new mission, vision, and strategy at the moment. Our investors, especially SBK Gasol Bank Telecom Corporation, decided to make a local executive leadership, which is me. four years had passed.

So I didn't expect I continued to work for Tavist for such a long time because COVID lasted for three years, right? So it was quite tough, but I always believed. So perseverance is quite important. For leaders to build a great company or make a significant impact, make a significant positive impact on a society, I'm here right now.

So I didn't expect I continued to work for Tavist for such a long time because COVID lasted for three years, right? So it was quite tough, but I always believed. So perseverance is quite important. For leaders to build a great company or make a significant impact, make a significant positive impact on a society, I'm here right now.

Yeah, with this quite challenging situation, what I did was mainly three things. The first one is I always feared Our mission and the vision was team members in terms of compensation. So we are not that great in comparison to Facebook, Google, Amazon, you name it, the global company. At the same time, we have to, so as a leader, continue to motivate them to work for a startup, so like Tavist.

Yeah, with this quite challenging situation, what I did was mainly three things. The first one is I always feared Our mission and the vision was team members in terms of compensation. So we are not that great in comparison to Facebook, Google, Amazon, you name it, the global company. At the same time, we have to, so as a leader, continue to motivate them to work for a startup, so like Tavist.

So in order for us to do that, we have to give them another reason about why they continue to work for a tapestry or continue to work for a startup. So one of the reasons is mission and vision. So our mission is to provide technology for small and medium-sized hotels and ryokan. to like that mission is quite fulfilling and it quite engaged with our people.

So in order for us to do that, we have to give them another reason about why they continue to work for a tapestry or continue to work for a startup. So one of the reasons is mission and vision. So our mission is to provide technology for small and medium-sized hotels and ryokan. to like that mission is quite fulfilling and it quite engaged with our people.

When our team members visit rural cities and then visit some of the local small hotels, they cannot integrate technology with their location. They see that kind of situation in reality. If we can provide technology with them, they can thrive with less people. They also have a difficulty of hiring people because that in Japan is facing the declining population, right?

When our team members visit rural cities and then visit some of the local small hotels, they cannot integrate technology with their location. They see that kind of situation in reality. If we can provide technology with them, they can thrive with less people. They also have a difficulty of hiring people because that in Japan is facing the declining population, right?

It's there is a huge issue of labor resources. So you paint the situation in a real life. They embrace that kind of mission into their heart and blood. They are motivated to work for Tavist.

It's there is a huge issue of labor resources. So you paint the situation in a real life. They embrace that kind of mission into their heart and blood. They are motivated to work for Tavist.

Secondly, the important thing is to provide a strategy, clear strategy.

Secondly, the important thing is to provide a strategy, clear strategy.

they also are quite smart so we have to let them understand why we can win why we can realize our mission so what kind of things are quite different against competitors so we have to find out true problems our clients face and we have to be focused on that kind of problem and then we have to provide a strategy share strategy with stakeholders of course including employees

they also are quite smart so we have to let them understand why we can win why we can realize our mission so what kind of things are quite different against competitors so we have to find out true problems our clients face and we have to be focused on that kind of problem and then we have to provide a strategy share strategy with stakeholders of course including employees

And the third thing is to lead by example. One of the strategies is to acquire, of course, acquire many partners, partner hotels and ryokans. I quite often visit local cities to meet some of the potential clients, and then I myself grabbed several facilities through pitching to them why we are here and how we can help them thrive in a rural city. So then they gradually think, okay, Ryota did that.

And the third thing is to lead by example. One of the strategies is to acquire, of course, acquire many partners, partner hotels and ryokans. I quite often visit local cities to meet some of the potential clients, and then I myself grabbed several facilities through pitching to them why we are here and how we can help them thrive in a rural city. So then they gradually think, okay, Ryota did that.

Why don't we do the same thing with this strategy? They could be convinced more. So mission, vision, and strategy and execution by leader are quite important for a startup to get their employees to be motivated.

Why don't we do the same thing with this strategy? They could be convinced more. So mission, vision, and strategy and execution by leader are quite important for a startup to get their employees to be motivated.

Yes, I'm teaching at a global university marketing and strategy. My customers, so my students, come from a variety of Japanese and very established corporations. My career vision is to realize potential of people. Leading by example is quite important, but you cannot do everything. You have to create a great team.

Yes, I'm teaching at a global university marketing and strategy. My customers, so my students, come from a variety of Japanese and very established corporations. My career vision is to realize potential of people. Leading by example is quite important, but you cannot do everything. You have to create a great team.

So training, educating, and nurturing them is also quite important, not just at Globist, but at Tavist. That's the reason why I teach not just at Globist at university, but also at Tavist as well.

So training, educating, and nurturing them is also quite important, not just at Globist, but at Tavist. That's the reason why I teach not just at Globist at university, but also at Tavist as well.

Yeah, yeah, two books that I want to encourage people to read, especially business people to read. So first book is from classic book, so Innovate, Innovate Limer written by Clay Lee Stanton. The reason why I chose this book is because it is quite transformative for me because even

Yeah, yeah, two books that I want to encourage people to read, especially business people to read. So first book is from classic book, so Innovate, Innovate Limer written by Clay Lee Stanton. The reason why I chose this book is because it is quite transformative for me because even

The products focused on small and medium-sized customers can win over the great products or great companies with large corporations. So that is quite counterintuitive, but that's happening. So that kind of concept still is distilled in the Tavist strategy. I believe we are now focused on providing our technology to small and medium-sized hotels and ryokans.

The products focused on small and medium-sized customers can win over the great products or great companies with large corporations. So that is quite counterintuitive, but that's happening. So that kind of concept still is distilled in the Tavist strategy. I believe we are now focused on providing our technology to small and medium-sized hotels and ryokans.

But eventually, our products will permeate not just a small and medium-sized company, but also large corporations. So that kind of paradigm shift has already started. The other book is the recent book, but I learned a lot because it is first time for me to build a company and run a startup at Carbist. But I learned a lot of things from this book. So Hike was Handbook, written by Elad Gil.

But eventually, our products will permeate not just a small and medium-sized company, but also large corporations. So that kind of paradigm shift has already started. The other book is the recent book, but I learned a lot because it is first time for me to build a company and run a startup at Carbist. But I learned a lot of things from this book. So Hike was Handbook, written by Elad Gil.

He is quite a famous investor in Silicon Valley. And he discussed with several entrepreneurs and executives about how to how to run a startup, how to operate a startup, how to build a corporation. So I learned a lot from this book. So especially one of the things that I exactly did based on this book was to write down the note about how to read Realtor.

He is quite a famous investor in Silicon Valley. And he discussed with several entrepreneurs and executives about how to how to run a startup, how to operate a startup, how to build a corporation. So I learned a lot from this book. So especially one of the things that I exactly did based on this book was to write down the note about how to read Realtor.

So I just write down everything about me and share that kind of note with my employees at Tadist. So they can learn, okay, who is Ryota? What kind of strengths he has? What kind of weakness he has?

So I just write down everything about me and share that kind of note with my employees at Tadist. So they can learn, okay, who is Ryota? What kind of strengths he has? What kind of weakness he has?

Thank you, Liz. I quite enjoyed it. Thank you for having me.

Thank you, Liz. I quite enjoyed it. Thank you for having me.

I want to share my career. And after that, maybe you'll ask some of the details for transition timing. Yeah, first, after college, I joined Tantori, a beer and whiskey manufacturer, sales and marketing, especially. After a five-year journey at Tantori, I decided to move toward Malagren Consulting Farm because I wanted to cultivate not just

I want to share my career. And after that, maybe you'll ask some of the details for transition timing. Yeah, first, after college, I joined Tantori, a beer and whiskey manufacturer, sales and marketing, especially. After a five-year journey at Tantori, I decided to move toward Malagren Consulting Farm because I wanted to cultivate not just

sales and marketing capability, but also strategy building capability and also executing it. After that, I joined several management consulting firms and spent around 12 years. After that, I decided to pursue executive MBA in Singapore at the Chicago Booth. After coming back from Singapore to Japan, I got an opportunity to manage e-commerce business under a BTO company called Transcosmos.

sales and marketing capability, but also strategy building capability and also executing it. After that, I joined several management consulting firms and spent around 12 years. After that, I decided to pursue executive MBA in Singapore at the Chicago Booth. After coming back from Singapore to Japan, I got an opportunity to manage e-commerce business under a BTO company called Transcosmos.

After working for Transcosmos for 10 months, At that moment, Facebook reached out to me, why don't you become a head of the client solution manager at Facebook Japan? So that position is like playing a role of the CEO at Facebook Japan. So collaborating with a country manager to develop strategy and then execute strategy. So that kind of role. And then I spent four years at Japan.

After working for Transcosmos for 10 months, At that moment, Facebook reached out to me, why don't you become a head of the client solution manager at Facebook Japan? So that position is like playing a role of the CEO at Facebook Japan. So collaborating with a country manager to develop strategy and then execute strategy. So that kind of role. And then I spent four years at Japan.

I transitioned from Facebook to Oyo Hotels. And then I changed the name from Oyo Japan to Tavist. So I have been here for four years at Tavist. So that's my career.

I transitioned from Facebook to Oyo Hotels. And then I changed the name from Oyo Japan to Tavist. So I have been here for four years at Tavist. So that's my career.

One of the memorable projects that I experienced was at Frontier Management Inc, a Tamnara consulting firm. That project, I played a role of COO, department store, located in the very rural area in Japan. Because of declining population in the rural city, They were struggling to increase revenue because they wanted to turn around their business.

One of the memorable projects that I experienced was at Frontier Management Inc, a Tamnara consulting firm. That project, I played a role of COO, department store, located in the very rural area in Japan. Because of declining population in the rural city, They were struggling to increase revenue because they wanted to turn around their business.

They invested a lot of money and then lent a lot of money from banks to build new shopping malls. next to their existing department store. Frontier management was hired by biggest bank, biggest lender to the company to turn around the company. That project was quite challenging. However, it was quite fulfilling because it was the first moment

They invested a lot of money and then lent a lot of money from banks to build new shopping malls. next to their existing department store. Frontier management was hired by biggest bank, biggest lender to the company to turn around the company. That project was quite challenging. However, it was quite fulfilling because it was the first moment

where I not just build a strategy, but also execute a strategy with employees of that company. So at some moment I learned, so building strategy is totally different. executing strategy. So in order for us to execute strategy as a manager, as a leader, you have to always consider people because unless people are engaged with strategy and motivated to execute strategy, company cannot move forward.

where I not just build a strategy, but also execute a strategy with employees of that company. So at some moment I learned, so building strategy is totally different. executing strategy. So in order for us to execute strategy as a manager, as a leader, you have to always consider people because unless people are engaged with strategy and motivated to execute strategy, company cannot move forward.

Frankly speaking, exactly at the moment when I was engaged with that project at the frontier management and at the department store, I felt concerned that, oh, my career could last in a rural city and my entire career ends. So that was my concern at the moment. I started thinking, why don't I leverage what I experienced so far globally. Gradually thinking, I want to challenge more.

Frankly speaking, exactly at the moment when I was engaged with that project at the frontier management and at the department store, I felt concerned that, oh, my career could last in a rural city and my entire career ends. So that was my concern at the moment. I started thinking, why don't I leverage what I experienced so far globally. Gradually thinking, I want to challenge more.

I want to challenge not just in domestic cities in Japan, but also globally. And then I consulted with my boss, the president of frontier management about the opportunity to work globally. At some moment, my boss was considering to develop the office in Singapore. They provided me with the opportunity to start developing the global office in Singapore.

I want to challenge not just in domestic cities in Japan, but also globally. And then I consulted with my boss, the president of frontier management about the opportunity to work globally. At some moment, my boss was considering to develop the office in Singapore. They provided me with the opportunity to start developing the global office in Singapore.

Of course, I grabbed that kind of opportunity. But at the same time, I wanted to pursue MBA concurrently because I wanted to up the corporate ladder, and I wanted to acquire a business network outside Japan.

Of course, I grabbed that kind of opportunity. But at the same time, I wanted to pursue MBA concurrently because I wanted to up the corporate ladder, and I wanted to acquire a business network outside Japan.

Yes. At Frontier Management, I realized that I was quite excited about building teams and building business. Not just building the great strategy and letting clients execute it. So that was my transition moment. It was quite natural for me to transit from consulting world to a consulting world.

Yes. At Frontier Management, I realized that I was quite excited about building teams and building business. Not just building the great strategy and letting clients execute it. So that was my transition moment. It was quite natural for me to transit from consulting world to a consulting world.

At that moment, social digital marketing was quite important for corporations to accelerate their growth. And also e-commerce platform was prevalent like Shopify and others. I just considered, okay, I have to embed more technical skills and digital experiences. through my career. So I chose Brand Cosmos and then Facebook. So that's my intention at the moment.

At that moment, social digital marketing was quite important for corporations to accelerate their growth. And also e-commerce platform was prevalent like Shopify and others. I just considered, okay, I have to embed more technical skills and digital experiences. through my career. So I chose Brand Cosmos and then Facebook. So that's my intention at the moment.

But at France Cosmox, so it was not strategic, right? Because it was only for 10 months. And unfortunately, I decided to tour the face of the big horse. In reality, before joining France Cosmox, I thought my role could be to build a new e-commerce company in Japan. But the reality was that I wanted to manage a pot of companies or e-commerce companies located in Southeast Asia.

But at France Cosmox, so it was not strategic, right? Because it was only for 10 months. And unfortunately, I decided to tour the face of the big horse. In reality, before joining France Cosmox, I thought my role could be to build a new e-commerce company in Japan. But the reality was that I wanted to manage a pot of companies or e-commerce companies located in Southeast Asia.

Because Transcosmos bought a variety of e-commerce companies located in Southeast Asia. So they were struggling and then decide to divest some of them. So that was totally different from my expectation. So I just started looking for another opportunity. So that was not my intention, but maybe it was strategy, but it was unfortunate for both of me as well as PressCosmos.

Because Transcosmos bought a variety of e-commerce companies located in Southeast Asia. So they were struggling and then decide to divest some of them. So that was totally different from my expectation. So I just started looking for another opportunity. So that was not my intention, but maybe it was strategy, but it was unfortunate for both of me as well as PressCosmos.

Yeah, that's a great question. Perseverance is quite important. At Transcosmos, what I expected was totally different. I pursued a different journey just after 10 months of work at Transcosmos. But I always think if you want to build something great, or if you want to make a great thing, perseverance is quite important.

Yeah, that's a great question. Perseverance is quite important. At Transcosmos, what I expected was totally different. I pursued a different journey just after 10 months of work at Transcosmos. But I always think if you want to build something great, or if you want to make a great thing, perseverance is quite important.