What matters most to me is how much our employees think and work. Their hard work on the front lines allows me to make future decisions, so I focus on providing them with the support they need to perform at their best. I don't demand 100% effort all the time. Instead, I make sure everyone can always give about 80% by talking to them in the mornings to see if they need help and by caring for their personal lives, their kids, families, and hobbies.

When our employees put in the effort with me, the company grows. The most important lesson I learned after coming to Japan was the "system where everyone thrives." In Japan, there is a concept called Wa (harmony), and it's a culture that values everyone's prosperity and growth. That's why I am always thinking about how we can all succeed—employees, the company, customers, and manufacturers.

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My goal is not to make Tatucyo a "big company," but a "good company." I want everyone who works with us - our customers, our employees, and their families—to feel that it was a good decision to be involved with Tatucyo.

While we have focused primarily on the domestic Japanese market, we plan to leverage our understanding of both Japanese and Chinese cultures to expand our business into China, which has a massive market.

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