Team size: Four

What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

In the past year, my team and I have been at the forefront of impactful initiatives within Generative AI, privacy, and regulatory affairs in Japan. A key highlight involved successfully closing globally unprecedented commercial deals, such as the Ubie and Note Investment agreements. These transactions were crucial for Google’s future AI partnerships and data acquisition strategies, necessitating the translation of complex objectives into robust legal frameworks while meticulously addressing competition law and copyright considerations. This work established global standards for responsible AI development and directly impacted products like Gemini, setting a precedent for future partnerships. Concurrently, I have been instrumental in leading Generative AI launches in Japan, including the AI overview on Search, and actively contribute to shaping the Japan AI guideline with the ministry.

Furthermore, our team actively engages with political parties and government officials to promote responsible digital practices and contribute to a safer, healthier digital economy in Japan. This includes proactive efforts to mitigate regulatory risks, exemplified by our work in addressing issues such as impersonated advertisements. Our team has also been actively engaged in contributing to the evolution of competition law in Japan, particularly concerning the mobile and AI-first digital economy, as demonstrated by our critical support for the Japan Smartphone Act response. This leadership in navigating and influencing pivotal legislation is instrumental in shaping a regulatory environment conducive to fair competition and technological advancement.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

My approach to managing legal aspects during periods of instability or crisis centers on proactive engagement, clear communication, and strategic cross-functional collaboration. For instance, in the context of the Telecommunication Business Act (a unique, global-first regulation in Japan) I led a compliance project that involved designing the plan and convincing multiple counsels to disclose specific product data on our website for the first time. This initiative, which required a deep technical understanding of our ads products, was highly praised by the government and cited as a role model. This demonstrates an ability to navigate novel regulatory challenges and establish new precedents to ensure organisational resilience.

During an intentional contract breach by a Japanese partner, which significantly impacted a global sales VP, I spearheaded the negotiation strategy. My role involved bridging the cultural gap between the global leadership’s expectations and local cultural norms, ultimately achieving a resolution that maintained business relationships. In a past non-compliance crisis, I successfully persuaded a regulator to adopt a phased future improvement plan instead of imposing standard immediate penalties. This outcome was achieved through immediate risk evaluation, thorough investigation, and careful negotiation strategies with various internal and external stakeholders, alongside regular updates to leadership on legal risk exposure. This experience underscores my capability to minimise significant business disruption during crises through strategic legal and communication efforts.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

From my vantage point in Japan, several key trends warrant close attention from in-house lawyers. The rapid acceleration of generative AI development and deployment is reshaping legal and business landscapes, necessitating proactive engagement in shaping responsible AI development and understanding its evolving societal implications. We are actively involved in shaping Japan’s AI guidelines and laws.

Second, fragmented and novel regulatory environments, particularly in data privacy and digital services, are a significant trend. Unique regulations like Japan’s Telecommunication Business Act demand not just compliance but the ability to build trusted relationships with regulators and proactively engage to shape workable solutions.

Finally, the increasing focus on local market nuances in global business operations is critical. Understanding specific legislative developments, such as the Japan Smartphone Act, and engaging effectively with local government bodies are essential. This trend emphasises the need for in-house lawyers to possess deep local legal acumen combined with a strong understanding of global business priorities, bridging the gap between global strategy and local implementation. These trends highlight a shift towards proactive, strategic legal partnership, enabling business innovation and resilience in complex environments.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?

My team is deeply embedded in Google Japan’s overall business strategy, acting as strategic partners who enable innovation and mitigate complex risks. We achieve this by proactively identifying legal opportunities and challenges, translating complex legal concepts into actionable business strategies, and fostering strong cross-functional collaboration.

A recent legal-led initiative with significant impact is our work on leading inputs to the ministry for the Japan AI guideline. As generative AI rapidly evolves, the regulatory landscape is still forming. My team has taken a proactive stance, not merely reacting to proposed regulations but actively shaping them through deep engagement with government bodies. This involves providing expert legal insights based on our experience with globally unprecedented AI deals and the launch of AI products.

This initiative has a profound impact because it directly influences the regulatory environment in which Google operates in Japan. By helping to shape a balanced and forward-thinking AI guideline, we are ensuring that future regulations are practical, foster innovation, and protect both users and the business. This proactive engagement helps to create a stable and predictable legal environment, which is crucial for Google’s continued investment and growth in AI in Japan. This strategic foresight and active participation in policy-making are integral to Google’s long-term success in the Japanese market

Looking forward, what trends do you foresee in the legal landscape over the next five to ten years that companies should prepare for?

Looking ahead, I foresee several critical trends shaping the legal landscape over the next five to ten years, particularly for multinational technology companies operating in dynamic markets like Japan.

Firstly, the global divergence in technology regulation will intensify, necessitating hyper-localised expertise within in-house legal teams to understand and influence specific national frameworks. Companies must invest in local legal talent and empower them to lead compliance and policy engagement.

Secondly, the “AI liability” and ethical governance framework will become a dominant legal battleground. As AI systems become more autonomous, questions of accountability for errors, biases, and unforeseen consequences will escalate across product liability, intellectual property, data privacy, and competition law. Legal teams must proactively develop internal ethical AI guidelines and robust risk assessment methodologies.

Thirdly, the intersection of geopolitics, trade, and technology will create complex legal challenges. Supply chain resilience, data localisation, and export controls will gain prominence. Legal teams will need to navigate these geopolitical currents, advise on de-risking operations, and ensure compliance with intricate international trade laws through integrated approaches.

Finally, the demand for legal professionals with strong technical literacy will skyrocket. Lawyers must understand underlying technologies like AI, blockchain, and quantum computing to effectively identify risks and engage with regulators. This necessitates continuous learning and cross-training within legal departments to bridge the gap between innovation and compliance.