What are the key projects that you have been involved in over the past twelve months?

While I am continually learning from my colleagues, one of my ongoing focuses over the past year has been trying to understand macro trends in the tourism industry. Looking at the 2025 Tourism White Paper published by the Japan Tourism Agency, one can abstractly observe fundamental shifts in travel dynamics. I have sought to objectively analyse these trends. Based on this objective data, it appears that the government’s target of welcoming 60 million inbound tourists annually has not been revised. Furthermore, 2025 seemed to be a year where the delicate balance between local communities and tourism was discussed more extensively than ever. Amidst this landscape, I was humbled to be appointed as a member of the Board of Directors for our Japanese entity in January 2025. Guided by the invaluable advice and wisdom of many senior colleagues, I am currently exploring and reflecting more deeply on the optimal role of the legal department within corporate management.

Please describe a situation where your advice had a significant impact on business outcomes or objectives.

Rather than pointing to a single dramatic success, my approach, which I am still developing, stems from the personal belief that there is no single absolute answer to making tourism optimal for all stakeholders. The ideal balance seems to vary significantly, not only across different countries, but also among individual prefectures in Japan. Because of this complexity, I feel that an in-house counsel might need to go beyond evaluating matters solely from a traditional legal perspective. It seems necessary to deeply analyse the broader impact that business decisions might have on society. Recognising that my own understanding is still growing, I continue to study diligently, participating not only in legal forums, but also in academic conferences related to tourism studies, hoping to gradually provide more holistic and thoughtful guidance.

What are the most important attributes for a modern in-house counsel to possess?

While this observation somewhat overlaps with the subsequent question regarding AI, I tentatively feel that a critical attribute might be the ability to provide value, as a trusted advisor, to colleagues and the company that AI cannot readily replicate. I am profoundly inspired by the words of Mr. Yuichi Takano (Managing Executive Officer and General Counsel, Mitsui & Co., Ltd.). In a recent publication, he noted, “Particularly for a General Counsel, a key requirement is… to have the eyes to read changes and to firmly set the agenda” (“Roundtable: The Role and Qualities of General Counsel,” NBL Issue 1300, 2025, pp. 4-33). While AI is undoubtedly valuable for statistically analysing accumulated past data to identify patterns, I personally believe that human counsel must try to possess the vision to spot subtle changes far out on the horizon. I am continuously devoting myself to studying and training in the hopes of cultivating this foresight.

AI remains at the forefront of conversations about the future. How can in-house counsel ensure the successful integration of legal tech, while maintaining the human element?

I have been fortunate to learn an incredible amount from my experiences at Airbnb, though I am still exploring these complex technological issues. It appears to me that when the implementation of legal tech falls short, it is often because the issue involves a complex intertwining of three distinct elements: process, people and technology. Before introducing a new tool, it seems essential to humbly verify whether the specific “problem statement” can truly be solved by technology. If the root cause of an issue lies within the process or the people, forcibly applying a technological solution might merely digitalise the problem without actually resolving it. As highlighted by well-known research suggesting that simply digitising a bad process yields nothing more than a bad digital process, amounting to mere “digitisation of a problem”, I feel it is vital to carefully define the problem statement and deeply consider what technology can genuinely solve.

What is a cause, business or otherwise, that you are passionate about?

As part of my ongoing effort to give back, I am deeply passionate about supporting the growth of the next generation of legal professionals. Within the Japan In-House Lawyers Association (JILA), I have had the humble privilege of helping to launch the “Next Generation Committee”. Through this initiative, we are dedicating our efforts to creating a supportive environment where emerging lawyers can fully unleash and blossom their potential. Being involved in this initiative constantly reminds me that I, too, am on a lifelong journey of learning alongside them.