Team size: 150 (Japan)

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

Over the past year, I have been closely involved in strategic initiatives supporting Accenture Japan’s business growth, including advising on a data‑ and AI‑focused acquisition and transformational client deals to strengthen our data, AI and generative AI capabilities. In parallel, as a member of the global legal management committee, I play a key role in bridging global and regional/local legal perspectives by hosting and leading the APAC/Japan legal leadership team and sharing timely insights with regional and local legal leaders. My focus has been on delivering practical, risk‑balanced advice that enables speed to market while ensuring appropriate governance and supporting client innovation.

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

I regularly participate in key management meetings as the legal representative, where people‑related agendas such as upskilling, training, employee engagement and retention are critical priorities. Working closely with colleagues across functions, I advised on and supported several initiatives, including delivering targeted legal training in key risk areas and updating internal rules and guidelines. These efforts helped ensure that employees clearly understood evolving requirements and expectations, enabling consistent decision‑making and supporting the organisation’s broader people and business objectives.

What are the key trends that in-house counsel should be monitoring over the coming months?

In‑house counsel should closely monitor the continued acceleration of AI adoption, evolving data and AI governance frameworks, and increasing regulatory fragmentation across jurisdictions. At the same time, legal functions are expected to operate as strategic business partners — supporting growth, talent agendas and transformation — while delivering advice faster and more consistently with fewer resources.

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?

Successful integration starts with clarity on purpose: using legal tech and AI to augment, not replace, human judgment. In‑house teams should focus on deploying AI in areas that improve efficiency and consistency, while investing in upskilling lawyers so they understand both the capabilities and limitations of the technology. Maintaining the human element means preserving critical thinking, ethical judgment and trusted relationships with the business.

In-house counsel increasingly play the role of ‘translator’. How do you communicate complex legal advice to the board, key stakeholders and internally?

I focus on understanding the business objective first and then framing legal advice in clear, outcome‑focused terms. Rather than leading with legal complexity, I explain the risks, options and implications in a way that supports informed decision‑making. This approach helps build trust with the board and stakeholders and ensures legal advice is practical, actionable and aligned with business priorities.