Team size: 10 in HQ and approx. 80 in group companies

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

On September 29, 2025, our company successfully listed its shares on the Prime Market of the Tokyo Stock Exchange. In connection with the company’s listing, the shares were listed without any offering, marking Japan’s first tax‑qualified direct listing. In preparation for, and throughout, the listing process, we were responsible for preparing all material documentation and providing strategic legal advice to senior management.

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

In a recent M&A transaction within our group, legal due diligence identified certain legal issues relating to the target company and/or its shareholders that had the potential to adversely impact the transaction. To mitigate these issues, the legal team played a key role in designing and implementing appropriate remedial measures, which resulted in a fundamental restructuring of the originally contemplated deal. As a result, the transaction was successfully completed.

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

One key trend that in-house counsel should closely monitor is the continued improvement in the accuracy of AI agent-based reviews of legal documents (including contracts), together with the strategic assessment of how and where such AI agents should be adopted and deployed across legal and compliance functions.

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?

AI will increasingly function as an autonomous adviser, operating on the basis of limited direction from in-house counsel to collect, analyse and assess information before presenting recommendations. The role of in-house counsel will therefore evolve toward exercising judgment – by framing the issues, evaluating AI-generated proposals and ultimately taking responsibility for final decision-making and risk-taking.

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

As an in-house counsel, I view the role of “translator” as essential, particularly from an ethics and compliance perspective. When advising the board and key stakeholders, I clearly distinguish facts, legal and compliance risks and areas requiring management judgment. I frame my advice in terms of ethical considerations, regulatory expectations and potential reputational impact, alongside business implications.

Internally, I work closely with management and relevant teams to communicate complex legal and compliance issues in plain language, using practical scenarios to reinforce ethical decision-making. This approach helps foster a strong culture of integrity, ensures shared ownership of compliance risks and supports informed decision-making within a robust governance framework.