My History
When I was growing up, I knew my father ran a company called Suzuden, which specialized in electrical construction. It was simply part of the background of my life — familiar, but distant. I had no plans to take over the family business. After high school, I joined Japan’s Self-Defense Forces, then went on to university to study electronic engineering. My path was shaped by curiosity and discipline, not by family legacy.
After graduation, I joined one of our group companies, Yamagata Electric Safety Management, where I spent years earning my certification as a chief electrical engineer. The work was precise and straightforward — in engineering, outcomes are binary. If the system is wired correctly, it runs; if not, it fails. That clarity suited me. I expected to stay in the field until retirement, content in a world defined by technical accuracy and tangible results.
Everything in my life changed when I was 43. My father passed away suddenly, and I was asked to take his place as president. Having watched firsthand the challenges of running a business, I knew how demanding the role could be — and I honestly questioned whether I was capable of handling it. But when I thought about the employees my father had left behind, turning it down simply wasn’t an option. Just one week after his passing, I made the decision to step into the unfamiliar world of management. From that moment, my reality shifted completely. The clear, black-and-white world I had known — one defined by technical precision and straightforward outcomes — was replaced by a world of human emotion, communication, and complexity. Every situation required balance, adjustment, and creativity. There was no manual to follow; I had to navigate each challenge through trial and error, learning as I went.
The Present
Today, our core business centers on solar power generation. We own and operate 27 solar plants across Yamagata, Miyagi, and Fukushima prefectures. With the Feed-in Tariff (FIT) program reaching its midpoint, we are now at a major inflection point. Our team is closely monitoring market trends and regulatory developments to determine the best path forward—whether to remain under the FIT framework or transition to the new Feed-in Premium (FIP) scheme.
Solar power is a business that relies heavily on the understanding and cooperation of local landowners and communities. For that reason, we make community engagement a priority—attending local association meetings, supporting regional events, and maintaining ongoing, personal communication. It may sound traditional, even old-fashioned, but in this business, human connection is everything. Trust is the foundation upon which sustainable operations are built.
Alongside renewable energy, we are investing heavily in AI technology as our second core pillar. One area of focus is non-destructive testing, where radar technology is used to map underground structures and visualize them in 3D. This allows engineers to inspect internal conditions during construction or maintenance without the need for excavation. My interest in this technology stems from personal experience. Years ago, I faced difficulties managing a power plant construction site without reliable blueprints. That frustration made it clear how valuable data-driven insights could be. I believe this technology will prevent similar challenges in the future—dramatically reducing labor, time, and cost at a time when skilled workers are increasingly scarce. It’s a solution that will become essential to the infrastructure of modern society.
For the Future
Looking ahead, we plan to gradually upgrade our existing solar plants to ensure long-term stability and higher efficiency. By introducing advanced panels and optimizing performance, we aim to supply clean, renewable energy to high-demand sectors such as data centers—helping build a more sustainable energy ecosystem for society as a whole.
For our AI business, we intend to build a strong record of success, refine our systems, and eventually expand internationally. As we look to the future, one of our next major initiatives is applying AI to the safety management of high-voltage electrical systems in buildings and industrial facilities. The number of installations requiring maintenance continues to rise, yet the pool of skilled engineers is steadily shrinking. We see AI as the key to addressing this growing imbalance. By harnessing large volumes of operational data, we’re developing systems that can streamline maintenance processes, improve efficiency, and enhance overall safety. We’re deliberately testing new ideas that go beyond traditional methods and frameworks. At the same time, we remain deeply committed to the foundation of our business: solar energy. While safeguarding that legacy, we continuously scan the horizon for new opportunities — seeking ways to add value, innovate, and evolve in an ever-changing industry landscape.
Complacency has no place in our company. Continuous innovation is the only way to ensure our future. That is why, beyond AI, we will keep challenging ourselves to create entirely new businesses—pioneering the next stage of growth and value creation.