My History
The foundation of both who I am today and what FIELD has become lies in my experience as an engineer. I joined a major human resources company as its very first engineer and handled everything from planning and design to development, maintenance, and marketing for its web media business. That work contributed to creating a business that generated roughly one billion yen in annual revenue.
Before that, I had already worked as an engineer, mainly focused on back-end development and SEO-related projects. But when I joined the HR firm, I suddenly found myself responsible for tasks I had never done before. There were no other engineers — in fact, there weren’t even any web specialists in the company at the time. With no senior colleagues to learn from, I had no choice but to teach myself everything.
Most people in that situation would probably turn to technical books. But I needed to learn fast — and efficiently. So instead of reading, I relied heavily on web searches. Whenever I found a useful example online, I didn’t just read about it — I tried to recreate it myself. Only when I could reproduce it without problems did I consider that I’d truly understood it.
After a year of this intense self-study, I had gained hands-on experience with a wide range of system development — from B2B platforms that streamline business transactions, to B2C systems connecting companies with consumers, CRM tools for unified customer management, and B2B2C models that bridge both worlds. That year was a turning point that allowed me to grow rapidly as an engineer.
Of course, the workload was overwhelming. We were short-staffed, and I often worked from morning until late at night without real breaks. Eventually, we expanded the team, and I began training new graduates from scratch. Because I had always thought deeply about how people could learn efficiently, I was able to help many young engineers grow into skilled professionals. At the same time, I led offshore development initiatives, building new teams and operations in China, Vietnam, and Indonesia from the ground up.
Through those experiences — web production, mentoring, and offshore management — I reached a moment of clarity: I can do this on my own. Following that realization, I founded FIELD Inc. in 2014.
Since then, we’ve supported the growth of companies across various industries by providing end-to-end solutions — from web and system planning to design, development, maintenance, and marketing. We also established subsidiaries in China and Vietnam, building a seamless offshore production structure.
The Present
After gaining experience across many fields and mastering several advanced skills, I came to believe one thing above all else: “A business can only grow as far as its decision-maker understands.” Technology and web trends evolve constantly. If leaders don’t understand those changes, they risk clinging to outdated practices or making misguided decisions. That’s why I believe it’s essential, as a CEO, to stay deeply informed across a broad range of disciplines.
With that mindset, FIELD has expanded far beyond web production and system development.
We intentionally operate a diverse range of businesses — including hotel management, restaurants, sake brewing, apparel, recruiting, staffing, travel, accounting, and government bidding support.
At first glance, it might seem like an eclectic mix. But by running these businesses ourselves, we gain firsthand knowledge of different industries. That insight helps us respond quickly to the challenges and needs of future clients.
This philosophy applies not only to me but to every member of our team. Each employee’s understanding and perspective directly impact the company’s overall growth. That’s why our team members hold multi-disciplinary roles — they can handle planning, development, and marketing.
Like I once did, they can think, build, and manage across domains. Interestingly, every one of them joined FIELD with no prior experience. We prefer to hire people who are new to the industry because they’re flexible, open-minded, and quick to absorb new knowledge. Over time, I’ve personally trained them into highly skilled engineers.
Together, we’re now focusing on developing products powered by generative AI. One of our main projects is a system that automatically creates landing pages (LPs) in just five minutes using AI.
Traditionally, LPs required design, writing, and coding — a process that took time and cost. With our system, clients simply enter their goals and product details, and the AI generates layouts and text suggestions. It then evaluates multiple options and instantly recommends the most effective structure.
But this isn’t just AI automation. It’s built on our own extensive experience managing LP creation and performance data — training the AI on what actually works. As a result, even users with no technical expertise can easily create effective landing pages. The system is patent pending and scheduled for release in 2025, with expected applications in recruiting, product promotion, HR management, payroll, and corporate communications.
For the Future
Just as we’re focusing on AI product development, companies across many industries are also accelerating their adoption of AI. It feels like new updates and services appear every month.
Tasks such as web production and marketing analysis, which once required significant time, can now be completed much faster using AI.
At the same time, I’ve noticed a trend where companies invest in AI but still rely on managers for final checks. This means that while frontline staff may benefit from reduced workloads, overall company costs increase. For example, imagine a business introducing delivery robots. The robots reduce physical labor, but their installation and maintenance costs add up. And when technical problems arise or human judgment is required in complex settings, people still need to step in. As a result, both labor and system costs stack together. In the United States, companies might offset this by reducing excess staff. But in Japan, strict labor laws make such adjustments much harder.
So, who in Japan is truly using AI efficiently? In my view, it’s freelancers and independent professionals. For engineers especially, AI has made it easy to create small plugins and productivity tools. I myself use AI to develop one new tool almost every day — simple automations that make my own work easier. That’s why I believe many freelance engineers are quietly building their own AI tools, though few of these ever reach the public.
To address that, we’re developing an AI Solution Platform — a marketplace where users can buy and sell these kinds of AI tools. We plan to launch it soon, and once it gains traction in Japan, we’ll localize and expand it for overseas markets.
At the heart of it all, I simply love my work. These days, I spend most of my time—even on weekends—immersed in AI development. As I’ve said before, “the limits of a decision-maker’s understanding define the limits of business growth.” I’ll continue expanding what I understand, learning new technologies, and helping businesses of all kinds achieve their next stage of growth.