Portfolio Companies

At first, I was working as an outsourcer, but I worked full-time along the way. CAS Capital varies the degree of involvement in its investments depending on the situation. We will provide support from the outside when the tasks are clear and progress is being made. Having said that, there are about one in three companies to which we are deeply committed through the deployment of full-time staff. In the case of Decollte, it is a very attractive company with aspirations, and it was clear that we could support the president directly. So, we were thoroughly involved.
My role was to raise figures. It was about generating sales and profits in the future, not in the short term. For this reason, I basically did not have a specific department that I was responsible for, but I was involved in everything. While I was primarily responsible for the sales side of the business, I tried out a certain sales process using forecasting and number analysis. Then, together with Mr. Kobayashi, I hired people who could successfully implement the process and build a team. I was in charge of the website production team temporarily for a reason. In this way, I worked closely with Mr. Kobayashi.

At first, well, they were like, “Umm...” (laughs). If Mr. Yamashita and Mr. Arai were too cautious and contacted them gradually and not often, both sides would have to wait and see about each other. But the two were active from the beginning, so it was easy for our staff around them to know what kind of person they were. Also, the purpose of "this is what we are going to do" was well communicated within the company, so in that sense there was nothing like the upset or rejection I expected.
The scope of what I could cover on my own is limited, and some of my weak points were left untouched. But Mr. Arai took very good care of them. Also, the fact that they proceed firmly but carefully was a major factor in our success. We asked CAS Capital to share our big goals before they joined us. After all, we are in a business where employees work with satisfaction, then we are able to create new value. We asked CAS Capital to understand that before joining us. Mr. Arai spends more time caring for employees at the time of his joining, and after, and even now.
As for myself, I think I am less likely to make a mess (laughs). I came to control myself so that I could think and move properly. When I was running the business alone, I would develop the business the way I was interested in it, and if I felt that something was "not quite right," I would leave it as it was, which was my problem. I was aware that if the system stayed the same, I would not be able to change. So, I was happy to be able to change when CAS Capital came in to change the system.
I also began to constantly look at the need to move as a team and to create a team that could move without me getting directly involved. Previously, I used to make a decision, pass it on to the staff, and they would do it. This approach was fast, but in the long run I realized that I was not always right.

Some of Decollte's businesses were relatively vibrant despite the COVID-19 disaster, while others were not. While discussing these issues openly with Mr. Kobayashi, we identified businesses that should be terminated relatively quickly and businesses that should be sold or transferred to other parent companies. Then, over time, we closed or transferred businesses one by one. Among the wedding-related businesses, they had a very attractive business for Shinto weddings called WAKON STYLE. So, we first decided to focus on WAKON STYLE and wedding photography as two pillars.
However, the environment had completely changed due to the COVID-19 pandemic, so we had no choice but to boldly change gears. On the other hand, we felt that transferring WAKON STYLE to a specific company would give the business a boost, so we decided to discuss the transfer in detail. This was a big decision-making, so I discussed it very carefully with Mr. Kobayashi. We eventually came to the conclusion, with consensus and without question, that “this is the right decision given the situation and the timing.”

I didn't know at all how hard the listing would be (laughs). When I started the company on my own, I did not think about going public, and I did not think that I would be able to do it. But when I talked to the people at CAS Capital, I thought it was a good opportunity that not everyone can experience. If there is an opportunity, there should be something to be gained, even if it is hard. Before we went public, it was often difficult to get government agencies and partners to listen to us when we approached them with our ideas because we were not well known, even though we were generating revenue and profits. In terms of expanding our services, the impact of the listing is great.
I also thought that as my policy, I should not go against the waves, and that I should go with the big waves to a certain extent. It's like riding the coming waves instead of making the waves. After we went public, the CAS Capital people left completely, and the relationship changed to one of fair shareholder participation. That's the way it should be, but it still feels a little lonely.

We reviewed the personnel system at a relatively early stage. As there was no clear evaluation system, we created technical standards for photographers, etc. to clearly evaluate them. We have set up fairly strict checkpoints. This grading system for expert photographers and makeup artists ensures that those who are skilled are paid well. In terms of training, we have established a technical management department so that a number of trainers can provide training in a systematic way.

I think this encounter was fate, or perhaps inevitable. “Appreciate the fate and do not go against the flow.” That is how I live my life.