I've run operations for a 20-person startup and managed enterprise-level projects. Now I bring that same discipline to creative businesses that need real systems — not corporate overhead.
My operational experience comes from the corporate side — managing cross-functional teams of 20+ people across sales, engineering, and software, scaling a startup from early stage to hundreds of millions in revenue, and running construction and logistics programs at enterprise scale. I've negotiated partnerships with some of the largest companies in Japan, built KPI systems from scratch, and managed the day-to-day grind of keeping complex operations moving.
But what I noticed is that creative businesses — the ones running on talent and passion — are often the ones that need operational structure the most. They don't need a corporate playbook. They need someone who understands systems and knows when to apply them without killing the energy that makes creative work great.
Right now, I'm applying this experience directly in the music industry — handling artist development operations, managing schedules, coordinating across stakeholders, and building the operational foundation that creative businesses need to scale. It's corporate structure applied to the creative world — without getting in each other's way.
If you're an artist looking to make it big, if you manage talent in the music industry, if you're a label or a music platform — and things are starting to slip through the cracks — let's talk. Scheduling chaos, communication gaps, processes that live in someone's head — that's where I come in.
Building and managing production schedules, artist calendars, project timelines, and resource allocation — the same rigor I used managing enterprise programs, sized for creative teams.
Creating repeatable processes that reduce friction and free up creative bandwidth. No more reinventing the wheel every time.
I've managed teams across sales, engineering, operations, and software. I build communication systems that keep everyone aligned without endless meetings.
Negotiating deals, managing relationships, and keeping stakeholders informed — in both English and Japanese.
Setting up the metrics that actually matter for your business, not vanity numbers. Clear dashboards, clear accountability.
Long-term operational planning that grows with your business. I've taken a company from early stage to ¥420m in revenue — I know what scaling looks like.
Better systems mean better creative output. I've built them at scale — let's build yours.
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