At Nagoya University of Foreign Studies, I studied English and International Business, and I spent about a year studying abroad in the United States. After returning home, during a long break, I moved to Tokyo and gained experience with a 2-month long-term internship at a web marketing company. After the internship ended, I returned to my university in Nagoya and started freelance direct sales for telecommunications just before graduation. I wanted to save money for my study abroad and also wanted to try sales, so I took on this challenge. After about 8 months of direct sales experience, I spent about 10 months working in store sales for telecommunications.

Thank you. During university, I was eager to start working as soon as possible. Also, I wanted to earn a good income if I was going to work, so I decided to gain sales experience where I could learn to earn. Being a freelancer and being inexperienced in direct sales was tough at times, but I learned business skills with guidance from senior colleagues.

It was a referral from my friend Mitsunaka, who now works in the Finance Division. Because I had previous experience in sales at my former job, he invited me to join the menu business and develop store sales. Since it was an invitation from a trusted friend, I didn't have any particular concerns, and I was happy to work for the same company, so I decided to switch jobs without hesitation.

I had heard about Mitsunaka's workplace, but I didn't know much about the services they offered. Once I joined, I found out they have a wide range of businesses, and I felt that the seniors were kind and supportive.

At the time, we were not a delivery app like today but a takeout app. My role was to acquire stores for the app, and I handled direct sales in the Marunouchi and Kanda areas. Since I had done direct sales at my previous job, I was able to apply my previous experience and gained unique perspectives and skills specific to BtoB sales.

At the time, there was an internal FA system aimed at young employees, offering opportunities to try out roles in different divisions. I took advantage of this to move departments. I wanted to gain various experiences while young and decided to dive into an entirely unfamiliar world. I chose the Social Games Division because I hadn't had much exposure to games before, which sparked my curiosity about this unknown field. Also, I thought starting with little experience would allow me to grow rapidly.

Learning the ins and outs of game operations was incredibly challenging. I didn't use computers much during my sales days, so mastering the operations was quite difficult. To catch up as quickly as possible, I actively asked questions to seniors and absorbed information. Since I started with zero knowledge and experience, I tackled each day with the determination that this was the hardest I've ever worked in my life. There were times when I felt frustrated by the lack of immediate results, but persevering without hesitation eventually became a source of mental support for me.

I was involved with the launch team of the current title for about a year and was appointed as the successor when the previous manager moved on. I was surprised and very happy to be entrusted with managerial responsibilities sooner than I had imagined.

I believe proactive individuals who can take action are highly valued. In game operations, it's not just about completing assigned tasks but also about proposing and implementing improvement measures independently. I was conscious of approaching tasks actively, so I think that's what was appreciated.

My main job involves listening to feedback from users who play our games, analyzing their behavior, and devising and implementing strategies to make their experience more enjoyable. I set KPIs aimed at maximizing revenue, and I develop strategies to achieve those goals. Additionally, as part of management, I oversee the task status of team members, supporting their growth and goal achievements.

We analyze the gameplay status on the day after a feature's release to identify its characteristics and challenges, which we then use for the next steps. We collaborate closely with data scientists, actively incorporating perspectives that I might not have considered. When new characters or events receive high praise and we're called "god-tier management," it's a particularly satisfying moment.

I'm interested in each team member's growth, so ideal management for me supports that growth. Therefore, I make a conscious effort to recognize and praise good work with words. I aim to foster relationships where we can speak openly about our goals and growth, much like comrades in arms.

Recently, achieving our department's sales targets for the first half of the year left a strong impression. The fate of our department's goals rested on our title's sales, which was a significant pressure in my life. With other titles showing strong results, we were determined not to lose. We all worked tirelessly, releasing characters themed around our anniversary and flexibly implementing improvement measures as needed, which led to sales far beyond our expectations. Successfully reaching our target brought a joy akin to scoring a crucial goal in a critical moment.

I feel the need to further develop my ability to move with a long-term perspective and handle stakeholders. Up until becoming a manager, I've mainly been involved in achieving short-term goals. However, being in a leadership role requires thinking and acting for the future, and collaborating with other departments for that purpose. While not neglecting current goal achievements, I want to maintain a mindset of not forgetting to challenge myself boldly so that I can act with a long-term vision.

I think Reazon's strengths lie in the ability to move straight towards high goals and being trusted with tasks that exceed one's abilities. Reazon employees have a high awareness of goals and a corporate culture of cooperating towards goals while sharpening each other. Also, I feel the speed of employee growth is fast because the results of daily work are firmly recognized and even young employees are trusted with significant tasks

I think it's good that the company has become more like a large corporation, but I feel that the challenging spirit that permeates the entire staff has remained unchanged. I feel that the company's motto of continuously challenging and attacking is consistently implemented, and I honestly think that's great.

I want to further grow the title. Therefore, I want to make efforts to develop entertainment for users by successively implementing measures using IP. In addition, I would like to show dreams to younger generations by growing further and promoting my career based on achievements.