As the Founder and CEO of Matcha Tourism, I lead the development and implementation of immersive experiences that offer a deep dive into Japanese culture, particularly through the exploration of matcha production, tea ceremonies, and eco-friendly tourism initiatives.

Professional English training business was merged from Artemis Japan K.K.

I spearhead consulting services tailored to companies expanding into international markets, leveraging my extensive global leadership experience and proficiency in eight languages. Additionally, I founded and manage Multilingual Salon, a learning community catering to business professionals seeking to enhance their language skills.

• Managed overall / day to day tasks by generating project plan and schedule• Drafted Event Plan of a 1st level world championships (test event) , generated Task Plan, and completed pilot project on-time and in-budget • Recovered 6 months delayed projects by re-prioritizing outstanding tasks and issues, then negotiated and collaborated with counterparts and sponsors• Established cost reductions of $2M USD savings through identification, research and analysis, coordinating, and negotiation with partners• Developed relationships with government offices, facility owners, sponsor companies, and service providers• Liaison to the International Federation on full project life cycle

Responsible for all IT systems for 11 business entities in Tokyo office collaborating closely with APAC IT teamIssue Analysis for all systems installed in JapanProject Management for system upgrade and localization projects in APACBusiness Analysis for both existing and new businesses to find best technological solutionBusiness Process Analysis and Development using SixSigma and Lean method

Senior Business Analyst (Apr 2010 – April 2012)• Transformed IT service delivery to Claims business unit, reaching over 95% on-time/on-budget delivery of issue/change requests by implementing prioritization and IT resource management processes• Recovered 20M+ JPY policy management system delayed project by taking over as project manager; generated new project timeline and resource schedules, managed milestone completion and product quality, and delivered status reports to stakeholders• Mapped undocumented call center business processes with use case models and re-engineered to minimize waste with technical and non-technical solutions as part of a Lean pilot project after completing internal Lean Six Sigma Yellow Belt training• Standardized and developed internal awareness for IT policies and processes as a member of IT process committeeBusiness Analyst (Sep 2009 – Aug 2010)• Reduced defects by establishing new issue handling and change management processes for this project (later implemented across the entire unit)• Analyzed issues and new requirements discovered during testing; discussed best possible solutions and prioritization with SMEs, offshore and on-site developers• Coordinated enhancement release schedule across multiple teams and entities: business unit, development team, vendors, user support, and operationsUAT Manager / Post-Launch Support (Apr 2009 – Mar 2010)• Took responsibility for all business team activities during UAT planning, execution, and pre-launch from business project manager. Planned, scheduled, and led test activities, developed and implemented test procedures, developed test scripts, trained users on UAT, tracked, prioritized, and managed issues discovered during UAT, managed releases, managed testers as resources, and reported status to senior stakeholders

• Joined team of 4 business analysts for Japan operations launch project • Became lead BA for a document management system (~20% of project total); read and internalized 500-page business specification in first week• Ensured delivered product quality during SIT and UAT phases of weekly releases; was key liaison between BA group (Japanese) and on-site development team (English)Reason for Leaving: ING Direct discontinued its Japan operations due to market conditions before launching; all employees were dismissed in March 2009

• Led 3 offshore, 1 onsite software development projects, each budgeted between 3M and 20M JPY• Hands-on and responsible for all phases of SDLC: requirements, design, development, testing, implementation, and post-production support• Transitioned each project to local support team with full, yet usable, documentation

• Led 3 offshore, 1 onsite software development projects, each budgeted between 3M and 20M JPY• Hands-on and responsible for all phases of SDLC: requirements, design, development, testing, implementation, and post-production support• Transitioned each project to local support team with full, yet usable, documentation

Project Leader (Nov 2004 – Mar 2006)• Reduced overtime 40% in the operations team by modifying the client reporting system to reduce report generation time from ~30 minutes to ~5 minutes• Led onboarding IT project for new trust banking client; responsible for IT planning, technical requirements, development, testing, implementation, and user support• Wrote and maintained stored procedures (PL/SQL) for client reporting system• Documented requirements, test plans, test procedures, and support proceduresDeveloper / Client Support• Joined as fresh grad and took over legacy client reporting system• Finalized localization of new client reporting system as the sole resource in Japan• Developed customized reports with operations/project team to support new trust bank customers• Supported client reporting operation teams within trust bank unit by managing issues, implementing change requests, and providing user training• Implemented company-wide website renewal in HTML, Photoshop, and Flash