1. "Acting According to My Own 'Will': Job Hunting and Career Choices"

Both of my older siblings attended top public schools and excelled academically. From a young age, I thought, "I must be the same," and chose the same path and baseball club as my brother to meet expectations, continuing to be a model student. But that choice was not anyone's will; it was a choice that I made based solely on my own assumptions.

In high school, I aimed for Kyoto University while balancing studies and club activities, but I failed by just 8 points. The title of "perfect model student" crumbled, and I realized I was "nothing." For the first time, I wanted to choose my own life. Choosing a national university where I was accepted in the latter admissions was the first step to turning my life around. Looking back, without that defeat, I wouldn’t have had the resolve or the will. I genuinely think, "I’m glad I failed."

In college, I quit baseball, which I had continued until high school, and joined the lacrosse club by my own will. The team was in the lowest league in the Kanto region when I joined, but ultimately, I achieved promotion to the top league as the captain. It wasn't the path of continuing to win as an elite; rather, it was the path of a challenger clawing my way up that truly ignited my passion.

In my job search, I chose to go against the conventional path. I sought an environment where I could stand at the core of management in my twenties, and I wavered until the end between one other startup company and ZEALS. The other company was a well-structured, high-caliber organization, larger in scale compared to ZEALS. Meanwhile, at that time, ZEALS had fewer than 100 employees and felt like "nothing"—which made it interesting precisely because it was still a work in progress. I met with all board members and could vividly envision a future where I would lead the company to significant growth and elevate Japan. I wanted to bet on myself with the "insanely crazy, mental" commitment of ZEALS towards realizing our vision. That was the deciding factor in my career choice.

2. Aiming to be a True "Man": The First Year of Relentless Pursuit of No. 1

"Being a new graduate doesn't matter. I will become the important person first thought of in sales.
The youngest person becoming the top salesperson will ignite the entire organization’s 'behind'."

So I declared at the entrance ceremony, having had the resolve from the beginning to "become number one".
I wanted to rise to the top as quickly as possible. First, I wanted to earn the simple title of "No. 1" as a salesperson.
I conveyed this desire to HR and secured a sales position.

However, that alone was not enough for me. Driven by a strong desire to become a messenger for ZEALS, I confronted my boss and insisted, "If I am going to do sales, I want to do new business development," persuading a senior colleague to pass on the position to me. I seized the new sales position with passion and determination. This was my starting line.

How I Persistently Pursued "Results"

During my time as a new graduate, what I valued most highly was my stance of focusing on "results.” Instead of just doing it recklessly, I stressed "quantity" and "speed," thought to my limit, and moved my hands more than anyone else. To achieve results, I was dedicated to never stopping my actions.

I also maximized the strengths unique to being a new graduate, which was "openness." I recognized strongly that I was a first-year newcomer and "nothing." I didn’t hesitate to ask others about things I didn’t know. I steadily increased my capabilities this way. However, it’s not about asking everything without thinking. First, I think and try it myself. Only when I don't understand or hit a wall do I ask for help. I saw that as the clear difference between "dependence" and "openness."

Rather than using the excuse of being a “new graduate,” I transformed it into a strength. With outputs that exceeded others' expectations, I stepped forward more than anyone else. That resolve and execution are the source of my ability to break through.

In my first year as a new sales rep, I did not use youth as an excuse and kept pursuing top performance.
In pursuing my goal to become a “true man,” the experience of fiercely challenging more than anyone else not only shaped my numbers but also nurtured the power to move people's hearts.

3. "Finally Here"—Why My Third Year Self Was Entrusted with New Business Development

"This business holds the future of ZEALS. That's why I want to entrust it to you."

When the president said this, the only thought that crossed my mind was, "Finally here."

In my third year as a working adult, I was appointed as the person responsible for a new business project, which the company staked its future upon.
The pressure was enormous, but even more so, I had a strong resolve.

"Once I decide to do it, I’ll see it through." "I will just DO it"—I was confident in how I had tackled the work before me without excuses, with a sense of urgency. I believe both the president and the company noticed that I took a hands-on, gritty approach ahead of anyone else.

The desire to "stand at the center of the company" and "take on challenges that could determine our future" had been in my heart since the beginning of my employment. That’s why when the responsibility of the new business came to me, I was able to brace myself without hesitation.

It was a challenge from zero, without any precedents or correct answers. The goals set were extraordinarily ambitious. What should I do to reach them? That was where I started from.

Initially, I approached multiple industries. I centered on areas where ZEALS excels and arranged meetings with over 50 enterprise companies from April to June. Each time, I gathered valuable feedback and rechecked the proposal materials and prompts multiple times, continuously searching for true value.

However, while I felt some response, I judged that going "wide but shallow" limited the growth potential of the business. I set aside the possibilities in other industries and made a significant decision to focus on the "human resources industry."

This choice determined "how we will win," but also confronted the question of "what we will let go."
When I communicated this decision to the team members, strong conviction was necessary.

Therefore, I not only shared my thoughts and passion but also repeatedly presented concrete logic and strategy, such as

・Customer’s “real voices”
・Growth levers for the business
・A portfolio illustrating our success path

Clearly sharing "why we should go in this direction," "how we will get there," and "why we should decide now" allowed us to execute the strategic pivot.
I still vividly remember the moment the team's atmosphere changed significantly from that point.

The untested sales model, uncertain strategy formulation, and inclusive leadership to drive action all at once—
Wondering why it had to be me. Why I had to be the one.
That time of constant contemplation and responsibility developed within me the strength to bear burdens.

4. The Responsibility of Standing on the Other Side—At 25, an Executive Officer Ready to Create the Future

At the forefront of carrying the company’s fate. Challenging as the Executive Officer of the Enterprise Sales Division

Currently, I serve as the Executive Officer of the Enterprise Sales Division, tackling core businesses that influence the future of ZEALS. This is a challenge that stakes the company’s fate, more than any new business I previously led. It is not a simple new business venture for large companies but a challenge that gathers the company's expectations as "the breakthrough to guide ZEALS to the next stage." I take pride in being able to stand at the forefront of this fight.

The background of my appointment as an executive officer lies in my declaration to the president and management team, stating, "I want to shoulder the future of the company as an executive officer faster than anyone else." With strong motivations and actions, I drew that position closer to myself. That's why this appointment carries a significant sense of conviction and responsibility beyond just pressure.

At ZEALS, having “overwhelming results” allows even young individuals to grasp crucial positions if they possess “their will.” I wanted to be the proof of that—become the first penguin. Just as the Note I wrote upon receiving the Untapped Newcomer Award in my first year is now like a "bible" for my juniors, I hope that my own actions and attitude become a beacon of hope for young people with intent. That’s why even now, I stand at the forefront of the company's most important mission, ready to lead by example.
※Untapped Newcomer Award: An award given to individuals who have made special accomplishments, different from regular newcomer awards.

"Nurturing the Next Ace"—New Responsibilities as an Executive Officer

What I've felt since becoming an executive officer is that "producing results" is now a prerequisite, and building and nurturing people must be the true responsibility on top of that. I still operate as a player while leading the organization. To generate results, I first set an example and foster a strong culture from behind. I believe the culture of sales is a chain of will that is "overwhelmingly focused on results."

I’ve recently realized that my "norm" is not necessarily the same as others'. It’s become essential to turn my obsession with goals and overwhelming speed—which I’ve previously done unconsciously—into the team’s new standard. I work with a strong sense of responsibility as someone in the "nurturing side."

That’s why right now, I am wholeheartedly committed to "nurturing the next ace," creating a repeatable strong sales team that can "continue to win even without me." I aim to look forward and run farther and higher than anyone else to achieve our ambition of becoming the best in the world from Japan.