“I want to build an organization where talented people are properly rewarded — in both compensation and environment.” That simple yet deeply felt conviction is what gave birth to Adixi Inc.
Representative Director Daiki Kanazawa went through an IT venture sales role before joining Branding Engineer (now TWOSTONE&Sons) at the founding stage — and driving the company to its IPO. Founded in 2022, the company has achieved explosive growth to approximately 400 employees in just three and a half years. We asked Representative Director Kanazawa about the reality of a company in the midst of rapid growth, and the kind of people they are looking for.
Daiki Kanazawa
After withdrawing from Tokyo University of Foreign Studies, went through an IT venture company before joining Branding Engineer Co., Ltd. (now TWOSTONE&Sons Co., Ltd.) as its first employee. Subsequently, as Director and Head of Sales, grew revenue from zero to ¥6.8 billion. Led the listing on TSE Mothers (now Growth Market) in 2020, and oversaw multiple businesses including “Midworks” — a project introduction and independence support service for IT engineers — an SES business, talent placement, a programming school, and contract development.
AI × Consulting × Development. What Is the Strength of Handling Everything End-to-End?
— Could you tell us about the current business?
In a single phrase: a one-stop business providing everything from IT consulting through design, development, and maintenance. Specifically, we operate services built around four pillars: “AI,” “Consulting,” “Technology,” and “Growth Support.”
In the AI domain — which is trending — we don’t simply implement an AI tool and call it done. Beyond formulating the AI strategy and developing models that are optimal for each client, we provide a total service that maximizes “the possibilities of people and operations” through AI — including reskilling for employees and transformation of business processes.
Our consulting business — which maps out the overall picture of corporate transformation — is also a foundation of our company. We provide comprehensive consulting that accompanies clients through everything from management strategy formulation and DX to organizational and HR reform, new business creation, and execution processes.
— You cover a broad range. Do you also handle technology domains and more?
Yes — these strategies are supported by our technology solutions business. We support the construction and operation of the system infrastructure that underpins businesses, spanning web services, core systems, and cloud infrastructure design.
Beyond that, our sales enablement business (growth support) — which directly connects to business growth — is also a major strength. From sales strategy formulation through marketing and sales activity execution support, talent development to build a winning sales organization, and technology implementation, we consistently deliver and contribute to client revenue growth and business expansion.
By combining these four domains, we support client businesses in a fully end-to-end fashion.
— Could you tell us about the organizational structure?
Our headcount consists of 60 consultants/PM/PMO, 200 development experts, and 80 infrastructure experts.
Everyone has three or more years of experience, and the average age is 33 to 34 — the team is centered on mid-career professionals. Immediately deployable engineers and consultants are gathered here, and the agility that brings is our greatest strength. Our hiring target this fiscal year is over 400 new hires annually.
— So the strength is being able to handle everything end-to-end — not just development, but entering from the upstream consulting domain and carrying through to implementation.
In addition, we’re putting significant effort into AI utilization — one of the major recent trends. We have welcomed experts who could be called “Japan’s first generation of AI” as technical advisors, and receive practical technical support from them. Rather than simply building systems that incorporate AI, our strength is being able to make specific proposals around “how to use AI to improve operational efficiency.”
Aiming to Be Number One in Both “Working Environment” and “Client Trust”
— What specific kinds of projects do you handle?
Recently in particular, we are seeing more cases where we collaborate with major consulting firms to participate in end-user projects, and more engagements supporting information systems divisions. It is not uncommon for our Manager-level staff to make proposals on matters brought to us by prime companies.
In terms of how support typically flows, we often start from the concept stage for IT. From there, we hear about challenges related to AI implementation and operation, and propose specific plans. In many cases, project concepts solidify from the client’s challenges as a starting point.
— Could you also tell us about the client counterparts you face and how projects are structured?
As mentioned, because we engage from the upstream, our counterparts are often senior-level individuals such as heads of information systems divisions. In terms of project structure, up to about three consultants enter at the upstream level, with a development team of ten or more people added to that structure.
— You speak of aiming to be “number one in working environment.” What kind of state are you specifically aiming for?
We are aiming to be number one in both “working environment” and “client trust.” Good compensation alone is not sufficient for talented people to keep working long-term. Career options, posts where challenges can be taken on, and opportunities to engage with the latest technology — all of these are necessary. As the company keeps growing, new positions and interesting projects are constantly emerging, people develop, and that feeds into the value we deliver to clients. We are genuinely committed to keeping that virtuous cycle turning.
From an Unusual Career to an IPO Experience — The Origin of an “Organization That Rewards Individuals”
— I’d like to ask about your background. After leaving university without graduating, you deliberately chose a sales role in the IT industry. What was your thinking?
I originally entered Tokyo University of Foreign Studies aspiring to be a diplomat, but as I studied I started to feel constrained by “moving according to the logic of an organization” — and began to want work where I could negotiate and create value more on my own terms.
Actually, the direct reason for leaving without graduating was that despite having entered on English proficiency, I failed my English credits and was eight credits short of graduation. When I consulted the president of the company that had offered me a position, he said “leaving without graduating is fine” — and I joined an IT venture to develop IT literacy and sales skills.
— Are those experiences what inform your work today?
Yes. At that company, 8 of the 9 new graduates left within the first year — it was a state of organizational collapse. But the two colleagues who shared hardships with me there are now co-founders of Adixi. After that, through fortunate connections, I joined Branding Engineer (now TWOSTONE&Sons) as the first employee in the launch phase. At the time, I was thinking something like “once I build up ¥2–3 million in monthly revenue, I’ll use that as capital to go independent” — but the process of watching the company grow was so interesting that before I knew it, I had stayed for about seven and a half years.
— You went from being the first employee to experiencing an IPO. What did you gain through that process?
Managing in a rapidly expanding organization — through roles including executive officer overseeing sales and launching the Osaka branch — and learning firsthand what the run-up to an IPO looks like — these were enormously valuable. But at the same time, I also witnessed the organizational challenge of talented people leaving. Insufficient compensation, a lack of interesting work, blocked promotion paths — watching people leave for those reasons struck me as a real shame. That was what gave rise to the desire to “create an environment where talented people stay and are properly rewarded,” and I decided to go independent not with former colleagues from my last company, but by inviting the old classmates who knew the hard times — and that led to our founding.
— So that lived experience is what drives your aim to have the number-one working environment.
Yes. Drawing on that firsthand experience, I am constantly thinking about what it takes to create an environment where talented people can keep working long-term.
Seeking Management-Level Talent. Career Possibilities Gained in a Rapidly Expanding Organization
— You mentioned earlier that you are targeting over 400 hires per year. What kind of talent are you looking for?
What we are particularly looking for is Managers and PM-level professionals who can bear delivery responsibility for projects. People who were at Manager level or above at SIers or consulting firms, or who have budget management experience, are people we would like to entrust with major projects right away.
— For Manager-level professionals, what is the appeal of working at your company? Playing-manager roles generally tend to be associated with excessive workloads.
We take care to ensure people don’t become overwhelmed. We keep the project utilization rate of role-holders at 0.8 or 0.5, and adjust so that the freed-up capacity can be directed toward proposal work and organizational management. We have built an environment that resolves the dilemma of “being too buried in the field to make proposals” or “having no time to develop subordinates” — allowing people to focus on building their own team and moving larger organizations.
— That sounds very compelling. Finally, could you tell us about your vision for the future?
As a quantitative goal, we have set “building a technology group of 10,000 people in 10 years.” We are aiming for an IPO within three years, and are now entering the preparation phase. To become a tech firm representing Japan, we will continue to create options and opportunities. I want to ride this wave of rapid growth alongside people who have “integrity” and “initiative,” and who enjoy producing results as a team.
【Post-Interview Note】
Behind the rapid growth lies a conviction that runs deeper than speed or scale — Adixi’s strong belief in “building an organization where talented people are properly rewarded.” The words of Daiki Kanazawa convey a genuine resolve to truly balance individual challenge and client value.
For those who want to handle everything from upstream through implementation and also take on management challenges, I found it clear that this is an environment rich with autonomy and growth opportunities. The way actual projects were described was also striking — not leaving things to the field, but engaging as someone who personally moves strategy and execution.
For people who want to be evaluated by results rather than titles, and who want to enjoy building an organization itself — there aren’t many stages this dynamic. This is one company I would actively recommend to anyone who wants to raise their hand and grow alongside the organization.
ConsulNext Senior Consultant
Masahito Tsukada
Adixi Inc. — Company Information
| Address | Shinjuku Monolith 28F, 2-3-1 Nishi-Shinjuku, Shinjuku-ku, Tokyo |
| Founded | October 12, 2022 |
| Capital | ¥100,000,000 |
| Representative | Representative Director & President CEO: Daiki Kanazawa |
| Business Activities | ・Technology consulting & solutions business ・Sales enablement business |
