Brains Consulting Co., Ltd. provides continuous support from upstream to downstream — spanning digital strategy conception, system planning, and project support. We interviewed Director Tomoaki Furusaki and Senior Consultant Ai Iizuka about the company’s vision and the kind of people it is looking for.
Tomoaki Furusaki
After graduating from Tokyo University of Science, he joined NTT Data Shikoku Techsys (now NTT Data Shikoku) in 1994. From the early days of open systems, he gained experience on many open-system projects and developed comprehensive skills spanning design, development, and testing. In 2001 he joined Future System Consulting (now Future Architect), where he served as project leader on engagements ranging from consulting to system construction primarily for data integration systems (EDI, EAI), and also gained experience in grand design, planning, and execution-stage management on large-scale core system re-architecture projects. In 2008 he joined Brains Technology as a founding member, and through strongly field-oriented consulting — covering PMO organization setup on the client side through hands-on project management — led many projects to successful outcomes. In 2013, upon the establishment of Brains Consulting Co., Ltd., he was appointed Director. He oversees the AI-related business.
Ai Iizuka
Joined a major system integrator as a new graduate in an SE role and built experience in system implementation and development. Subsequently gained experience through SES (System Engineering Service) work and in the information systems department of an operating company before joining Brains Consulting Co., Ltd.
Highlighting the Strength of Comprehensive, Flexible Support on Two Axes: IT and AI
— Could you tell us about Brains Consulting’s business?
We operate a consulting business that supports clients on two axes: IT and AI. In practice, we handle a wide range across the full spectrum — from DX concept formulation and planning, through PMO support and AI model development — from the upstream all the way down to hands-on downstream work.
For example, in core system replacement required for DX promotion, we flexibly adapt our role between PMO and PL support depending on the client’s situation and the project’s needs. As PMO, we handle information sharing and cross-departmental coordination to enable smooth project management. As PL support, we place greater emphasis on execution — working through WBS development and similar activities. We flexibly adapt our support to the client’s situation and the project’s phase.
— What industries and scale of companies do most of your clients come from?
Manufacturing and retail are the most common sectors, though we support a wide range of industries. Historically, large enterprises with revenues of roughly ¥200 to ¥800 billion have been the majority, but recently we are seeing an increase in support for mid-tier companies with revenues of approximately ¥40 to ¥200 billion. The reason is that IT budgets as a proportion of overall spend are higher than they used to be for these companies, and because it allows us to take on the concept formulation phase — the so-called “super upstream” — of large-scale core system re-architecture engagements that were difficult to access at major enterprises.
— Could you also tell us about your headcount and project structure?
We currently have around 25 employees — three in back-office roles, with the rest working as consultants.
Since consultants work on a project basis, we don’t divide them into fixed teams. Every project has a responsible executive as project lead, with a PM/PL placed directly below them. Small-scale projects may be handled by a single person, while large-scale projects may involve a team of around six. Team size is calibrated to the client’s budget and the project’s scale and scope.
— Could you tell us about the kind of person you are looking for?
We are looking for people who strongly resonate with our mission, vision, and values, and who have strong communication and problem-solving skills. Among these, resonating with the mission, vision, and values is the most foundational element of working at our company, and it is something we emphasize heavily.
Because the industries and scales of the clients we support are diverse, the content of our projects is equally varied. For that reason, we are also looking for people who can adapt flexibly even to unfamiliar projects.
— Is prior knowledge of IT or AI preferred?
Specific consulting experience in IT or AI is not strictly required, but having some form of engagement with IT or AI is desirable. For example, in IT, someone who has built a solid foundation across the full process — from requirements definition through design and development — and who has developed their career on that basis, tends to be a strong match.
That said, we also have a track record of hiring second-career professionals on a potential basis. There are cases of people who joined a company in the IT sector as new graduates, built one to two years of experience, and then joined us.
Aiming to Grow the Number of Projects by Expanding the Organization
— Could you tell us about your career background, Mr. Furusaki?
I’m originally from Shikoku, so I joined NTT Data Shikoku Techsys (now NTT Data Shikoku) as a new graduate. That said, I felt the scope of work was broader in Tokyo than in a regional location, so I moved to Future System Consulting (now Future Architect) in Tokyo.
While working there as a consultant, I transferred to a division headed by Hirase — who is now our president — and that is how we met. Through working under him, I developed an interest in independence and entrepreneurship. About seven years after joining Future System Consulting, I joined Brains Technology — the predecessor to Brains Consulting — as a founding member.
— What prompted you to join Brains Technology?
While working under Hirase, I developed the desire to build a company of our own rather than being employed by someone else’s organization — and that was what led me to join. Starting a company was a dream for us, and we also had the desire to take on a big challenge.
— What is your vision for the future?
Toward our medium-term goals, the first thing we want to do is expand the size of the organization. We currently have around 25 employees, but we are looking to grow to at least 50. We feel that without growing our headcount, it is also difficult to increase the number of projects we can handle. That said, we don’t think growing the headcount indiscriminately is the right approach. We want to make sure we are bringing in people who are the right fit for the company, and advance our growth on that basis.
Building an Environment Where Young People Can Take on Challenges
— Next, I’d like to speak with Ms. Iizuka, who works in consulting on the front line. Could you tell us about project duration and working style?
Project duration varies considerably depending on the content and the client’s situation. At the minimum, some projects last around three months; at the other end, large-scale projects may involve long-term support spanning three years or more.
Our working style is a hybrid of remote and office work, though the balance varies by project. In terms of roles, the hierarchy runs from PM/PL and above (Manager level and above) through Senior Consultant, Consultant, and Associate Consultant. At the Consultant level and below, it is typical for one person to be assigned to a single project.
— Is the team predominantly made up of younger people?
Approximately half of our consultants are in their early thirties or younger, so yes, we have a relatively youthful organization. At the same time, we have a strong veteran contingent as well, like Mr. Furusaki. It is an environment where experienced professionals are active on the front line while younger people also have plenty of opportunities to take on challenges.
— What seniority level do your client counterparts typically hold?
The head of the information systems department or senior executives. We sometimes also help prepare materials needed when presenting projects to executive leadership.
In the engagements I am currently handling, I am responsible for everything from materials preparation through development and implementation. By handling everything from proposals to executive leadership down to downstream work, we provide genuine one-stop support.
— From your perspective, Ms. Iizuka, what kind of person do you think thrives at Brains Consulting?
Because our team is roughly half younger members and half veterans, and we are still a relatively small company, people who can take initiative and move under their own steam tend to thrive. Unlike a large corporation, one-on-one hand-holding from the start is difficult to provide, and because projects are so varied, even our most experienced members regularly encounter projects they have never worked on before. People who can make progress by doing their own research and rolling up their sleeves are best suited to us.
Beyond that, rather than being completely new to consulting, IT, or AI, people who have some experience — however limited — and who can tackle unfamiliar territory with determination tend to adapt more readily. Going further, those with development experience or a background in systems design will be able to contribute and shine even sooner. When speaking with clients, if you have no understanding of the development side whatsoever, it is difficult to offer genuinely valuable advice. Without enough knowledge to understand the terminology clients and vendors use, communicating with clients becomes a real challenge.
A Hybrid of Office and Remote Work Enables a Flexible Way of Working
— Could you tell us about your career background, Ms. Iizuka?
I joined a mid-tier SIer as a new graduate in an SE role. I hadn’t studied programming as a student, but I wanted to take on the challenge of an SE role, so I joined. After working there for about five and a half years, I felt that the size of the organization was making it hard to develop my skills further. I then worked in SES (System Engineering Service) for about three years, but felt there were limits to what I could do there compared with being a full-time employee — so I moved to the information systems department of an operating company. After about seven years there, I joined Brains Consulting.
— What led you to join Brains Consulting?
My previous employer switched to full in-office working after the pandemic, which no longer suited my lifestyle — and I also felt a sense of having accomplished what I’d set out to do there, so I decided to make a move.
I had joined the information systems department at my previous employer right before they listed, at a time when IT governance needed to be put in place. There were many large events such as core system replacements, and it was a very rewarding and valuable experience. But once the governance work was done, I felt I had accomplished what I came to do, and I noticed the tension going out of me somewhat.
The final trigger for the move was the shift from remote working to full in-office working. With young children, it was simply too difficult to balance childcare and work on a full in-office schedule, so I decided to change jobs. At Brains Consulting, the hybrid of office and remote work means I can be reasonably flexible in how I work.
— Could you tell us about your own vision, Ms. Iizuka?
At the moment I am at the level just below Manager, so becoming a Manager is my immediate goal. Moving up to Manager would significantly expand what I am trusted to take on, and I see it as an opportunity to develop my skills further as well.
I am currently raising young children, so while I am not on reduced hours, I am in a situation where I can’t work much overtime. As a result, there are times when I take work home and fit it in during pockets of time. As a longer-term goal, I hope to help foster a working environment where others with children can also thrive — not just me. I am moving forward each day with these two goals — short-term and long-term — as my anchors.
【Post-Interview Note】
Director Furusaki’s words in the interview — “rather than growing our headcount indiscriminately, we want to walk steadily forward with people who are the right fit” — captured the company’s honest and grounded character in a single sentence. With just 25 people, this lean, elite team handles everything from DX concept formulation through implementation and AI model development, and their technical capabilities have earned recognition even from major firms.
What I want to convey to prospective applicants is the fast-moving environment where younger people and veterans mix on a flat footing, all tackling unfamiliar challenges head-on. In particular, as Ms. Iizuka described, the flexibility to achieve a high-level balance between childcare and work through hybrid working arrangements will be a significant source of support for anyone who wants a long career as a professional. For anyone who wants to experience the tangible satisfaction of serving as the “right hand of the client’s information systems department” — from proposals to executive leadership all the way down to hands-on implementation in the field — this is truly the finest stage on which to develop yourself in every direction.
ConsulNext Senior Consultant
Masahito Tsukada
Brains Consulting Co., Ltd. — Company Information
| Company Name | Brains Consulting Co., Ltd. |
| Founded | August 8, 2013 |
| Representative Director & President | Masahiro Hirase |
| Business Overview | IT consulting Consulting on the application of AI-related technologies such as machine learning Development and provision of services utilizing AI-related technologies |
| Address | Neotech Suitengumae Building 5F, 1-29-9 Nihonbashi Kakigaracho, Chuo-ku, Tokyo 103-0014 |
