[Interview with Yota Kimura, CEO, and Daisuke Sugita, Managing Director, of NeoVista Inc.] Leveraging Technology and Data as Weapons to Improve Corporate Business Performance

Neovista is a gathering of professionals with diverse backgrounds, aiming to maximize clients’ business performance using technology and data as their weapons. The company defines DX as “efficiently utilizing data to refine the business model and enhance the quality of management decision-making,” positioning AI as merely a “means” to that end. We asked about Neovista’s business, working style, and vision for the future.

Support Committed to “Business Impact” for Clients

— Could you tell us about your business?

Neovista, as a DX professional group, supports client company transformation starting from DX, from both business and technology perspectives. We define DX as “efficiently utilizing data, refining the business model, and raising the quality of management decision-making.” Rather than being bound by the adoption of specific means like IT tools or generative AI, we place emphasis on designing the optimal approach for each company.

Many companies still have large amounts of labor-intensive work that relies on Excel, and data management that depends heavily on specific individuals. Yet by properly connecting operations and systems so that data can be consistently utilized, productivity and the quality of management control should naturally improve. Neovista organizes and integrates data and processes that are fragmented across departments and functions, providing hands-on support from the concept stage through to operational adoption on the ground.

— So you provide broad support from the business domain through to IT implementation, depending on the client’s challenges and phase. What does the engagement process typically look like?

Yes. When a client comes to us with “we want to work on this,” we prioritize first firmly grasping the purpose behind that, and then approaching it from the perspective of whether it will actually function as a real-world operation.

No matter how excellent a concept is, it means nothing if it isn’t put to use in the field. We are always conscious of translating things into an executable form — including business processes, organizational structure, and the necessary data and tools.

For that reason, depending on the client’s challenges and phase, we provide consistent support from upstream business concept development all the way through to concrete IT implementation and operational adoption.

— How do you think about AI’s role in all of this?

AI is ultimately a means to improve productivity. Information that used to require significant time for a person to research and organize can now be turned into the needed output in a short time using AI.

That said, what AI outputs cannot simply be handed to clients as-is. Checking whether the content AI has generated is accurate, and organizing and supplementing it in relation to the client’s business and challenges — that is what gives it meaning as a proposal.

We are actively using AI within our own firm first, working to improve the productivity of our consulting operations. We intend to take the insights gained from that practice and apply them to client support going forward.

— “Productivity” is clearly an important keyword in your support as well.

Yes. We think about productivity using the simple formula: output ÷ input. Output is results such as revenue and profit; input is resources invested such as people and capital. In other words, improving productivity requires growing outcomes, reducing inputs, or pursuing both.

The use of technology and AI is a very effective means of achieving that. That said, they are ultimately nothing more than means. DX is the same — it should properly be a means of achieving the goal of improving productivity.

Without being distracted by the tools and trends of the moment, we always think about technology utilization from the perspective of “how do we improve this client’s productivity?” — and that shapes our support.

— There are certainly many executives who feel “we need to do DX” but don’t know where to start.

Exactly. DX is a broad term and it’s true that it means different things to different people. But what can be said universally is that the impact of data and technology on business will only grow larger in the future.

That is precisely why we are always thinking about how data and technology can be leveraged in ways that are directly tied to business outcomes for our clients — so that “doing DX” doesn’t become the goal in itself.

— Are there other things you keep in mind when supporting clients?

Yes. We place great emphasis on realistically optimizing the structure of operations and systems without compromising business performance.

For example, core system (ERP) renewal is one of the themes many companies are actively working on. But trying to meet every requirement results in enormous costs and time, and cutting features or scope too aggressively can create inefficiencies in the field.

At Neovista, we believe this kind of dilemma is precisely the kind of theme that technology can solve. Rather than making ERP accommodate every requirement, depending on operational priorities and characteristics, we propose and design realistic structures for maintaining business performance — including the use of peripheral technologies such as data integration platforms that seamlessly connect cross-departmental information, and flexible application development using low-code tools.

Experiences Uniquely Available During This Growth Phase

— How many employees do you currently have? Could you also tell us about project structure?

We have about 46 employees, and we are continuing to hire actively.

Projects typically run with a Manager or Senior Manager as the field lead, and two to five staff-level members added to the team.

— Are most of your clients large corporations?

Over 70% are large corporations; the remaining 30% are PE fund portfolio companies including mid-tier businesses. Large corporations have built their operations by accumulating layers over the past, which means we frequently see cases where inefficient processes remain — heavy reliance on Excel in a person-dependent way, for example. Restructuring these companies’ operations is a major focus of our work.

— In terms of working style — is on-site residence at client locations the norm, or is remote the main approach?

In principle, on-site residence or hybrid tends to be the most common. Hybrid means things like committing to certain days of the week at the client’s site, or only going to the client for meetings. We discuss with each client what working arrangement is best and decide on it project by project.

— Could you tell us about the experiences unique to Neovista and the company’s appeal?

The fact that our headcount is still small means we can advance a wide range of work with speed as the priority — and that is a major attraction. One example is new graduate recruitment: it would be too much for me to handle single-handedly, and honestly I find it quite difficult to truly understand what today’s students are thinking. So at our company we have newer employees get involved in recruitment as well, bringing the sensibility of younger people to drive the hiring process with genuine speed.

Our employees work with high motivation, and rather than me saying “please do this,” each person thinks independently and acts on their own initiative. The opportunity to grow as a consultant while also experiencing what it’s like to grow a startup like ours together — that is something I see as a major attraction.

— That’s a significant appeal of being at this stage of the journey.

Yes. I expect that up through about 2026 we’ll remain in the startup growth phase, and beyond that, a range of different management challenges will emerge as we move toward expansion. I want every employee to be involved in the company’s management within areas of interest to them — without neglecting their core work. The ability to accumulate diverse experience at a consulting firm where everyone participates in management is, I believe, a major attraction of our company.

Being able to learn from the know-how and expertise of experienced people with diverse backgrounds is also a major appeal. We have many people at our company with unique experiences, and through working together you’ll be able to absorb those insights. I want to build a cycle where each employee’s experience is shared through Neovista and passed on to junior colleagues. If that cycle gets turning, the organization will be able to grow significantly.

The Choices Two People Made Out of Diverse Backgrounds

— I’d like to ask about your backgrounds. Mr. Kimura, could you go first?

I joined Accenture in 2000 and started out in the operational consulting team, doing consulting for power companies and telecommunications carriers. After leaving Accenture in October 2004, I launched a business strategy office at a small investment company. After two years there, I joined Advantage Partners in 2007 and worked on the REX Holdings (food service and retail) deal. I was primarily responsible for the hands-on work of a franchise-model food service business, but since I had no sales experience, I ran into the challenge of not knowing how to grow the number of franchise locations. Realizing that my own growth would be limited without developing sales skills, I joined BayCurrent Consulting’s sales division in 2011. I couldn’t produce the results I wanted at first, but gradually accumulated experience and developed my sales skills. Subsequently, back at Accenture, I worked on sales around how to use smart devices as a transformative tool in the context of digital consulting organization launch.

From 2014 I served as CFO of a startup handling fundraising, and joined Unison Capital in 2016. At Unison I was involved for over eight years in the end-to-end process of deal sourcing, value enhancement, and exit, leaving in October 2024 and founding this company the following month.

— You have an incredibly broad range of experience. Was there something that led you to Accenture as a new graduate?

When I started job hunting, I was thinking about becoming a pilot — something I’d dreamed of since childhood. But I failed the medical exam in the final stage of the internal pilot training program selection. With my pilot dream shattered and feeling at a loss, I applied to Accenture, received an offer, and started my career as a consultant.

— Mr. Sugita, could you tell us about your career background?

I joined Accenture as a new graduate in 2009 and was there through March 2025. When I first joined, I worked on IT system projects such as Salesforce implementation in manufacturing and distribution.

I then worked on IT strategy projects at trading companies and others before transferring to a group called “Mobility.” This was around the time smartphones were starting to spread widely, and the focus there was on transforming businesses and operations using technologies and data such as mobile devices and IoT data. I was involved in new business exploration and operational transformation projects in that group for about three years.

I subsequently moved from Mobility to a group called “Industry X,” handling production reform and logistics reform at manufacturers — including production departments, design, and logistics. After accumulating experience across this wide range of departments, I was approached by the company’s founder, Mr. Kimura, and joined Neovista in April 2025.

— So it was Mr. Kimura’s invitation that was the catalyst. What led you to Accenture as a new graduate?

I originally aspired to be an automotive engineer, and at university I was in a mechanical engineering department specializing in automotive engines. But as my research deepened at university, I found myself wanting to engage with a wider variety of work in the world. And given my nature of being easily influenced by my environment, I also deliberately wanted to place myself in a demanding one — which led me to choose the consulting path.

The Meaning Behind the Company Name and the Vision for the Future

— Could you tell us about the origin of the company name?

The name was chosen to embody the wish to “look toward a new vista together with our clients.” Japan’s GDP has barely grown since the bubble economy collapsed, and compared with other countries it has been on a path of stagnation. The market going forward will shrink further, and companies with low productivity will be weeded out. Within that context, I feel there is a genuine need for companies that can help businesses change their fundamental constitution and improve productivity. I believe that if consultants can bring technology to Japanese companies and raise productivity, that will lead to revitalization. In the extreme, if a client builds highly productive operations, fewer employees should be able to generate the same outcomes. And to the companies that survive in that way, we would like to be able to say, “Shall we go see a new vista together?” That vision of society is what we embedded in the company name.

— Finally, could you each tell us about your vision for the future? Mr. Kimura, could you start?

I want to grow the company to 1,000 employees within five years. If we hire about 200 people by next year and those people grow into core Manager-level roles or above five years later, that gives 200 Managers for every 800 Members — a 1:4 ratio. I want to build a consulting firm that maintains that 1:4 balance between those who teach and those who learn, where people develop each other.

My ideal is not to rely on a handful of motivators, but to have employees develop each other. When the members who are in their twenties now reach their early thirties and mentor their own junior colleagues, and when doing that mentoring is recognized and valued, they will develop a genuine attachment to the organization. I believe that if that cycle continues, the whole company will gain momentum.

— Mr. Sugita, could you share your personal vision as well?

I want to handle consulting that introduces cutting-edge technology in alignment with each client’s background and objectives, and maximizes the resulting benefits. Currently, diverse services are emerging for specific industries and sectors, but companies that are actually using them to drive meaningful results are not necessarily numerous. For those companies, I want to provide consulting that uses the right approach for each one — delivering maximum effect from minimal investment.

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【Post-Interview Note】

Neovista Inc. — Company Information

Representative Director	Yota Kimura
Founded	November 2024
Employees	46
Business Activities	・DX/AI consulting

Neovista Inc. — Job Listings

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