[Interview with Satoshi Yamaki, President and CEO of Regrit Partners Inc.] “Thoroughly hone individual capabilities” – From there, transform the industry, Japan, and the world

The consulting population continues to grow. Among them, Satoshi Yamaki, President and CEO of Regrit Partners Inc., who aims to become “a talent-producing company in the consulting industry,” says that enhancing the capability of the “individual” is important. What are the initiatives of a consulting company drawing a large growth curve and looking to the world, and what kind of talent are they seeking now?

Starting from the desire to personally solve the challenges surrounding the industry

──Mr. Yamaki, you’ve experienced consulting at various companies. What challenges in the consulting industry have you felt during that time?

In the current consulting industry, I think most firms have the challenge of doing “product-out consulting.” There are two problems with product-out consulting: first, “it doesn’t lead to essential problem-solving for clients,” and second, “individual consultants don’t grow.”

In the case of “product-first services” where there’s a fixed system or service that’s predetermined to be delivered to clients, having a fixed product creates the problem of having to sell it no matter what. This means “having to push it even when it doesn’t fit the client’s challenges,” which I don’t think is the optimal solution for clients.

Therefore, our company provides issue-driven support that enables clients to become self-reliant and self-propelling. We aim for essential problem-solving by discovering both visible and invisible challenges and determining what to prioritize. Of course, there’s certain demand for product-out consulting, so I don’t fundamentally deny it. However, that’s not what we aim for, and I believe what we’re trying to do is the true essence of consulting. I want to create an elite group that can truly solve problems in response to the challenges of the consulting industry, contribute to society, and destroy the unreasonable conventions of the consulting industry.

Another issue with product-out is that individual consultants cannot develop the fundamental ability to discover and solve essential problems.

Although solving corporate problems is the consultant’s job, they can belong to a company regardless of problem-solving and get paid just by transplanting company-provided services to clients. I think “strong individuals” capable of problem-solving cannot grow in such a salaryman-style industry structure.

To survive, “thoroughly hone individual capabilities”

──Is the desire to “create strong individuals” related to the term “CxO Firm” that your company has set as its Vision?

Yes. I think “CxO Firm” is a term that succinctly represents our company. We aim to produce 1,000 CxOs as a result of honing individual capabilities.

I feel that in modern society, the era of relying on company brand has already ended, and the era of strong individuals coming to life has arrived. Whether in a big firm or small firm, what creates the initial opportunity is the existence of intense individuals. First, after honing individual capabilities, get to a state where you can help the client in front of you. We aim for a state where this chains and grows, eventually leading to “changing the world.” As the working population continues to decrease, we aim to be a company that can create key leaders. Under our core value of “thoroughly hone individual capabilities,” we have set the “CxO firm” vision.

──Please tell us about the actual initiatives to realize the “CxO firm.”

At Regrit, we support individual growth by rotating both wheels of “consulting business” and “consulting + 1.”

──Then first, could you tell us about the consulting business?

Regrit’s consulting is divided into three areas: “CxO Agenda,” “Operation X,” and “Digital.” “CxO Agenda (Management Strategy and Business Concept Proposals)” refers to the overall conceptualization in digital transformation, including new business development and existing business strategy formulation. This represents about 10% of all projects. “Operation X (Business Structure Reform Support)” is the theme of business reform in front and back offices. This represents about 50%. The remaining 40% is so-called “Digital (Technology Implementation/Utilization Support),” various IT department support, including core system renewal from CxO Agenda.

──Is there anything distinctive about the proportions of the three areas?

I think it’s distinctive that the Digital proportion, which is about 80% at other companies, is just 40% at Regrit.
The reason is that since we have issue-driven as our service policy, we don’t do product-first consulting, and we often enter from business reform. Therefore, we gradually shift from operations to digital, utilizing technology as a means, which reduces the Digital proportion.

Another factor is that our company doesn’t do large-scale system development like SAP implementation. We don’t have specialized teams for major solutions either. I think it suits those who want to truly learn issue-driven consulting that isn’t solution-first problem-solving.

──You mentioned you don’t do large-scale system development. What scale of projects do you typically have?

The average is about 3-5 people per team. For example, if a team has 50 people, each person’s discretion and workload becomes small, making it hard to develop a sense of ownership. But with about 3 people, you feel “I have to make this work,” which I feel leads to growth.

──Why do you focus on enterprise clients?

In individual careers, I think track record at enterprises is an indicator that measures individual value. At Regrit, we aim for individuals who have worked with enterprises and earned trust to fly out to bigger horizons. Therefore, to ensure individuals can be active even after leaving Regrit, we focus on projects with higher growth angles.

However, consulting for enterprises is extremely difficult.
Enterprises operate their businesses daily by utilizing many resources for continuous brushing up. Yet they still face problems and consult with us. Doing issue-driven consulting for such enterprises is extremely difficult work. Unless you’re prepared to face such tough situations, it may be difficult to do consulting at Regrit.

──Next, could you tell us more about Consulting + 1?

“Consulting + 1” is a system that provides an environment for multi-faceted capability development by being involved in core operations such as sales, recruitment, business planning, and management beyond consulting work.
The mechanism allows each person to proactively develop multi-faceted capabilities in parallel with their assigned projects, which I consider to be an opportunity for individual growth and differentiation from others.

──Being able to gain real business experience, not just consulting, is valuable.

I think working on consulting alone is insufficient to realize our company’s goal of “CxO Firm.”
Consultants’ weakness is low resolution of business. Since they’ve only transformed other companies’ businesses, they’re not good at launching and driving their own business.
For example, if a person without sales experience formulates a sales strategy, its feasibility is questionable. And if a person without business experience starts a new business, realization is difficult.
To face such situations, you need persistence and strength of will beyond logical thinking, and the ability to flexibly respond to change. To launch from 0 to 1, capabilities different from those of a consultant are required.
With many consultants lacking business management experience, strong individuals capable of supporting businesses won’t easily emerge from this industry.

The +1 activities lead to business understanding and allow acquiring skills beyond consulting, which I consider differentiation from others as an individual. The +1 activities operate on the principle that anyone, regardless of role or rank, can take charge of areas they want to do. I think this would be very rewarding work for those who want to grow their abilities.

Major firms don’t have provision environments like “Consulting +1” covering all employees, so many consultants who were unsatisfied at large firms and people aiming to become consultants from different industries gather at our company.

I’m building an environment where people who surpass me will keep emerging, so I want them to use this mechanism to develop their “individual” power.

Regrit Partners is a companion for those who want to become someone

──What kind of talent are you looking for for future growth?

People with the ambition to “become someone.” In today’s constantly changing world, those who can point the arrow at themselves and move forward without relying on company brand. People who want to build their own brand in that process. I want to work with people who have such ambitions.
Honing individual capabilities means branding yourself. Rather than relying on company brand, I want them to think “even if our company falters, I’ll be able to make a living anywhere.” If you think that way, you’re more than welcome.

──Thank you. Finally, please give us a message.

Currently, more members joining our company are those who have abandoned major brand names to take on this challenge. They all empathize with Regrit Partners’ aspirations. For those who think “I want to develop new skills looking toward the future” or “I want to broaden my expertise and grow into a strong business person,” our company has unlimited opportunities. For those who want to seriously “thoroughly hone individual capabilities” while engaging in management practice in-house and enhancing their consulting skills, please join us. We are not yet anyone. But someday, we will change this country and become an industry-leading presence. I look forward to meeting strong individuals who empathize with these aspirations and will transform the industry with us.

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[Interview Postscript]

Regrit Partners Inc. Company Information

Company Name	Regrit Partners Inc.
Founded	August 7, 2017
Business	Consulting business (Strategy/Operation/Technology) Career Frontier Business
Representative Director	Satoshi Yamaki
Capital	100 million yen
Location	Tokyo Office Kioi Tower 13F, Tokyo Garden Terrace Kioicho, 1-3 Kioi-cho, Chiyoda-ku, Tokyo Directly connected to Tokyo Metro “Nagatacho Station,” 1 minute walk from “Akasaka-mitsuke Station” Osaka Office billage OSAKA, 8F Osaka Ekimae Daiichi Bldg., 1-3-1 Umeda, Kita-ku, Osaka 4 minutes walk from JR “Osaka Station”
Association Membership	JILS (Japan Institute of Logistics Systems)

Regrit Partners Inc. Job Opening Information