Kota Yoshizawa<\/strong><\/p>\n\n\n\n A graduate of Keio University, he began his career at an integrated sales-and-manufacturing SIer, working as both a salesperson and engineer. He then moved to Abeam Consulting as a consultant, supporting clients in manufacturing, retail, and trading companies. He subsequently joined an AI startup as Head of Sales and Delivery. When that company was acquired by a listed corporation, he founded Quontier and became its Representative Director. Alongside this, he has broad experience in the 0-to-1 and 1-to-10 phases of company building, including co-founding another venture (which scaled to 70 employees within a year) and serving as an outside director.<\/p>\n\n\n\n\n\n\n\n Gen Hayashi<\/strong><\/p>\n\n\n\n A graduate of Keio University, he joined Deloitte Tohmatsu straight out of university, where he was assigned to the Public Sector Digital Strategy Division, handling digital-related projects for central government agencies and local authorities. He worked on launching new digital businesses, running proof-of-concept projects, and supporting implementation under the theme of smart cities, and also gained experience on proprietary in-house app development. He subsequently received an offer from Yoshizawa to join Quontier and made the move. He currently serves as a Senior Consultant at Quontier.<\/p>\n<\/div><\/div>\n\n\n\n We provide end-to-end support spanning everything from business strategy formulation premised on digital infrastructure utilization through to IT system implementation. Successfully achieving DX requires combining IT and strategy so that both work organically together. To that end, we focus on combining effective strategy formulation with the IT systems indispensable to executing that strategy, enabling us to drive the results that clients are seeking through DX.<\/p>\n\n\n\n We also support new business development for IT vendors and SIers. Among these companies, a growing number are looking beyond simply providing products and services, and are considering consulting \u2014 leveraging the expertise they have built up in-house \u2014 as a new line of business. While many companies lose their way when trying to develop new businesses, we see our role as helping them build a new business pillar by drawing on our own new business development know-how.<\/p>\n\n\n\n Our core demographic is people in their late twenties to early thirties, and our team brings together members with diverse backgrounds \u2014 including alumni of major consulting firms, people from corporate planning roles at operating companies, and engineers.<\/p>\n\n\n\n Projects are typically staffed by teams of two to three people. Manager-level staff often take the front-line lead in advancing projects. Because our work frequently involves diving into new business development alongside clients, it’s not unusual to be based at a client’s site. Recently, however, we have been putting increasing effort into building flexible working arrangements \u2014 including a higher frequency of remote work \u2014 in response to the needs of both clients and our own team members.<\/p>\n\n\n\n Large corporations make up the majority of our clients. Project scales range widely, and the counterparts we work with vary accordingly. For a typical-sized project, department heads are the most common point of contact; for large-scale, company-wide projects, we also frequently interact directly with front-line staff.<\/p>\n\n\n\n Engagement durations vary from three months to multi-year relationships. Our support doesn’t end once a system has been built or a business strategy formulated \u2014 the goal is to help the client move closer to where they want to be. Our role is to consistently pursue strategies and measures with the end goal in mind, never settling for partial optimization. We believe that what matters most is not getting caught up in immediate issues, but continuing to search for the best path all the way to the goal.<\/p>\n\n\n\n Consulting experience is not necessarily the priority. We are looking for people with the right aptitude and a clear vision for their future. More specifically, people with strong drive to grow \u2014 who are willing to put in the work to realize their vision \u2014 are the right fit.<\/p>\n\n\n\n That said, character is equally important. As a consultant, there are times when you have to speak hard truths to a client. What’s required isn’t just technical consulting skill \u2014 building the kind of personal rapport and relationships that make clients genuinely receptive to what you have to say is indispensable. Anyone who cannot demonstrate a willingness to put the client’s situation ahead of their own position or preferences will not be able to do this work. I would venture to say they wouldn’t be suited to consulting in general.<\/p>\n\n\n\n We have people who came from consulting backgrounds, as well as those with experience in system development, sales, and corporate planning. Even among those with no prior consulting experience, people who have built skills across multiple business domains \u2014 say, someone who moved from sales into corporate planning rather than staying in sales alone \u2014 are thriving here.<\/p>\n\n\n\n Consulting tends to be seen as a role that demands natural aptitude, but the mental fortitude to keep engaging tenaciously with clients is equally essential. When I think about it from that angle, I feel that people with genuine grit \u2014 those who can keep putting in steady, persistent effort \u2014 naturally tend to find their way to us.<\/p>\n\n\n\n I’m looking for people who can keep facing up to their role even when they hit a wall, results stop coming, and the urge to walk away becomes overwhelming.<\/p>\n\n\n\n I’ve had my own share of genuinely bitter experiences as a consultant, and I’ve come to believe that a person’s true character comes through most clearly in difficult moments. I’ve seen it many times: when a team is in a tough spot, it’s the person who summons the courage to reach into the fire \u2014 to step up and find the thread that leads to a solution \u2014 who saves the project. I’d love to push each other forward and grow together alongside people who, even in adversity, can keep their awareness of those around them, reconnect with their own role, and face down the obstacles in front of them.<\/p>\n\n\n\n Studying statistics at Keio University opened my eyes to the joy of using data to form hypotheses, and I decided to pursue a career in marketing. After graduating I joined an integrated sales-and-manufacturing SIer, where I was involved in everything from client proposals to system delivery, and learned an enormous amount \u2014 including not just software engineering skills but also the fundamentals of project management.<\/p>\n\n\n\n I then moved to Abeam Consulting, where I worked as a consultant supporting clients in manufacturing and retail. But as time passed, a desire began to grow in me: I wanted to sharpen my picture of entrepreneurship, a dream I’d carried since my student days. That led me to join an AI-focused startup.<\/p>\n\n\n\n At the startup, I had the opportunity to learn firsthand what it takes to build a company, experiencing it directly rather than observing from afar. About a year and a half in, the company was absorbed by a listed corporation \u2014 and that became the catalyst for founding Quontier. Once we reached the stage where we could start hiring, I reached out to Hayashi and brought him on as our first employee.<\/p>\n\n\n\n I’d had a vague desire to build my own company for some time. The moment it crystallized into a real intention was when a senior from my university circle, Daiki Koga, invited me to start a business with him. The timing didn’t work out and I wasn’t able to join him then, but watching him go on to found Oishii Farm \u2014 a company that grows Japanese strawberries in the United States and has attracted attention both domestically and internationally \u2014 made the outline of my own dream come into much sharper focus.<\/p>\n\n\n\n I had always had entrepreneurial aspirations myself, and I wanted to experience the phase of building a company from nothing \u2014 so I accepted without hesitation. Like Yoshizawa, I’m a Keio University graduate. After finishing university I joined Deloitte Tohmatsu and worked on consulting for central government agencies. But Deloitte Tohmatsu is a mature, large organization, and I began to feel there might be limited scope to learn the things I needed to learn with entrepreneurship in mind. The timing of the approach couldn’t have been better \u2014 I had no doubts at all.<\/p>\n\n\n\n Based on my study-abroad experience at university, I concluded that consulting was the most suitable career for developing myself as a business professional. My time as manager of the basketball club at university also made me feel it might be a natural fit for me.<\/p>\n\n\n\n During my time as basketball club manager, I tackled team operations and day-to-day management with a book on organizational management consulting in hand. Through that experience, I came to see strong parallels between the work of a consultant and that of a team manager.<\/p>\n\n\n\n Of course, without players who actually step onto the court, a team cannot achieve its goals. But I experienced firsthand how a manager who pursues victory with the same intensity as the players can help close the gap to the goal enormously. That made me want to support clients \u2014 the players \u2014 from a position like that of a manager, and it’s what led me to pursue a career in consulting.<\/p>\n\n\n\n The name combines “\u4e45\u9060” (kuon) \u2014 a Japanese word meaning “eternity” or “timelessness” \u2014 with “frontier,” expressing our intention to keep challenging uncharted territory. It carries the wish to never lose the spirit of perpetual challenge and to keep moving the business forward.<\/p>\n\n\n\n Even among boutique firms known for being lean and elite, my impression is that we have gathered people who are generalists rather than narrow specialists \u2014 people with nerve and resilience, who are lively and genuinely liked by those around them. Precisely because we are a boutique firm that cannot rely on the name recognition of a major brand, the real caliber of each consultant is what counts. Rather than prioritizing experience and credentials, we hire for raw intellectual horsepower, communication ability, character, and vision \u2014 and after joining, we develop the foundational consulting competencies we call “bare-hands capability”: the ability to read, listen, and speak. This approach to hiring and development is, I believe, why we have ended up with people who can step into a completely unfamiliar domain and engage with it without flinching.<\/p>\n\n\n\n My hope for our people in the long run is that they don’t conclude their working lives as consultants, but go on to take roles where they carry real accountability \u2014 as business unit leaders and beyond. Consulting is unquestionably valuable work, but it is always, at its core, a role in support of someone else’s success. I genuinely believe that when people who have built experience and knowledge here go on to create new businesses and generate new value, that contributes to the growth of the country. That is precisely why I want our people to envision careers that don’t end with consulting.<\/p>\n\n\n\n In addition to expanding our current business model, we have our sights set on new ventures that package our knowledge into products and solutions for clients. Creating the kind of environment from which entrepreneurs emerge is something I see as part of my own role as the company’s founder.<\/p>\n\n\n\n Companies like McKinsey and Recruit \u2014 whose alumni have gone on to build successful businesses in large numbers \u2014 benefit from the trajectories of those people in terms of brand building as well. We will keep pushing to grow into a company that can compete both domestically and internationally, and that produces a generation of business leaders.<\/p>\n\n\n\n Working inside Quontier as it grows, I’ve been able to learn through an entrepreneurial lens \u2014 seeing how to bring people along and scale a company, and how to take on challenges that shift day by day. The work of a consultant involves forming hypotheses and testing them against questions that have no predetermined answers \u2014 and I believe that mindset is exactly what is called for when you are growing a business of your own. Being part of Quontier from this growth stage, I believe, is shaping the entrepreneurial perspective I’ll need.<\/p>\n\n\n\n The vision our founder holds \u2014 “I want Quontier to one day be a place that produces entrepreneurs” \u2014 is one I share entirely. When I eventually start my own company, I want to say with genuine pride: “I came from Quontier.” If the people who work here feel that way, there is nothing that could make me happier. For now, my goal is for every member of the Quontier team to keep challenging themselves, keep growing, and make the time we spend here truly worthwhile.<\/p>\n\n\n\n Representative Director Yoshizawa’s words \u2014 “I don’t want people to end their careers as consultants; I want them to become business leaders who carry real accountability” \u2014 conveyed a powerful commitment to nurturing the next generation of entrepreneurs. The company’s strengths lie in a development culture that prioritizes foundational “bare-hands capability” \u2014 the ability to read, listen, and speak \u2014 over accumulated experience, and in the practical effectiveness that comes from fusing IT and strategy.<\/p>\n\n\n\n What stood out most during the interview was a culture that prizes the kind of “accountability” that means stepping up and reaching into the fire in times of adversity. The sight of energetic members in their late twenties and early thirties taking on genuine, non-partial transformation is striking. True to a company name that means challenging the “frontier” with “timeless” resolve, this is a firm I wholeheartedly recommend to anyone who wants to build the strength to compete anywhere in the world. If you aspire to one day say with pride “I came from Quontier,” and want to walk the path toward business leadership armed with raw intellect and resilience \u2014 this company is waiting for you.<\/p>\n\n\n\n ConsulNext Senior Consultant<\/strong>Supporting DX That Generates Genuine Results<\/h2>\n\n\n\n
![\"Quontier,](\"https:\/\/mirai-works.co.jp\/consulnext\/wp-content\/uploads\/2024\/09\/company_quontier_01-1600x900.jpg\")
<\/figure>\n\n\n\n\u2014 Could you tell us about Quontier’s business?<\/h3>\n\n\n\n
\u2014 Could you tell us about your team composition and how projects are structured?<\/h3>\n\n\n\n
\u2014 What does your client base look like \u2014 large corporations, SMEs, startups?<\/h3>\n\n\n\n
We Want to Bring In People with the Aptitude for Consulting and the Accountability to Own Their Role \u2014 More Than Experience<\/h2>\n\n\n\n
![\"Kota](\"https:\/\/mirai-works.co.jp\/consulnext\/wp-content\/uploads\/2024\/09\/company_quontier_02-1600x900.jpg\")
<\/figure>\n\n\n\n\u2014 I understand the company is ramping up hiring at the moment. What kind of people are you looking for?<\/h3>\n\n\n\n
\u2014 What kinds of people have joined the company so far?<\/h3>\n\n\n\n
\u2014 I’d also like to ask Senior Consultant Hayashi, who works on the front lines. What kind of people are you looking for?<\/h3>\n\n\n\n
With Trusted Colleagues on Board, Quontier Is Finally Moving<\/h2>\n\n\n\n
![\"Kota](\"https:\/\/mirai-works.co.jp\/consulnext\/wp-content\/uploads\/2024\/09\/company_quontier_03-1600x900.jpg\")
<\/figure>\n\n\n\n\u2014 Could you walk us through your career, Mr. Yoshizawa?<\/h3>\n\n\n\n
\u2014 You mentioned having had entrepreneurial ambitions since your student days. Was there a particular trigger for that?<\/h3>\n\n\n\n
\u2014 You mentioned scouting Mr. Hayashi as the first employee. How did you feel when you received that offer, Mr. Hayashi?<\/h3>\n\n\n\n
\u2014 You joined Deloitte Tohmatsu straight out of university. What led you to pursue consulting?<\/h3>\n\n\n\n
I Want to Build the Kind of Soil from Which Entrepreneurs Can Grow at Quontier<\/h2>\n\n\n\n
![\"Kota](\"https:\/\/mirai-works.co.jp\/consulnext\/wp-content\/uploads\/2024\/09\/company_quontier_04-1600x900.jpg\")
<\/figure>\n\n\n\n\u2014 Back to you, Mr. Yoshizawa: is there a story or a meaning behind the company name “Quontier”?<\/h3>\n\n\n\n
\u2014 How do you see the way Quontier’s employees work, from your vantage point?<\/h3>\n\n\n\n
\u2014 How do you want to grow Quontier as a company going forward?<\/h3>\n\n\n\n
\u2014 Mr. Hayashi, could you share your personal vision for the future?<\/h3>\n\n\n\n
\n\n\n\n\u3010Post-Interview Note\u3011<\/h3>\n\n\n\n
![\"\"](\"https:\/\/mirai-works.co.jp\/consulnext\/wp-content\/uploads\/2025\/11\/img-tsukada.jpg\")
<\/figure>\n<\/div>\n\n\n\n
Masahito Tsukada<\/strong><\/p>\n<\/div>\n<\/div>\n\n\n\nQuontier, Inc. \u2014 Company Information<\/h2>\n\n\n\n
<\/span>Company Name<\/strong><\/td> Quontier, Inc.<\/td><\/tr> <\/span>Capital<\/strong><\/td> \u00a520,000,000<\/td><\/tr> <\/span>Founded<\/strong><\/td> March 14, 2022<\/td><\/tr> <\/span>Representative Director<\/strong><\/td> Kota Yoshizawa<\/td><\/tr> <\/span>Employees<\/strong><\/td> 20 (including contract employees and outsourced staff)<\/td><\/tr> <\/span>Banking Partners<\/strong><\/td> Sumitomo Mitsui Banking Corporation, and others<\/td><\/tr> <\/span>Business Activities<\/strong><\/td> \u30fbStrategy consulting
\u30fbIT & operational consulting
\u30fbDX consulting<\/td><\/tr> <\/span>Head Office<\/strong><\/td> 3-3-3 Minami-Aoyama, Minato-ku, Tokyo<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n Quontier, Inc. \u2014 Job Listings<\/h2>\n\n\n\n\n","protected":false},"featured_media":2184,"template":"","meta":{"_acf_changed":true,"swell_btn_cv_data":""},"tags":[],"class_list":["post-7924","industry","type-industry","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"\n