What I have actually owned
Three different jobs, deliberately: creating a business that did not exist, being accountable for one programme end to end, and sitting on the buy side of a deal. They are not the same skill, and I have needed all three.
Build
A global robotics business, from blank page to first orders
Yokogawa Electric Corporation · Business Development, Smart Manufacturing · Tokyo · 2020–2024
Yokogawa had no robotics business. I authored the global business plan that created one — the value proposition, the entry wedge (industrial plant inspection robots), and the sales path — then spent four years making the plan true: platform, partners, pursuits and the first paying customers.
- MVP to commercialisation of the Robot Management Core — fleet management and data contextualisation — with developers in India, robotics engineers in Singapore and the US, and decision-makers in Japan, under C-level sponsorship.
- Built a partner network of 6+ robot, drone and solution companies: Boston Dynamics, ANYbotics, Mitsubishi Heavy Industries, ExRobotics, Taurob, SENSYN — including the business plans Boston Dynamics' top management required across Japan, SEA and the Middle East.
- Led the Petronas RaaS technical-evaluation PoC to a successful close; Petronas committed verbally to adopt the offering. Scoped the Stage 5 assessment: cybersecurity, integration, co-creation, support model, spare parts, logistics.
- Won the first Japanese robotics business directly — a ¥20.2M PoC order from TEPCO PG covering 16 days across 7 sites, plus a related ¥3.7M order.
- Best Performance Award, Yokogawa Group 2024, for commercialisation of the RMC and PIA solutions.
Deliver
End-to-end accountability for an AI control programme
Yokogawa Digital Corporation · AI Product Lead / Program Manager · Tokyo · 2024–present
The step here is not size, it is the kind of ownership. Business development means many pursuits and no accountability for what happens after signature. This role is the opposite: one programme, and my name on the roadmap, the governance, the KPIs, the team and the customer relationship all the way through execution.
- An AI control model to reduce level fluctuation in separators for a UAE national oil & gas operator — plant identification, model design and the technical proposal.
- Owned roadmap, governance, KPIs, dashboards, onboarding and change management end to end, under the AIP5 transformation programme.
- Directed a cross-functional team spanning Japan, UAE and Singapore.
- Built the AI Control Service / FKDPP enablement curriculum — service introduction, case studies, FAQ, sales lifecycle and roleplay content.
Deal
Buy-side analysis on US manufacturing acquisitions
Project-based, for a Japanese manufacturing group · lower-middle-market US industrials · current
Valuation and equipment-appraisal work on a live acquisition pipeline of American manufacturing businesses — machining, metal fabrication, wire harness, controls, industrial distribution — most of them succession sales from owners in their sixties and seventies.
- Built the equipment appraisal model: manufacturing year, maintenance, usage and environmental factors resolved into effective age and failure risk, then into a defensible acquisition price.
- Normalised earnings and owner-replacement analysis — separating what the business earns from what the retiring owner was paying himself.
- Financing structures across SBA 7(a)/504, seller notes and real-estate-secured bank debt, and the asset-versus-stock decision where OEM contracts have to transfer intact.
- Maintained the deal tracker and the GO/NO-GO record across a multi-state pipeline.
Targets, valuations and counterparties are confidential and deliberately omitted.