Haruku Horiuchi

Responsibilities:
- Oversee the product development organization in the marketing area (organization size: approximately 140 people). Also, concurrently manage the customer success organization (organization size: approximately 50 people) that promotes the use of a wide range of platform services (membership, points, payments, marketing, etc.) that contribute to the development of the group's ecosystem.

Key Achievements:
- Promoted the transition from individually operated… さらに表示

Responsibilities:
- Oversee the product development organization in the marketing area (organization size: approximately 140 people). Also, concurrently manage the customer success organization (organization size: approximately 50 people) that promotes the use of a wide range of platform services (membership, points, payments, marketing, etc.) that contribute to the development of the group's ecosystem.

Key Achievements:
- Promoted the transition from individually operated product-type organizations to a matrix-type organization, contributing to improved organizational efficiency through standardization of decision-making and development processes.
- Vertically launched customer success and account management organizations to promote platform usage, visualized platform usage status, identified issues for improving utilization rates, and reflected them in the product roadmap.
- Promoted efficiency across the group by redefining the roles of each location and transferring/closing operations at specific locations. 部分表示

Responsibilities:
- Management of software intellectual property (IP), overall responsibility for related business P&L (annual sales of 10 billion yen), product pricing to ensure compliance with transfer pricing taxation, and formulation of product strategies based on P&L plans.
- Concurrently served as General Manager of the product development organization in Japan, managing the global organization in the marketing area (organization size: approximately 200 people).
- Formulation of… さらに表示

Responsibilities:
- Management of software intellectual property (IP), overall responsibility for related business P&L (annual sales of 10 billion yen), product pricing to ensure compliance with transfer pricing taxation, and formulation of product strategies based on P&L plans.
- Concurrently served as General Manager of the product development organization in Japan, managing the global organization in the marketing area (organization size: approximately 200 people).
- Formulation of medium-term business plans and roadmaps, and consensus building with management.
- Recruitment and development of management personnel.

Key Achievements:
- CAGR of +30% in sales revenue and operating profit.
- Established and expanded local sales, product management, product marketing, and SRE teams from 0 to 15 people.
- Reduced the number of system incidents by more than half through continuous product quality improvement.
- Achieved efficient organizational management by strengthening organizational governance (clarification of responsibility boundaries, development investment approval, P&L budget/actual management, sales pipeline management, etc.). As a result, achieved a smooth handover of duties to locally hired leaders. 部分表示

Management of product development organization (annual cost of 1.2 billion yen, organization size: approximately 70 people).
Defined vision and mission, organization of product portfolio, and formulation of product roadmap.
Domains: Marketing personalization, logistics optimization.

Achievements:
- Promoted product integration with other departments and realized the launch of a new organization with 120 people.
- Demonstrated the strategic direction of multiple organizations… さらに表示

Management of product development organization (annual cost of 1.2 billion yen, organization size: approximately 70 people).
Defined vision and mission, organization of product portfolio, and formulation of product roadmap.
Domains: Marketing personalization, logistics optimization.

Achievements:
- Promoted product integration with other departments and realized the launch of a new organization with 120 people.
- Demonstrated the strategic direction of multiple organizations and products through the introduction of OKRs, and established large-scale organizational direction through indicator management.
- Promoted the transition from a project-type organization to a product-type organization, and realized the linkage between the achievement of product indicators and organizational results.
- Optimized the product portfolio through the abolition and transfer of products that were not in the core area, and realized the reorganization of the product portfolio to match the organizational objectives.
- Promoted the introduction of value-based product pricing from a business model of cost allocation for personnel and infrastructure, resulting in a 106% increase in the budget acquired over two years.
Promoted three managers to Senior Manager, developing next-generation leaders. 部分表示

Management of newly launched products (overseeing a team consisting of product managers, data engineers, and data scientists).
Domains: Credit management using machine learning, customer behavior prediction scoring.

- Promoted a series of product management tasks, including identifying business issues, translating them into product requirements, and managing development progress, achieving the following business contributions:
- Reduced personnel costs by over 100 million yen per… さらに表示

Management of newly launched products (overseeing a team consisting of product managers, data engineers, and data scientists).
Domains: Credit management using machine learning, customer behavior prediction scoring.

- Promoted a series of product management tasks, including identifying business issues, translating them into product requirements, and managing development progress, achieving the following business contributions:
- Reduced personnel costs by over 100 million yen per year by reducing the number of payment collection calls.
- Improved customer LTV by 2.6 billion yen per year through marketing measures for dormant members with a high probability of returning.
- Contributed to the visualization of results and improved recognition of the product team in India through remote project promotion with the Indian subsidiary. 部分表示

Engaged in strategy, finance, and business development operations directly under the Chief Data Officer (CDO) (organization size: approximately 3 people).

- Established corporate functions under the CDO from scratch, contributing to the smooth operation of an organization with 200 people.
- Promoted the formulation of medium-term organizational plans and budgets, contributing to the acquisition of budgets for organizational expansion and the recruitment of management personnel.
-… さらに表示

Engaged in strategy, finance, and business development operations directly under the Chief Data Officer (CDO) (organization size: approximately 3 people).

- Established corporate functions under the CDO from scratch, contributing to the smooth operation of an organization with 200 people.
- Promoted the formulation of medium-term organizational plans and budgets, contributing to the acquisition of budgets for organizational expansion and the recruitment of management personnel.
- Launched a company-wide data and AI utilization promotion program, contributing to the fostering of a data-driven corporate culture. 部分表示

Engaged in both investment front-end operations and middle/back-end management operations at a corporate venture capital firm.
- Investment operations (sourcing, due diligence, contract negotiation, post-investment management support).
- Corporate planning, fund GP operations (portfolio strategy, internal control, stakeholder management and reporting such as LPs, Financial Services Agency).
- Domains: SaaS, AI, IoT, Entertainment.
- Regions: Japan, Taiwan, Singapore, Indonesia… さらに表示

Engaged in both investment front-end operations and middle/back-end management operations at a corporate venture capital firm.
- Investment operations (sourcing, due diligence, contract negotiation, post-investment management support).
- Corporate planning, fund GP operations (portfolio strategy, internal control, stakeholder management and reporting such as LPs, Financial Services Agency).
- Domains: SaaS, AI, IoT, Entertainment.
- Regions: Japan, Taiwan, Singapore, Indonesia, Israel, United States.
- Fund size: 26.5 billion yen, Investment target: All stages.

Achievements:
- Executed a total of 7 investments worth approximately 1 billion yen, with successful returns 5 out of those.
- Produced 2 companies listed on the Tokyo Stock Exchange Growth Market, 1 company listed on the Singapore Exchange (SGX), and 2 M&A exits. 部分表示

Supported the planning and promotion of business and capital alliance projects for management and business divisions as an in-house M&A advisor.
- Formulation of alliance structures, due diligence, negotiation of contract terms, and support for group companies.
- Corporate planning operations: Executive reporting such as competitor analysis, and program management operations such as management meeting operations and joint incubation programs for group companies.
- Domains: Telecom… さらに表示

Supported the planning and promotion of business and capital alliance projects for management and business divisions as an in-house M&A advisor.
- Formulation of alliance structures, due diligence, negotiation of contract terms, and support for group companies.
- Corporate planning operations: Executive reporting such as competitor analysis, and program management operations such as management meeting operations and joint incubation programs for group companies.
- Domains: Telecom, Entertainment, IaaS, IoT, Data Consulting. 部分表示