A podcast that explains Japan’s business, culture, economy, and foreign-resident experience through real stories and in-depth conversations.
Real Gaijin explores the real Japan — the people, places, and ideas shaping the future of the country. From Kyushu to Tokyo, we dive deep into Japan’s economy, work culture, entrepreneurship, immigration, tourism, and the lived experience of foreign residents who call Japan home.
Hosted by Mark Kennedy, Real Gaijin blends reporting, storytelling, and candid conversations with founders, innovators, creators, and community leaders who see Japan with clear eyes. No clichés. No anime filter. Just honest stories and informed perspectives on how Japan is changing — and what comes next.
What we cover:
Life and work as a foreign resident in Japan
Japan’s business culture and entrepreneurial ecosystem
Regional revitalization, demographic change, and local communities
Inbound tourism, immigration, and policy shifts
Economic and cultural trends reshaping modern Japan
Deep dives into Kyushu, Fukuoka, Tokyo, and other regions
Whether you live in Japan, dream of moving here, invest in Japanese markets, or are fascinated by the country’s complexities, Real Gaijin offers insights you won’t find anywhere else.
Keywords (English):
Japan, Japanese culture, Japanese business, Japan economy, Japan work culture, entrepreneurship Japan, foreigners in Japan, expat Japan, living in Japan, immigration Japan, regional revitalization, Kyushu, Fukuoka, Tokyo, Osaka, Japan startups, Japan travel, Japanese society.
日本語キーワード（検索向け）:
日本、日本文化、日本社会、日本経済、日本の働き方、外人、外国人、在日外国人、移住、地方創生、地方移住、九州、福岡、東京、大阪、観光、起業、スタートアップ、地域活性化。
Détails sur Real Gaijin — Japan’s Business, Culture & Life Podcast: A podcast about Japan’s economy, work culture, foreign residen, podcast de Mark Kennedy — Real Gaijin / Japan Business & Culture Commentary
AMA Podcast (S-02, E-16) with Kevin Dias, Founder of Ambiki and The Problem-First Method
Saison 2 · Épisode 16
vendredi 5 juin 2026 • Durée 54:15
Imagine if pediatric therapists could spend less time on paperwork and more time helping children communicate, move, and thrive. Innovative software platforms are transforming how clinics operate across the healthcare industry, and pediatric therapy is no exception. In this episode, we explored how technology, artificial intelligence, and thoughtful software design are helping speech-language pathologists, occupational therapists, and physical therapists reduce administrative burdens, improve patient care, and establish more sustainable practices.
This episode of Real Gaijin’s Ask Me Anything (AMA) podcast series featured an expert in this emerging field, Japan-based Kevin Dias, Founder of Ambiki and The Problem-First Method.
Who is he?
Kevin Dias is the founder of Ambiki, a healthcare technology company that develops electronic medical record (EMR) and practice management software for pediatric speech, occupational, and physical therapy clinics. Originally from the United States, Kevin has lived in Japan since 2008. His career has taken him from investment banking and English teaching to translation technology and healthcare software. Prior to launching Ambiki, Kevin served as the CTO of Sidekick Therapy Partners. There, he helped develop a custom practice management platform that supported the company’s rapid growth from roughly 70 to over 180 clinicians in just three years.
In 2026, Kevin published The Problem-First Method, a book that challenges organizations to focus on solving real problems instead of creating solutions in search of a problem.
He currently lives in Oyama, Japan, with his wife and three sons.
On the agenda
In this conversation, Kevin shared his journey from the United States to Japan and his unconventional career path from English teaching and technology to healthcare software. We discussed the challenges pediatric speech-language pathology (SLP), occupational therapy (OT), and physical therapy (PT) practices face, such as clinician burnout, staffing shortages, and the administrative burden that often prevents therapists from providing patient care. Kevin explained why existing electronic medical record (EMR) systems often fail to meet the needs of pediatric providers, how Ambiki was designed to address these shortcomings, and how AI can help clinicians without replacing them. We also discussed the lasting impact of teletherapy, lessons learned from scaling a healthcare technology company, the principles behind his book The Problem-First Method, and his vision for the pediatric therapy clinic of the future.
Key takeaways
* Increasing your “Luck Surface Area”: Kevin emphasized the importance of proactively learning new skills and taking risks to create more opportunities. He describes this process as increasing one’s “luck surface area.” He demonstrated this concept by teaching himself programming and attempting to solve operational problems during his time as an English teacher. This willingness to go beyond his initial job duties eventually facilitated his successful pivot into the tech industry.
* Leveraging remote work structures: Running a U.S.-based company from a rural area in Japan required Kevin to master asynchronous communication and strategic time management. He is successfully balancing his professional responsibilities with his life abroad by waking up early to overlap with U.S. business hours for meetings and dedicating his remaining time to deep, focused work.
* The “Problem-First Method”: At the core of his business, Ambiki, is the “Problem First Method,” a philosophy that focuses on deeply understanding the specific pain points of a niche customer base. After identifying that speech-language pathologists were underserved by existing software, Kevin built a tailored operating system that addressed their complex administrative and clinical workflows rather than attempting to provide a generalized product.
* The value of local community: Reflecting upon his experience living in Japan, Kevin highlighted how deep integration into a local Japanese neighborhood can provide a vital, supportive safety net. After a frightening health incident involving his middle son, his rural neighbors’ immediate, caring response transformed his perspective on local communal obligations. Being an active, contributing member of the community is a significant and rewarding part of living in Japan, he says.
Timeline
Substack does not yet have the functionality to allow you to use a link to jump to a specific section like YouTube’s “chapters.” Please refer to the times listed below to navigate through our hour-long conversation. Thank you for your understanding.
Please note that you can subscribe to Real Gaijin for free. If you are so inclined, you can also purchase an annual subscription for a relatively small fee.
However, I understand that even the lowest level of annual subscription allowed by Substack may seem too high for many. If you just want to buy a coffee for Real Gaijin (or maybe a green tea), you can also make a small donation here:
AMA Podcast (S-02, E-15) with Dominic Carter, CEO, The Carter Group and co-founder of Living Best
samedi 30 mai 2026 • Durée 01:03:52
Japan is experiencing one of the most significant demographic shifts in modern history, including a shrinking population, rapid aging, labor shortages, depopulation of rural areas, and increasing strain on healthcare and social infrastructure. However, this seemingly dire situation is not all doom and gloom. For entrepreneurs, investors, and care providers willing to look beyond the headlines, these challenges are creating new markets.
This episode of the Real Gaijin’s Ask Me Anything (AMA) series features an expert in this emerging field, Dominic Carter, CEO, The Carter Group.
Who is he?
Dominic was born and raised in Australia. He studied marketing and Japanese at the University of New South Wales. Dominic began his career at Millward Brown, a branding, media, and communications consultancy, before relocating to Japan at age 24 to establish and lead the company’s local office.
A serial entrepreneur with over 25 years of experience building and leading businesses in Japan, Dominic has cultivated strong relationships with clients and partners in various sectors, including market research, market entry, executive search, ad tech, video gaming, and VR. He specializes in prescient marketing analysis and strategy attuned to Japanese culture and the nuances of the Japanese buyer. He is now the CEO of The Carter Group. Through its network of affiliated firms and investments, The Carter Group supports the success of global companies in Japan.
In 2022, Dominic co-founded Living Best, a pioneering age-tech platform that identifies high-potential longevity and age-tech concepts from North America and beyond. The platform connects these concepts with commercial opportunities and capital in Japan. His work bridges technology and philosophy, drawing on Japanese concepts such as ikigai (living with purpose・生きがい) and pin pin korori (living well and dying quickly・ピンピンコロリ) to guide innovations that enhance quality of life as we age.
Get full access to Real Gaijin at
AMA Podcast (S-02, E-14) with Daichi Kunii, CEO of ReDelta
Saison 2 · Épisode 14
dimanche 24 mai 2026 • Durée 01:00:39
Currently, there are hundreds of thousands of SMEs in Japan with no designated successor. Despite having solid financials and a long list of satisfied customers, many of these firms are at risk of ceasing operations because there is nobody to take over once the current owner retires, becomes incapacitated, or passes away. Thus, there are ample opportunities to acquire such firms or take an equity stake in them. But how do you uncover such opportunities, determine the seller’s motivation, assess business performance, and navigate Japan’s cultural and legal landscapes to close a deal?
This episode of Real Gaijin’s Ask Me Anything (AMA) series features a Japanese individual with an extensive background working with foreigners.
Who is he?
Daichi Kunii (國井大地) was born and raised in Japan and is now the CEO of ReDelta, a Tokyo-based boutique M&A advisory firm. Previously, Daichi worked at Deloitte Touche Tohmatsu, where he gained extensive experience in cross-border M&A and developed deep expertise in global financial practices and complex transaction structures. In 2019, he founded ReDelta, an enterprise dedicated to connecting Japanese SMEs with their counterparts in the ASEAN region.
On the agenda
We covered the following topics and also took several questions:
* What kind of opportunities are available (industries, scope, geography, etc.)?
* What is the process for assessing a potential seller and approaching them with an offer?
* What kinds of deal structures are possible and common (e.g., full- or partial-equity acquisition, seller rollover, support for the post-merger integration transition/hand-off, advisory contract)?
* What are past success cases?
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AMA Podcast (S-02, E-13, Session 3 of 3・The Fall) with Steven Gan, the founder of Japan's first debt collection agency run by a foreigner
Saison 2 · Épisode 13
vendredi 8 mai 2026 • Durée 01:55:48
Foreign businesspeople often push the boundaries of conventional business practices in Japan. They have the vision, technical expertise, and drive necessary to think outside the box and achieve their goals. Japan, a conformist and chronically conservative society, often needs this kind of disruptive leader. Periods of foreign influence help propel Japanese society forward.
Today’s guest has a lot in common with Carlos Ghosn, the former head of Nissan. Both are foreign businesspeople who gained prominence as outsiders in Japan’s challenging business environment, only to face serious legal consequences. However, their responses to these consequences differ significantly. Our guest admitted his wrongdoing, submitted to the Japanese legal process, and served his prison sentence despite his strong conviction that he had done nothing wrong. In fact, he had sought legal advice prior to launching his business to support his position. In contrast, Ghosn denied the charges and fled the country to avoid prosecution. These cases highlight the broader narrative that, while they both reflect the risks faced by outsiders navigating Japan’s institutional and cultural boundaries, especially in legal “gray areas,” they also illustrate different approaches to accountability, justice, and personal responsibility.
Real Gaijin is privileged to introduce exceptional foreigners who, in one way or another, have made Japan their home or are closely involved with the country. Each story offers insights into how to best interact with the Japanese, and today’s guest is no exception.
Who is he?
Meet Steven (”Steve”) Gan, an American business professional, author, and credit risk expert. He founded the first debt collection agency run by a foreigner during Japan’s turbulent post-bubble era and has spent decades living and working in Japan. Steve chronicled this experience in his 2016 memoir, Making It & Breaking It in Japan: My True Story of Songs, Sins, and Solitary. The book became an Amazon bestseller in the Foreign Cultures category and is valued by educators and executives seeking a cross-cultural understanding of Japan’s business environment and legal systems.
After returning to his hometown of Chicago, Steve founded Stellar Risk Management Services, Inc. in the U.S. His work emphasizes intercultural management and financial ethics, bridging U.S.–Japan business practices.
Get full access to Real Gaijin at
AMA Podcast (S-02, E-12, Session 2 of 3・The Rise) with Steven Gan, the founder of Japan's first debt collection agency run by a foreigner
Saison 2 · Épisode 12
vendredi 8 mai 2026 • Durée 01:07:12
Foreign businesspeople often push the boundaries of conventional business practices in Japan. They have the vision, technical expertise, and drive necessary to think outside the box and achieve their goals. Japan, a conformist and chronically conservative society, often needs this kind of disruptive leader. Periods of foreign influence help propel Japanese society forward.
However, such innovations can sometimes cause such a stir that those in power become determined to quash gaiatsu (外圧), or external influence, that threatens the status quo.
Today’s guest has a lot in common with Carlos Ghosn, the former head of Nissan. Both are foreign businesspeople who gained prominence as outsiders in Japan’s challenging business environment, only to face serious legal consequences. However, their responses to these consequences differ significantly. Our guest admitted his wrongdoing, submitted to the Japanese legal process, and served his prison sentence despite his strong conviction that he had done nothing wrong. In fact, he had sought legal advice prior to launching his business to support his position. In contrast, Ghosn denied the charges and fled the country to avoid prosecution. These cases highlight the broader narrative that, while they both reflect the risks faced by outsiders navigating Japan’s institutional and cultural boundaries, especially in legal “gray areas,” they also illustrate different approaches to accountability, justice, and personal responsibility.
Real Gaijin is privileged to introduce exceptional foreigners who, in one way or another, have made Japan their home or are closely involved with the country. Each story offers insights into how to best interact with the Japanese, and today’s guest is no exception.
Who is he?
Meet Steven (”Steve”) Gan, an American business professional, author, and credit risk expert. He founded the first debt collection agency run by a foreigner during Japan’s turbulent post-bubble era and has spent decades living and working in Japan. Steve chronicled this experience in his 2016 memoir, Making It & Breaking It in Japan: My True Story of Songs, Sins, and Solitary. The book became an Amazon bestseller in the Foreign Cultures category and is valued by educators and executives seeking a cross-cultural understanding of Japan’s business environment and legal systems.
Get full access to Real Gaijin at
AMA Podcast (S-02, E-11, Session 1 of 3・The Beginning) with Steven Gan, the founder of Japan's first debt collection agency run by a foreigner
Saison 2 · Épisode 11
vendredi 8 mai 2026 • Durée 01:04:04
Foreign businesspeople often push the boundaries of conventional business practices in Japan. They have the vision, technical expertise, and drive necessary to think outside the box and achieve their goals. Japan, a conformist and chronically conservative society, often needs this kind of disruptive leader. Periods of foreign influence help propel Japanese society forward.
However, such innovations can sometimes cause such a stir that those in power become determined to quash gaiatsu (外圧), or external influence, that threatens the status quo.
Today’s guest has a lot in common with Carlos Ghosn, the former head of Nissan. Both are foreign businesspeople who gained prominence as outsiders in Japan’s challenging business environment, only to face serious legal consequences. However, their responses to these consequences differ significantly. Our guest admitted his wrongdoing, submitted to the Japanese legal process, and served his prison sentence despite his strong conviction that he had done nothing wrong. In fact, he had sought legal advice prior to launching his business to support his position. In contrast, Ghosn denied the charges and fled the country to avoid prosecution. These cases highlight the broader narrative that, while they both reflect the risks faced by outsiders navigating Japan’s institutional and cultural boundaries, especially in legal “gray areas,” they also illustrate different approaches to accountability, justice, and personal responsibility.
Real Gaijin is privileged to introduce exceptional foreigners who, in one way or another, have made Japan their home or are closely involved with the country. Each story offers insights into how to best interact with the Japanese, and today’s guest is no exception.
Who is he?
Meet Steven (”Steve”) Gan, an American business professional, author, and credit risk expert. He founded the first debt collection agency run by a foreigner during Japan’s turbulent post-bubble era and has spent decades living and working in Japan. Steve chronicled this experience in his 2016 memoir, Making It & Breaking It in Japan: My True Story of Songs, Sins, and Solitary. The book became an Amazon bestseller in the Foreign Cultures category and is valued by educators and executives seeking a cross-cultural understanding of Japan’s business environment and legal systems.
Get full access to Real Gaijin at
AMA Podcast (S-02, E-10) with Andrew Neuman, a Japan-Based Professional and Adoptive Parent
Saison 2 · Épisode 10
dimanche 12 avril 2026 • Durée 01:13:50
Japan records relatively few adoptions each year. The majority are adult adoptions tied to family succession, not placements of unrelated children. True child adoptions, especially of children from the welfare system, remain limited. Against this backdrop, foreign adoptive parents are a small but notable edge case, navigating a system that is both structurally restrictive and culturally cautious.
Today, Real Gaijin was privileged to speak with a longtime Japan resident originally from California who made the momentous decision to adopt a Japanese child and raise them in a bicultural setting.
Who is he?
Andrew Neuman, a Japan-based professional and adoptive parent, has firsthand experience navigating the country’s complex and often opaque adoption system. His experience gives him a rare, practitioner-level perspective on the structural, legal, and cultural dynamics that shape adoption in Japan, from the constraints of the special adoption framework, which is called Tokubetsu Yoshiengumi (特別養子縁組) in Japanese, to the practical realities of raising a child across cultural and linguistic boundaries. His story provides insight into the discrepancy between policy design and lived experience, as well as the broader question of how family formation is evolving in a rapidly aging society.
On the agenda
We heard about Andrew’s family’s experiences in the context of how Japan’s adoption process operates. We examined instances where the system breaks down in practice, the reasons behind the persistent gap between the number of children in need of “forever homes” and the limited number of successful adoptions, and the ways in which institutional incentives influence these outcomes.
Key Takeaways
* Japan’s adoption system is significantly underutilized. This leaves a stark gap between the number of children in need of “forever homes” and the number of children who are actually adopted. Though approximately 42,000 children cannot live with their biological parents, most of whom remain in institutional settings, only 300 to 500 adoptions occur annually. This means that only a tiny fraction of eligible children transition into permanent family environments each year. This underscores a structural imbalance driven by legal constraints, cultural preferences for bloodline continuity, and limited adoption throughput.
Get full access to Real Gaijin at
AMA Podcast (S-02, E-09) with Derek Cirillo and Nick McLoota, the Co-founders of Yuki Homes
Saison 2 · Épisode 9
dimanche 29 mars 2026 • Durée 01:04:11
Japan has consistently ranked high on the bucket lists of foreign visitors in recent years. While Japan is a wonderful place to visit year-round, it boasts some of the best snowboarding and skiing in the world, making it a must-visit destination for winter sports enthusiasts.
Almost all snowboarders and skiers have heard of the world-famous Niseko ski resort, but there is a lot more to Japan’s skiing scene. Today, Real Gaijin introduces a pair of Americans who know Japan’s backcountry well.
Meet Derek Cirillo and Nick McLoota, the co-founders of Yuki Homes.
These young entrepreneurs fell in love with JAPOW and some of the best snowboarding and skiing resorts in Hokkaido. Together with a third partner, they decided to invest in their own property in Otaru to use as a home base for long visits (40 or 50 days at a time, for example). When they are not in town, they rent out the property on Airbnb, Rakuten Travel, and other online travel agencies (OTAs).
After learning how many other foreigners had similar dreams and having a Reddit post about their own experience go viral, Derek and Nick decided to start their own real-estate consulting agency. Their agency connects overseas skiers and investors with Japanese real-estate brokers and other support services, such as local property managers, remodeling construction contractors, and tax accountants. Now, Yuki Homes helps foreign clients take advantage of Japan’s growing stock of affordable homes near some of the world’s best snowboarding and skiing destinations.
Yuki Homes is now a full-service provider and expanding across Japan
You might recall that we first met the team at Yuki Homes last summer, well before the snow had fallen in Hokkaido this winter. ICYMI, see here:
That didn’t stop the pair, though, from expanding their network across Japan (when they weren’t surfing in Miyazaki). Yuki Homes now has many more satisfied clients, and their Instagram following has ballooned. They now have a full team handling property tours, renovations and short-term rental management throughout Japan for buyers from the US, UK, Australia and Canada — . Despite the fact that most of their clients do not have long-term visas or local bank accounts, business is booming. Yuki Homes currently has seven remodeling projects underway, for example.
Get full access to Real Gaijin at
AMA Podcast (S-02, E-08) with "Anna," a Licensed Care Worker at an Elderly Care Facility in Osaka
jeudi 19 mars 2026 • Durée 01:03:11
Japan’s rapidly aging population is putting unprecedented pressure on its long-term care system. Few issues illustrate this strain more clearly than the debate over the Specified Skilled Worker (SSW) visa program. Supporters argue that foreign caregivers are essential to sustaining elder care services as the Japanese workforce shrinks. However, critics worry about the social and political implications of expanding immigration in a historically cautious country.
Political rhetoric around immigration shows little sign of cooling. Yet, one perspective is often missing from the debate: the voices of the essential foreign workers themselves.
To shed more light on this situation, Real Gaijin spoke with a licensed caregiver at an elderly care facility in Osaka. As an essential worker on the front lines of Japan’s healthcare challenges, our guest outlined her journey from the Philippines to a training program in Yokohama and ultimately to a long-term care home in Osaka. She told us about her work responsibilities and provided a firsthand perspective on the labor shortage in Japan’s care homes. She also shared her personal perspective on addressing some of the bigger issues, such as who will care for the rapidly growing elderly population, and expressed her wish for caregivers from abroad to be more welcomed by Japanese society as a whole.
Who is she?
Anna, who prefers to use only her first name for this interview, is a registered nurse in the Philippines. She currently works as a licensed care worker, the Japanese equivalent of a certified nursing assistant (CNA), in an elderly care facility in Osaka.
Originally, Anna came to Japan as a care worker candidate under the Economic Partnership Agreement (EPA) from 2021 to 2025. She recently passed the national care worker exam, also known as the kaigo fukushi kokka shiken (介護福祉士国家試験).
AMA Podcast (S-02, E-07) with Shohei Yoshida, Business Japanese Communication Coach and Founder of BizNihongo
samedi 14 mars 2026 • Durée 42:47
According to documents submitted to the Cabinet by the Immigration Services Agency on March 10, 2026, the number of foreign residents in Japan reached a record high of approximately 4.13 million at the end of fiscal year 2025, surpassing the 4 million mark for the first time. The population increased by about 360,000 during fiscal year 2025 alone and by over 1 million in the past three years.
Especially given these numbers, demand for Japanese language learning continues to increase as Japan’s economic, technological, and cultural influence remains significant and the country opens more to international business and tourism. Many professionals find that basic conversational ability is no longer sufficient. Companies increasingly expect foreign partners, managers, and specialists to have business-level proficiency, which is necessary for handling negotiations, formal correspondence, and culturally nuanced communication. Mastery of honorific keigo (敬語), industry-specific vocabulary, and implicit communication norms is particularly valuable because Japanese business culture relies heavily on subtle language cues to convey hierarchy, intent, and trust. Consequently, Japanese language study is shifting from a hobby to a strategic skill for individuals seeking to work effectively with Japanese firms or within Japan’s domestic market.
Our guest on today’s Real Gaijin AMA podcast knows first-hand just how challenging it can be to learn a foreign language—especially when your goal is to use it professionally.
Who is he?
While Real Gaijin‘s Ask Me Anything (AMA) series typically features one inspiring “real gaijin,” or foreigner, our guest today was a Japanese individual who has an extensive background working with foreigners. Shohei Yoshida (吉田菖平) was born and raised in Japan but always knew his mission was to bridge Japan and the rest of the world. He has taught Japanese at the university level in both Malaysia and the U.K. He started his own online learning academy called BizNihongo to offer clear, practical support for building confidence in Japanese business settings.
We explored the opportunities created by Japan’s demographic trends in sectors such as aging technology, health technology, elder care innovation, robotics, automation, preventive healthcare, wealth management, and AI-driven productivity solutions. Dominic explained that we should view Japan not as a case study in decline, but rather as one of the world’s most important real-time laboratories for aging societies and the businesses built to serve them.
Key Takeaways
* Japan’s aging population is more of a predictable business opportunity than a crisis. Japan’s demographic challenges have been apparent for decades and are often exaggerated as an impending catastrophe. Although caring for the current elderly population is resource-intensive, Japan has largely managed the transition successfully. A bigger challenge lies ahead: the large group of people currently in their 50s will eventually require support from a much smaller younger generation. This will create strong demand for technologies and services that help people maintain their independence for longer periods of time.
* Age-tech encompasses far more than nursing homes and caregiving robots. Dominic defines it as any product or service that helps people compensate for, prevent, or manage the effects of aging beginning as early as age 50. This spectrum ranges from wellness and preventive technologies, such as fitness tracking, gait analysis, brain training, and personalized health monitoring, to care-focused solutions, including fall detection systems, mobility aids, exoskeletons, and caregiving robots. This broad definition expands the total addressable market far beyond traditional elder care.
* The biggest commercial winners will solve problems without creating more work. Many promising technologies fail because they disrupt existing workflows or create additional burdens for caregivers and care facilities. Solutions that operate quietly in the background, reduce costs, lower hospital readmission rates, improve safety, or seamlessly integrate into daily routines are far more likely to be adopted than technologies that require extensive retraining or behavioral changes.
* Personalized wellness may become one of the most important age-tech sectors. Although robotics and autonomous transportation currently attract the most attention, Dominic believes that the larger, long-term opportunity may be in personalized health optimization. Advances in diagnostics, biomarkers, AI-driven health monitoring, individualized treatments, and preventive interventions could help people extend their healthy life span, delaying or even avoiding the need for formal care. Japan, a country where people already embrace regular health screenings, may prove to be a particularly fertile market for such solutions.
* The future belongs to proactive individuals who take responsibility for their own aging journey. Personal responsibility was a recurring theme throughout the discussion. Dominic emphasized that many people in their 50s and 60s recognize that they cannot rely on the family-based support systems enjoyed by previous generations. Those who actively plan ahead, embrace technology, maintain digital literacy, monitor their health, and experiment with new solutions will likely be better positioned to remain independent and enjoy a higher quality of life as they age.
Timeline
Substack does not yet have the functionality to allow you to use a link to jump to a specific section like YouTube’s “chapters.” Please refer to the times listed below to navigate through our hour-long conversation. Thank you for your understanding.
Please note that you can subscribe to Real Gaijin for free. If you are so inclined, you can also purchase an annual subscription for a relatively small fee.
However, I understand that even the lowest level of annual subscription allowed by Substack may seem too high for many. If you just want to buy a coffee for Real Gaijin (or maybe a green tea), you can also make a small donation here:
* What are the pitfalls regarding the potential clash of business cultures and expectations on both sides?
Key Takeaways
* Japan’s SME market, driven by succession, is dominated by privately held small businesses that are often underappreciated. These businesses are in sectors such as food and beverage (F&B including small-scale restaurants and pubs, which are called izakaya in Japanese), small-scale manufacturing, and hospitality, especially traditional inn (ryokan) and hot spring (onsen) properties. Many manufacturing firms facing succession issues generate less than US $7 million in annual revenue and have only 10–12 employees. Meanwhile, ryokan deals may involve approximately $2 million in annual revenue and profit margins below 10–15%. The “Japan M&A Finder” database from ReDelta includes hundreds of current opportunities that are much smaller in scale (can check 3 opportunities/month for free or pay US $150/month for unlimited access). Valuations commonly use EBITDA multiples of 3x–6x, and deals often close within three to four months because the financial structures are relatively simple. With prices like these, it should be possible to recoup the initial investment within three to four years. An important nuance is that many buildings, machinery, and facilities were fully depreciated decades ago and may have a balance sheet value of only 1 yen, even though they are still operationally valuable. Daichi also noted that, while distressed sellers may occasionally accept discounted offers, foreign buyers should generally avoid “lowball” tactics. Offers materially below 90% of the asking price can damage trust and reduce the likelihood of a successful transaction. Additionally, ReDelta usually charges fees equivalent to 3% of the valuation or $7,000, whichever is greater. Separate fees for post-acquisition consultation are charged monthly and vary depending on the size of the business.
* Trust and employee continuity often outweigh price in Japanese succession deals. Daichi emphasized that sellers care deeply about their employees’ and the local community’s future after retirement. Foreign buyers who demonstrate respect for staff, long-term commitment, and genuine appreciation for the business culture are far more likely to succeed. In many cases, buyers must formally commit to maintaining associate employment for two to three years post-acquisition. Sellers are often reassured when buyers present the acquisition as a means of preserving the company, protecting jobs, and continuing the founder’s legacy rather than as a hostile takeover.
* Two distinct categories of foreign buyers are emerging in Japan’s succession-driven M&A market. According to Daichi, many Singapore-based buyers act primarily as financial investors, focusing on acquiring businesses with significant assets, such as ryokans and hotels, for their land and real estate value. In contrast, many North American and European buyers are “hands-on” operators seeking a lifestyle change, retirement opportunity, or long-term relocation to rural Japan. These buyers often become personally involved in managing the business after the acquisition and are motivated as much by lifestyle and community integration as by financial returns. While many transactions are completed in cash, financing is also possible through Japanese regional banks, megabanks, or lenders in the buyer’s home country, particularly in Singapore.
* Buying an existing Japanese business is often faster and less risky than starting one from scratch, especially for foreigners. Daichi argued that acquisitions allow buyers to “buy time” by inheriting existing employees, customer relationships, operating licenses, distribution channels, and stable revenue streams. This is particularly valuable for foreigners who are unfamiliar with Japanese business culture or lack local networks. Rather than spending years building trust and infrastructure, buyers can immediately step into an operating business and gradually modernize it.
* The biggest risks are often cultural and operational, not financial. Daichi noted that many small Japanese firms have relatively simple accounting structures, meaning legal compliance, labor practices, permits, and cultural integration matter more than sophisticated financial engineering. Foreign buyers may face resistance in rural areas where employees and communities are unfamiliar with foreign ownership. Establishing credibility, clearly communicating intentions, and respecting local culture are essential for long-term success. The “storytelling” around why the buyer wants the business can materially affect employee morale and seller confidence.
* Preparation and seriousness strongly influence whether Japanese sellers agree to a deal. Daichi stressed that first impressions are critical. Those who thoroughly research the company, understand the founder’s background, ask informed questions, and show genuine respect tend to gain seller confidence quickly. Conversely, buyers who appear opportunistic or poorly prepared often fail, even if they become more serious later on. In Japan’s SME succession market, personal credibility and relationship-building are central to successful M&A execution.
Timeline
Substack does not yet have the functionality to allow you to use a link to jump to a specific section like YouTube’s “chapters.” Please refer to the times listed below to navigate through our hour-long conversation. Thank you for your understanding.
Please note that you can subscribe to Real Gaijin for free. If you are so inclined, you can also purchase an annual subscription for a relatively small fee.
However, I understand that even the lowest level of annual subscription allowed by Substack may seem too high for many. If you just want to buy a coffee for Real Gaijin (or maybe a green tea), you can also make a small donation here:
As it is simply not possible to do justice to Steve’s long tenure in Japan in a single hour-long podcast, we have split this true story into three pre-recorded sections.
* Initial experience in Japan and working for a traditional Japanese company
* Starting the country’s first debt collection agency run by a foreigner, which achieved extraordinary success
* Colliding with the harsh justice system and eventually facing legal consequences that led to his imprisonment in Tokyo
Episode 3 of 3: “I fought the law, and the law won”
We discussed how Steve’s business ran afoul of the authorities, leading to his imprisonment. Steve explained how he navigated this crisis both in and out of court appearances and being locked up in the Tokyo Detention Center in a country with a 99% conviction rate, thanks mainly to the tremendous support of his immediate family, business colleagues, and loyal customers.
Key take-aways
* In Japan, disruption often triggers institutional resistance rather than market competition: Steve’s business succeeded by introducing an aggressive, outcome-based debt collection model that filled a clear market gap. However, success itself became the liability. As the firm grew from a niche operation into a thriving, national business, it began to threaten established professional monopolies, especially those in the legal sector. Rather than competing based on service quality or pricing, the “Committee that Guards Against Illegal Activities Performed by Non-Attorneys” (now “Committee on Regulation of Non-Lawyer Activities”・非弁護士取締委員会) of the Tokyo Bar Association leveraged a regulatory interpretation of Article 72 of the Attorney’s Law to challenge the legitimacy of the entire model. This illustrates a structural dynamic in Japan: innovation that encroaches on protected domains often invites administrative or legal suppression rather than open competition.
* Legal ambiguity can persist until it is forcefully resolved, and the process can outweigh the substance: Despite multiple legal opinions supporting Steve’s business model, as well as the active use of his service by law firms, some of Japan’s “mega-banks,” and government entities, the company operated in a “gray zone” that remained vulnerable. The subsequent investigation revealed a system heavily oriented toward procedural outcomes, particularly obtaining a signed confession, rather than adjudicating underlying legality. The inability to have legal counsel present during questioning, pressure to sign statements, and high conviction rate all point to a system driven by process where compliance matters as much as legal merit.
It is important to note that back in 2004, Japan still lacked a formal plea-bargaining system. This reflected a criminal justice framework that relied more heavily on prosecutorial discretion, confessions, and negotiated remorse than on American-style legal dealmaking. This changed in 2018 when Japan introduced a limited form of plea-bargaining known as the “cooperative agreement system.” However, Japan’s system remains far narrower in scope than the American version: it is primarily designed for white-collar and organized crime investigations and focuses on suspects providing evidence against other individuals or organizations rather than simply pleading guilty to their own crimes in exchange for reduced punishment.
Ultimately, Steve’s refusal to concede guilt prolonged the process, exposing how legal ambiguity is often resolved through pressure rather than clarity.
* Foreign-led innovation in Japan carries asymmetric risk, especially when it scales up: Steve explicitly frames his experience as a cautionary tale: Being a foreign disruptor amplifies visibility and vulnerability. Early-stage novelty may be tolerated—or even celebrated—but once the model gains traction and begins to reshape an industry, the level of scrutiny intensifies. Media exposure, such as book publication and an NHK documentary, accelerated growth and backlash, effectively forcing regulators to act. The comparison to other high-profile foreign executives underscores a broader pattern: Outsiders can catalyze change in Japan, but they lack institutional protections and informal networks that buffer domestic actors. Therefore, scaling innovation is not just a business challenge, but also a political and cultural one.
Link to Session 1 of 3
Link to Session 2 of 3
Silver lining
Despite experiencing such a tumultuous journey, which included the meteoric growth of a startup only to be dealt a proverbial “Go to Jail. Go directly to Jail. Do not pass Go. Do not collect $200” card from the Japanese equivalent of the game of Monopoly, there is a silver lining. Steve still loves Japan and was able to “rise from the ashes like a phoenix.” After returning to the United States in 2005, he founded Stellar Risk Management Services in Illinois. Today, the company advises Fortune 500 clients on credit, collections, and financial risk strategies. The company specializes in helping firms expand safely while minimizing exposure to bad debt.
Today, Steve publishes a monthly newsletter written in Japanese called The Stellar Journal, which is distributed to roughly 14,000 readers.
Timeline
Substack does not yet have the functionality to allow you to use a link to jump to a specific section like YouTube’s “chapters.” Please refer to the times listed below to navigate through our hour-long conversation. Thank you for your understanding.
Books (by Steve)
* 青い目の債権取り立て屋・奮闘記 (“Chronicle of the Struggles of a Blue-Eyed Debt Collector”): Published in Japanese.
Please note that you can subscribe to Real Gaijin for free. If you are so inclined, you can also purchase an annual subscription for a relatively small fee.
However, I understand that even the lowest level of annual subscription allowed by Substack may seem too high for many. If you just want to buy a coffee for Real Gaijin (or maybe a green tea), you can also make a small donation here:
After returning to his hometown of Chicago, Steve founded Stellar Risk Management Services, Inc. in the U.S. His work emphasizes intercultural management and financial ethics, bridging U.S.–Japan business practices.
Three stories in one
As it is simply not possible to do justice to Steve’s long tenure in Japan in a single hour-long podcast, we have split this true story into three pre-recorded sections.
* Initial experience in Japan and working for a traditional Japanese company
* Starting the country’s first debt collection agency run by a foreigner, which achieved extraordinary success
* Colliding with the harsh justice system and eventually facing legal consequences that led to his imprisonment in Tokyo
Episode 2 of 3: Start-up Success in Tokyo
We discussed how Steve founded and successfully developed the first debt collection agency run by a foreigner in Japan in 1992. He introduced international credit risk practices to a tightly regulated market. Through publications, seminars, and television appearances, Steve became a prominent advocate for professional credit management and corporate accountability. His firm served hundreds of clients, promoting transparency and modern business standards in Japanese finance.
Key take-aways
* In Japan, relationship-first networking can be a primary engine of business creation: Steve deliberately used informal settings, especially izakayas (Japanese pubs) and karaoke, as a structured strategy to build trust, exchange business cards, and generate leads. These relationships later translated directly into clients, partnerships, and market insight. This demonstrates that social integration is often a prerequisite to gaining a foothold in the market.
* Successful market entry often depends on identifying structural inefficiencies and navigating legal constraints creatively: Steve identified a clear gap: small-to-mid-sized debt collection was underserved due to stigma (association with the Yakuza or Japanese mafia) and misaligned incentives for law firms. By leveraging a legal workaround (partnership structures) and targeting neglected claims, he created a viable niche. The broader takeaway is that opportunities in Japan often exist in regulatory gray zones or culturally avoided sectors.
* Reframing a stigmatized industry through ethics and value creation can enable growth: Rather than using coercion, Steve’s firm adopted a “soft collection” model, prioritizing dialogue, repayment plans, and employment support for debtors. This differentiated the company from the Yakuza and traditional collectors, reshaping its public image and enabling media exposure, institutional trust, and large enterprise clients. In effect, ethical repositioning became a competitive advantage.
Spoiler alert
Steve’s account of his first encounter with a skip tracing service (as advertised), which later turned out to be a local enforcer of the Japanese mafia, or Yakuza, will undoubtedly grab your attention. Skip to around 32:38.
Link to Session 1 of 3
Link to Session 3 of 3
Silver lining
Despite experiencing such a tumultuous journey, which included the meteoric growth of a startup only to be dealt a proverbial “Go to Jail. Go directly to Jail. Do not pass Go. Do not collect $200” card from the Japanese equivalent of the game of Monopoly, there is a silver lining. Steve still loves Japan and was able to “rise from the ashes like a phoenix.” After returning to the United States in 2005, he founded Stellar Risk Management Services in Illinois. Today, the company advises Fortune 500 clients on credit, collections, and financial risk strategies. The company specializes in helping firms expand safely while minimizing exposure to bad debt.
Today, Steve publishes a monthly newsletter written in Japanese called The Stellar Journal, which is distributed to roughly 14,000 readers.
Timeline
Substack does not yet have the functionality to allow you to use a link to jump to a specific section like YouTube’s “chapters.” Please refer to the times listed below to navigate through our hour-long conversation. Thank you for your understanding.
Books (by Steve)
* 青い目の債権取り立て屋・奮闘記 (“Chronicle of the Struggles of a Blue-Eyed Debt Collector”): Published in Japanese.
Please note that you can subscribe to Real Gaijin for free. If you are so inclined, you can also purchase an annual subscription for a relatively small fee.
However, I understand that even the lowest level of annual subscription allowed by Substack may seem too high for many. If you just want to buy a coffee for Real Gaijin (or maybe a green tea), you can also make a small donation here:
After returning to his hometown of Chicago, Steve founded Stellar Risk Management Services, Inc. in the U.S. His work emphasizes intercultural management and financial ethics, bridging U.S.–Japan business practices.
Three stories in one
As it is simply not possible to do justice to Steve’s long tenure in Japan in a single hour-long podcast, we have split this true story into three pre-recorded sections.
* Initial experience in Japan and working for a traditional Japanese company
* Starting the country’s first debt collection agency run by a foreigner, which achieved extraordinary success
* Colliding with the harsh justice system and eventually facing legal consequences that led to his imprisonment in Tokyo
Episode 1 of 3: Early Days
We discussed Steve’s first experience of Japan during the Bubble Era. We heard how he survived and thrived as a newly qualified engineer from abroad in the completely unfamiliar environment of a traditional Japanese company in the early 1980s. Steve then recounted how he returned home to Chicago to earn an accounting degree and join the family business. Eager to return to Japan, years later Steve found a way to go back to Tokyo and take up a position at Nippon Motorola. This time, however, he was treated differently and had to forge new friendships using an unconventional approach.
Key take-aways
* Success in Japan is determined by adaptability, not just enthusiasm: Steve’s first internship was successful because he followed critical behavioral heuristics: patience, humility, and a willingness to “go with the flow.” In contrast, his later return was initially unsuccessful because he overcorrected—his excessive enthusiasm and assertiveness disrupted group harmony. The core lesson is that cultural calibration matters more than effort or intent.
* Making an effort to learn the language is a high-leverage signal that unlocks social and professional access: Even minimal Japanese proficiency (e.g., greetings, phone handling, and basic interactions) significantly improved Steve’s ability to integrate into Japanese society, while his peers who avoided learning the language struggled. Beyond the mechanics of communication, speaking the language signaled respect and lowered barriers, accelerating the formation of trust both inside the company and in broader social settings.
* Informal networks, such as izakaya (Japanese pub) and karaoke culture, are critical to relationship-building and business outcomes: Formal workplace channels failed to provide feedback or integration, but informal environments enabled authentic connection. Through repeated, low-pressure social participation, especially karaoke, Steve built relationships, gained acceptance, and generated business opportunities. This suggests that relational capital in Japan is often built outside of formal structures.
Link to Session 2 of 3
Link to Session 3 of 3
Silver lining
Despite experiencing such a tumultuous journey, which included the meteoric growth of a startup only to be dealt a proverbial “Go to Jail. Go directly to Jail. Do not pass Go. Do not collect $200” card from the Japanese equivalent of the game of Monopoly, there is a silver lining. Steve still loves Japan and was able to “rise from the ashes like a phoenix.” After returning to the United States in 2005, he founded Stellar Risk Management Services in Illinois. Today, the company advises Fortune 500 clients on credit, collections, and financial risk strategies. The company specializes in helping firms expand safely while minimizing exposure to bad debt.
Today, Steve publishes a monthly newsletter written in Japanese called The Stellar Journal, which is distributed to roughly 14,000 readers.
Timeline
Substack does not yet have the functionality to allow you to use a link to jump to a specific section like YouTube’s “chapters.” Please refer to the times listed below to navigate through our hour-long conversation. Thank you for your understanding.
Books (by Steve)
* 青い目の債権取り立て屋・奮闘記 (“Chronicle of the Struggles of a Blue-Eyed Debt Collector”): Published in Japanese.
Please note that you can subscribe to Real Gaijin for free. If you are so inclined, you can also purchase an annual subscription for a relatively small fee.
However, I understand that even the lowest level of annual subscription allowed by Substack may seem too high for many. If you just want to buy a coffee for Real Gaijin (or maybe a green tea), you can also make a small donation here:
* The adoption process, particularly for foreign applicants, is highly constrained, hierarchical, and psychologically demanding. Prospective parents must navigate strict prioritization rules that place non-Japanese couples, especially those living abroad, at the lowest tier. They must also endure long periods of uncertainty with no guaranteed outcome. The process requires candid self-assessment about what challenges prospective parents can handle. It is less about choosing a child and more about proving suitability within a rigid system. At the same time, a practical takeaway from the discussion is the importance of seeking guidance from adoptive parents who have already gone through the process. Their firsthand experience can help set expectations, reduce uncertainty, and provide critical emotional and procedural support.
* Go deeper: Restrictions on the age of adoptive parents, especially the mother, are a standard but variably enforced feature of adoption policy across countries. These restrictions reflect concerns about long-term caregiving capacity and generational fit. In Japan, although there is no uniform legal cutoff, adoption agencies and courts impose strict de facto limits. They typically favor adoptive mothers in their 20s and early 40s for infant adoptions. Flexibility increases for older children, though matching odds are sharply reduced beyond the mid-40s. By contrast, the United States has no formal age caps, relying instead on a holistic “fitness” standard. However, agencies often impose soft ceilings tied to the parent’s ability to raise a child to adulthood. Other countries take a more rules-based approach. South Korea enforces explicit upper age limits; China uses tiered systems that restrict older parents to harder-to-place children; and India applies combined parental age thresholds that vary by the child’s age. Two consistent patterns emerge across all systems: age constraints are stricter for infant adoption and relax for older children, and maternal age is often treated as the primary gating factor, whether formally codified or informally applied.
* Becoming an adoptive parent of a Japanese child—especially as a non-Japanese national—requires a structured, multi-stage process with limited flexibility. Applicants must first engage an accredited agency (often in their home country), complete extensive documentation and screening over several months, and then have their case reviewed by a Japanese intermediary, such as International Social Services Japan. Approval is followed by a potentially multi-year waiting period for a match. After that, the process shifts to Japan and includes travel, legal custody procedures, and a mandatory 6 ~ 18 month “period of nurturing.” During this period, prospective parents must reside temporarily in Japan to establish and demonstrate a stable parent-child relationship before finalization. Importantly, applicants cannot “hedge” across multiple countries or agencies. They must commit to a single pathway, which increases the risk and time commitment of the process.
Timeline
Substack does not yet have the functionality to allow you to use a link to jump to a specific section like YouTube’s “chapters.” Please refer to the times listed below to navigate through our hour-long conversation. Thank you for your understanding.
Please note that you can subscribe to Real Gaijin for free. If you are so inclined, you can also purchase an annual subscription for a relatively small fee.
However, I understand that even the lowest level of annual subscription allowed by Substack may seem too high for many. If you just want to buy a coffee for Real Gaijin (or maybe a green tea), you can also make a small donation here:
with a special focus on Otaru, Asahikawa, and Miyoko
Key takeaways (from our conversation on 29 MAR 2026)
* From Snowboard Trip to Scalable Real Estate Venture: The business model behind Yuki Homes was born from a clear arbitrage opportunity: inexpensive rural Japanese properties, particularly those near ski resorts, combined with strong international demand for seasonal stays. After all, Japan currently offers the only affordable world-class ski locations. Derek and Nick found that comparable ski homes in North America were too expensive, but Japan offered similar or better snow conditions at a much lower price. They didn’t just decide to purchase property themselves; they also developed a process to help others do the same. Thus, Derek and Nick turned their personal experience into a brokerage-plus-advisory service that guides foreign buyers through the process of acquiring, renovating, and monetizing property.
* Operational Complexity—and Resulting Value—of Local Execution: The business is not just about sourcing properties. It depends heavily on a distributed network of local experts across Japan. This includes licensed real-estate agents who handle legal compliance, local contractors who manage renovations, property checkers, and even neighbors to mitigate friction. The founders split responsibilities, with one handling front-end acquisition and client advisory and the other handling post-purchase execution and income optimization. This hybrid model—part concierge and part project manager—is essential in a market where language barriers, regulatory nuances, and local trust networks are decisive factors.
* Handling Japan’s Regulatory Complexity on Your Behalf: Regulatory structure—particularly Japan’s minpaku (short-term rental) versus ryokan (hotel) licensing regime—fundamentally shapes investment outcomes. Minpaku properties face strict limitations, often capped at 180 rental days or further restricted locally, while hotel licenses allow for full-year operation, though they require higher compliance costs, such as fire safety measures, inspections, and proximity requirements for emergency contacts. Yuki Homes actively steers clients toward hotel-compliant properties to ensure long-term viability, especially amid tightening enforcement driven by concerns about overtourism. In effect, regulatory arbitrage, not just property price, is central to the investment thesis.
Timeline
Substack does not yet have the functionality to allow you to use a link to jump to a specific section like YouTube’s “chapters.” Please refer to the times listed below to navigate through our hour-long conversation. Thank you for your understanding.
Please note that you can subscribe to Real Gaijin for free. If you are so inclined, you can also purchase an annual subscription for a relatively small fee.
However, I understand that even the lowest level of annual subscription allowed by Substack may seem too high for many. If you just want to buy a coffee for Real Gaijin (or maybe a green tea), you can also make a small donation here:
We traced Anna’s journey from the Philippines to Japan and discussed what her experience was like participating in the EPA program. We also talked about her current role as a caregiver in Osaka, her legal status in Japan, particularly in relation to her nursing degree from the Philippines, and her plans to continue living and working in Japan.
Key takeaways
We could have continued for many more hours and certainly covered a lot of ground during the podcast, but some of the big takeaways were the following:
* Japan is already structurally dependent on foreign caregivers.
Foreign care workers are not just filling marginal gaps; they are now structurally embedded in Japan’s elder care system. In Anna’s facility, the majority of staff are foreign. In the four years she has worked there, she has not seen a single new Japanese care worker join—a fact that strongly signals a collapse in the domestic labor supply for this sector. Her observation that younger Japanese workers are largely unwilling to enter the caregiving field reinforces this idea, leaving “heavy lifting” (both literal and operational) to foreign staff. The implication is structural, not cyclical: absent major policy or labor-market changes, Japan’s care system will remain dependent on continued inflows of foreign labor, regardless of political rhetoric around immigration.
* The system extracts high human capital, but does not leverage it effectively.
There is inefficiency—and arguably misallocation—of skilled labor within Japan’s caregiving pipeline. Anna is a fully qualified nurse in the Philippines, yet she is employed as a clinical nurse assistant (CNA) in Japan because her credentials are not recognized. In order to advance, she must work full-time while studying Japanese for a difficult national certification exam, effectively re-credentialing from scratch. While the system is structured and supportive, offering training, matching, and visa pathways, it imposes a lengthy, language-intensive conversion process that delays the full utilization of existing medical expertise. This suggests a policy tension: Japan urgently needs skilled healthcare labor, yet it maintains high institutional barriers that slow the integration of professionals who are already trained.
* Economic incentives, not cultural preferences, drive migration decisions.
Migration decisions are primarily economic and pragmatic, not ideological. Anna explicitly frames her decision to stay in Japan as a function of the relative viability of the labor market: while the Philippines offers cultural comfort, it does not offer comparable employment opportunities or wages. Meanwhile, policy frictions, such as rising visa and residency costs, directly impact workers whose salaries remain relatively low, raising questions about sustainability and fairness. Anna’s perspective reshapes the immigration debate, portraying foreign workers as rational economic actors who weigh trade-offs across global labor markets rather than passive beneficiaries of Japan’s system. For policymakers, this implies that tightening financial or administrative burdens could reduce Japan’s competitiveness in attracting and retaining this workforce. For example, the government recently proposed increasing the application fee for permanent residency from 10,000 yen ($63) to 300,000 yen ($1,900). This increase would place a significant financial burden on Anna. Since she would have to pay the fee herself, Anna has suggested setting the fee at a graduated rate based on the applicant’s income. Additionally, the Japanese government plans to raise the fees for renewing various work visas. For many care workers at the bottom of the pay scale who, unlike Anna, have not yet passed the national care worker exam, these annual additional fees will be a significant financial burden. Thus, there will soon be a new disincentive for relatively low-paid care workers from abroad to remain in Japan.
* There’s a discrepancy between how much foreign caregivers contribute and how much they’re socially acknowledged.
Anna emphasizes that many foreign caregivers undergo years of language training and certification studies and perform physically demanding work to provide high-quality care, often to Japan’s most vulnerable population, including centenarians and individuals with dementia. Yet, she feels that Japanese society does not fully appreciate this commitment and, in some cases, makes generalized or negative assumptions about foreigners. Her request is not abstract; she asks that Japanese people judge individuals based on their actions rather than stereotypes and recognize that foreign caregivers are quietly and diligently working to support the country’s aging population. Foreign caregivers are already essential to the system, yet social acceptance and acknowledgment have not kept pace with their indispensable role in caring for Japan’s parents and grandparents.
Timeline
Substack does not yet have the functionality to allow you to use a link to jump to a specific section like YouTube’s “chapters.” Please refer to the times listed below to navigate through our hour-long conversation. Thank you for your understanding.
For an unknown reason, possibly related to the release of significant new functionality by Substack last week, we experienced technical difficulties during the live video session. This limited the audience’s ability to listen to the discussion and participate via chat. Anna and I continued to record. We apologize for any inconvenience and encourage you to enter your questions in the comments below. One or both of us will address your questions and concerns.
Real Gaijin is working with Substack to ensure that we do not continue to experience these sorts of technical difficulties.
Please note that you can subscribe to Real Gaijin for free. If you are so inclined, you can also purchase an annual subscription for a relatively small fee.
However, I understand that even the lowest level of annual subscription allowed by Substack may seem too high for many. If you just want to buy a coffee for Real Gaijin (or maybe a green tea), you can also make a small donation here:
We traced Shohei’s journey from his hometown of Kumamoto, where TSMC is located, to the U.K. and Malaysia, and then back to Japan. Thus, he has personal experience with the challenges of improving his English while living abroad — the proverbial shoe on the other foot.
Although he is a native Japanese speaker, Shohei explained that he initially lacked confidence in speaking business Japanese while working and job hunting for Japanese companies. He then described how he overcame this obstacle using various resources. Just imagine how much more difficult this would be for a foreigner trying to get hired by a Japanese firm. This experience led Shohei to establish BizNihongo. He outlined how his specialized coaching program for business professionals is completely customizable depending on each student’s needs. The program offers coaching to build confidence and in-depth instruction in workplace honorific Japanese, or keigo. Shohei also reviewed BizNihongo’s supportive community, which is free to join. This community helps business professionals connect and share experiences. He also discussed his online course catalog and one-on-one consultation options.
Key takeaways
We could have continued for many more hours and certainly covered a lot of ground during the podcast, but some of the big takeaways were the following:
* Business Japanese is fundamentally different from everyday Japanese.
Shohei emphasized that learning Japanese for casual conversation is not the same as learning it for professional environments. Business communication requires mastery of formal structures, hierarchy-sensitive language, and situational nuances—skills that even native Japanese speakers sometimes struggle to apply in professional contexts. Specialized instruction in business Japanese exists to bridge this gap, and many foreign professionals seek training after reaching intermediate proficiency.
* Language learning for professionals must be goal-oriented and practical.
Rather than traditional classroom teaching, the program described in the podcast focuses on customized, one-on-one coaching tied to real professional objectives, such as preparing for meetings, presentations, and client interactions. Shohei recommends weekly sessions combined with small daily practice (even 10–15 minutes) as a more effective structure for busy professionals than large group classes.
* Language and culture in Japan are inseparable—especially in business contexts.
A central point of discussion is that learning Japanese involves more than just grammar and vocabulary; it also requires an understanding of the cultural assumptions embedded in the language. Expressions often reflect social awareness, hierarchy, and concern about inconveniencing others—values that influence communication in Japanese workplaces. Therefore, effective business Japanese instruction must teach linguistic forms and the cultural context that determines when and why those forms are used.
Timeline
Substack does not yet have the functionality to allow you to use a link to jump to a specific section like YouTube’s “chapters.” Please refer to the times listed below to navigate through our hour-long conversation. Thank you for your understanding.
For an unknown reason, we experienced technical difficulties during the live video session, which several people from around the world tuned into. Shohei and I re-recorded the interview later in the day, following the same format as the original live session, including the questions we received from listeners. Sorry for any inconvenience.
Additional resource for learning Japanese
This guide is based on my experience studying Japanese for nearly 40 years (and counting), and it has not been approved by Shohei. However, you may find some of the tips helpful.
Please note that you can subscribe to Real Gaijin for free. If you are so inclined, you can also purchase an annual subscription for a relatively small fee.
However, I understand that even the lowest level of annual subscription allowed by Substack may seem too high for many. If you just want to buy a coffee for Real Gaijin (or maybe a green tea), you can also make a small donation here:
Découvrez des podcasts liées à Real Gaijin — Japan’s Business, Culture & Life Podcast: A podcast about Japan’s economy, work culture, foreign residen. Explorez des podcasts avec des thèmes, sujets, et formats similaires. Ces similarités sont calculées grâce à des données tangibles, pas d'extrapolations !
