Agency Management

H.K. (From Nagasaki City)
Professional Background: Regional Bank

In short, the role of Agency Management involves designing and optimizing the flow of “money” and “information” in collaboration with the headquarters and global agencies. At ONE DEJIMA, our accounting functions are divided into two main areas.

The first is “Management Accounting” (Agency Management Team), which manages internal costs and revenues; the second is “Financial Accounting” (Finance & Accounting Team), responsible for financial closing and reporting.

While accounting exists in every company, simply “doing it as is” does not reflect the values of ONE DEJIMA. By tracking numbers and overseeing the entire business workflow, we identify challenges and consider how to improve processes to make them more efficient and high-value, thereby enhancing the work framework itself.

As a team leader, I am responsible for coordinating accounting and credit management across overseas branches, as well as the standardization and optimization of business processes.

Mission

It is not about mere “processing” of numbers, but about creating data that empowers decision-making. Financial data is the foundation of corporate strategy. That is why I believe its value lies not only in accuracy and timeliness but also in “how it is utilized.”

“Numbers don’t lie, but how you present them changes their meaning.” My previous professional experience has deeply reinforced this belief. Consequently, I see it as my mission not just to provide data, but to deliver it in a way that is truly actionable for making decisions.

Challenges and Solutions

Challenges
・Understanding the entire business process from end-to-end (E2E)
・Improving operational efficiency
・Reducing variance in quality
・Enhancing response speed, etc.

In response, we are implementing the following measures:
・Standardization through the development of SOPs
・Active integration of AI
・Visualization of business workflows

The key is to prioritize “total optimization” over “local optimization.” I believe that true improvement comes not from one-off fixes, but from transforming the very structure of the entire operation.

Beyond Expectations

The requirement for “independent thinking” here far exceeded my expectations. Simply performing existing tasks does not create value as part of ONE DEJIMA; we must constantly ask ourselves, “Is there a better way?”

Furthermore, the fact that we are responsible for building the frameworks ourselves represents a significant shift from my previous work environments.

The Most Memorable Experience

Rather than achieving a single massive breakthrough, what stands out most to me is the steady progress made through small, daily operational improvements and efficiencies. This accumulation builds trust and paves the way for significant transformations in the future. Being part of this process of change is what I find most memorable.

Background

I joined a regional bank in 2007 and gained extensive experience in corporate sales, international business support, and a dynamic assignment in Shanghai. Through various roles, including three external secondments, I worked in corporate finance, credit management, and overseas transaction support, finding great fulfillment in “supporting corporate decision-making.”

While building my career within a traditional institution with 150 years of history, as I approached the age of 40, a desire emerged to “seek new challenges rather than staying the course.” It was then that I learned about the establishment of ONE DEJIMA in Nagasaki. I was drawn to the concept of “supporting the world from Nagasaki,” but above all, it was my intuition telling me “this looks exciting” that became the ultimate catalyst.

Why ONE DEJIMA?

The fact that it was a brand-new company in Nagasaki—and more importantly, the sense of excitement it offered—was the key. Rather than being a mere back office, I saw immense potential in its challenging concept as a KPO to “empower global business from Nagasaki,” and I wanted to grow alongside this environment.

My previous role at the bank was within an institution with deep roots and fully established systems. In contrast, ONE DEJIMA is an organization still in its developmental stages. That is precisely why I found it so compelling: the opportunity to actively shape the company’s identity, its business frameworks, and the culture itself.

The Uniqueness of ONE DEJIMA

“Directly connected to the world while being based in Nagasaki”

“A culture that welcomes improvement and challenges”

“Regional Presence × Global Reach × High-Level Expertise”

Because ONE DEJIMA functions as a modern-day “Dejima” (gateway), our structure allows us to easily propose improvements to existing methods from an external perspective. Unlike simple outsourcing, the “act of proposing” itself is where our value lies—a major differentiator from other companies.

Changes Since Joining

The most significant change is that I have developed a clear “Business Process” perspective. During my time at the bank, I did work while considering the logic behind the numbers, and there were already well-established processes in place. However, those were refined over a long history, and there were few opportunities to rethink them from a zero-based business process standpoint.

In contrast, my current role requires a mindset of deconstructing and improving operations by starting from the question, “Through what process were these numbers generated?” Instead of taking existing processes for granted, we review and redesign the frameworks themselves. This shift in perspective is, I believe, the most profound transformation I’ve experienced.

Introduction to ONE DEJIMA Culture

As a leader, I strive to foster a culture that “embraces taking the first step.” Instead of demanding perfection from the start, we encourage a cycle of challenging, improving, and building momentum. I believe this culture is exactly what drives the growth of the entire organization.

Moreover, cross-departmental projects and the internal/external exchanges at DEJIMA SALON resonate with the historical legacy of Dejima—where diverse people and cultures converged—which I find incredibly fascinating.

Empowering global business from Nagasaki through the “Power of Connection”  ×  “Value-Creating Frameworks.”

By connecting stakeholders—both internal and external, local and global—and building relationships of trust, I aim to create an environment where information and operations flow seamlessly. Furthermore, my goal is to institutionalize these practices into a “reproducible framework,” fostering an environment that consistently generates value.

A Message to Future Colleagues

ONE DEJIMA is the place for those who prioritize “growth” over “stability.” It is an environment that demands you to think for yourself, take initiative, and continuously improve. For those who find this kind of challenge exciting, it is a highly stimulating place to achieve professional development.
Empowering global business from Nagasaki—let’s create the value of ONE DEJIMA together.