From Vietnam to Japan: A Manager's Challenge in Supporting Non-Japanese Talent

“I Can't Speak Japanese, It's Impossible!" - Growth from an Opportunity Turned down Once

— Can you tell us about your career journey so far?

I started my career as an engineer at a U.S.-based IT company in Vietnam.

I always had a strong desire to achieve significant results as a team and to work on projects with a comprehensive view. So, after seven years, I gradually transitioned into management roles. I went through project management, technical team management, and program management. After moving to a newly established venture, I also gained corporate management experience as an executive.

At Money Forward Vietnam, I managed three departments as an Engineering Director. I was responsible for assigning members for joint development with Money Forward Japan and managing multiple teams from various departments like SRE, accelerator, QA, technical leaders, and technical interviewers in the Cross Department Development Department. I also occasionally launched new teams.

— You had a broad management role at Money Forward Vietnam. What led to your transfer to Money Forward Japan?

Actually, I initially declined the offer to move to Japan (laughs).

One day, Emma (the nickname for Nagai, the CEO of Money Forward Vietnam) asked me, “What do you think about sending a manager from Vietnam to Japan to further promote Englishnization at Money Forward?” I never imagined she was referring to me, so I replied, "That's a good idea. Maybe a younger member would be suitable."

So, I was surprised when Emma later suggested, "Tobe, how about you going to Japan?" Being in my 40s, I felt too old for the young Vietnamese IT industry, and I didn't speak Japanese, so I declined, saying, "No way, that's impossible."

But Emma didn't give up. She then asked, "How about going with your family?" I had always hoped my high school daughter would attend a university abroad, so the idea of both of us taking on new challenges in Japan seemed wonderful.

After several discussions, I agreed to the transfer. Coming here, I've learned a lot from new experiences and acquired skills I couldn't have gained in Vietnam.

Creating Opportunities for Everyone to Speak English and Learn Together

— That's quite a story. Your transfer was big news at Money Forward. Some members probably felt the pressure, thinking, "If a manager who doesn't speak Japanese is coming, we really need to improve our English."

Exactly as Emma and CTO Nakade-san wanted things to turn out.

I often joke that I want my presence to be a positive pressure. There are probably people who can speak English but just haven't had the opportunity or reason to do so. If the basic requirements for learning English are met, having an English speaker like me can create situations where people are almost forced to speak English, which I think is effective.

When I first arrived in Japan, many members told me in 1-on-1s, "I'm not good at English." I would respond, "I'm not a native English speaker either, and I'm still learning. Let's learn together."

Working in a multicultural organization like Money Forward, with members from various countries and regions, was a new experience for me, and my English has improved. Previously, I would think in my native language and translate it into English before speaking, but now I can think and speak directly in English. My understanding of Japanese laws, rules, and Money Forward's management and strategy has deepened, and the learning never stops.

My philosophy is to always be helpful to others in my work. So, if my presence can help improve everyone's English skills, I would be delighted, and I want to continue learning together.

What is Needed to Expand and Support the Success of Non-Japanese Engineers

— What initiatives have you undertaken since coming to Japan?

My mission is to "expand and support the success of non-Japanese engineers." As the Head of the CTO Office, I have been supporting the recruitment and goal achievement of non-Japanese members and improving the English skills of Japanese members.

When non-Japanese members join, I hold a Welcome Lunch regardless of the department, and I have ongoing 1-on-1 meetings with senior members. If there are trust issues between non-Japanese members and Japanese managers, I step in to help resolve them. However, such cases are becoming rarer.

This is because managers' English skills and communication abilities are gradually improving, and other team members are also providing good support. We have a "Help English" channel on Slack where non-Japanese members can casually ask for help with work or life issues, and someone always responds quickly.

Of course, it's not 100%, but I believe most non-Japanese members are working happily and feel secure.

— That's reassuring to hear. On the other hand, are there any challenges you see?

Communication with members on the business side.

Currently, the focus is on English for engineers, so non-Japanese-speaking members sometimes struggle to communicate with members on the business side.

It will take time for the business side to become proficient in English, so for now, we plan to get support from the interpretation team and have some development team members act as bridges to business members. In the mid to long term, we aim to increase the number of non-Japanese managers to strengthen communication between non-Japanese and Japanese managers. To achieve this, we are focusing on hiring experienced managers and supporting the growth of existing members.

Additionally, to increase the career options and growth opportunities for non-Japanese members, we need to increase the number of teams that can accomodate them. By challenging team operations in English, members will naturally become more motivated to speak English, creating more room to welcome English-speaking members.

People often say, "We need more people like Tobe," and I believe that is indeed the solution.

Transitioning to the Next Stage after Fulfilling Responsibilities in the CTO Office: Aiming to Continue Contributing to the Mission Without Being Constrained by the Position

— What are your future plans and career aspirations?

From June 2024, I plan to transfer to Money Forward Business Company, which develops and provides services for corporations.

The CTO Office, where I currently belong, has already achieved a non-Japanese ratio of about half, and we have non-Japanese Division Managers, completing the first stage of globalization.

The Business Company is the largest organization within the company, with about 1,000 members. Therefore, the progress of Englishnization varies by department. I hope to leverage my experience and dive into each department to promote organizational globalization hands-on.

I want to increase the number of teams that can collaborate regardless of nationalities. Teams that can work together towards common goals, overcoming not just language barriers but also communication and cultural gaps. If everyone embodies our MVVC (Mission, Vision, Values, Culture), introduce clear roles and responsibilities in our workflow, and engage in trial and error, I believe it's possible.

Moreover, Money Forward aims not only for organizational globalization but also for the global expansion of its services.

We have a long journey ahead of us, but I want to continue contributing to this mission without being confined to specific roles. Opportunities and possibilities for me to contribute, such as expanding product lineups and establishing bases in various countries, will continue to grow, and I'm excited about that.

Interview by Asami Fukuba（Money Forward Technical Public Relations）
Interview and text and Photos by Mika Tsutoyama (Money Forward Recruiting and Public Relations)
Interpreterby Reiko Tokuda （Money Forward Language Specialist Team）
English Translation by Takashi  Ozawa（Money Forward Language Specialist Team）