Manabu Kotani — Full Career Story

LONG FORM BIOGRAPHY

From a Boy in Wakayama to an International Businessman

A long-form record covering childhood, student years, the encounter with China, entrepreneurship, education, politics, spiritual experiences and current activities.

From a Boy in Wakayama to an International Businessman

Prologue — Life Is an Unpredictable Adventure

Looking back, my life sometimes feels like a film. How did a boy born in a small town in Wakayama come to start a business in Shanghai, establish companies in Hong Kong and become a special ambassador of the Sri Lankan government? I ran for the House of Representatives, nearly lost the sight in both eyes and then recovered in what felt like a miracle. This story is the reality I have actually lived.

This memoir is not merely a self-introduction. It is a record intended to demonstrate the belief that “nothing in life is truly impossible,” and a practical record of the idea that intuition and action can open one’s destiny.

Chapter 1: Childhood — A Boyhood Surrounded by the Sea and Mountains of Wakayama (1973–1986)

My Hometown, Kainan City

I was born in 1973 in Kainan, Wakayama Prefecture, a small city of roughly 50,000 people. Kainan is located in northern Wakayama and is rich in nature, surrounded by sea and mountains. Wakayama is one of Japan’s most mountainous prefectures, with roughly 80% of its land covered by mountains, and Kainan was no exception.

Our home stood on elevated ground, and from there I could look down toward the Kishi River. In my childhood memories, I often swam in the river during summer, and those memories remain stronger than memories of swimming in the sea. Although I lived in a coastal city, I grew up on the mountain side, so the river felt like the closest part of nature to me.

Growing Up in a Public-Service Family

My family was what might be called a public-service household. My father worked for the Wakayama Prefectural Government; my mother was first a kindergarten teacher and later worked for an agricultural cooperative (JA); and my grandmother worked for Kainan City Hall. It was a family connected to stable public institutions.

My grandfather’s history is particularly interesting. According to family stories, he entered the navy as a boy soldier and later served as an instructor at the naval academy. I was also told that during the war he was involved in work related to special-attack units. After the war, fearing investigation by GHQ, he disappeared from contact for about ten years. Family members believe he may have worked while keeping a low profile in coal mines or similar workplaces in Kyushu.

My grandfather’s background may later have had a subtle influence on my decision to attend Tokyo University of Mercantile Marine, now part of Tokyo University of Marine Science and Technology. The connection between the navy and maritime education may have affected my life choices in ways I could not see at the time.

Elementary School Years as a “Troublemaker”

After entering the local public Nakano-kami Elementary School, I gradually became known as a problem child. By sixth grade, I was one of the central members of a so-called “notorious trio,” and our behavior contributed to serious disruption in the classroom.

I frequently challenged teachers, and the fact that our behavior contributed to our homeroom teacher being transferred is something I still reflect on. Yet I also learned something during this period: moving a group requires strong leadership.

I belonged to the baseball team, but we were a weak team and usually lost in the first round. That experience made me begin asking what is actually required in order to win.

Chapter 2: Junior High — Learning How to Survive in a Troubled School (1986–1989)

Higashi-Kainan Junior High as a Battlefield

What awaited me at the local Higashi-Kainan Junior High School felt almost like the world of Fist of the North Star. It was an era when delinquent youth culture was at its height, and the school often became chaotic. There were many students so difficult that one might ask, “Did junior-high students like this really exist?”

To survive in that environment, I became absorbed in strength training. As captain of the track-and-field team, I focused on throwing events such as shot put and discus, while in reality a major reason for building my body was simply “not to lose fights in the neighborhood.”

The Contradiction of Becoming Student Council President

Surprisingly, although I was a problem student, I also ran for student council president and won. My approach was unusual: for example, I entrusted the operation of the sports festival to some of the school’s toughest students. Once they were given responsibility, the event ran unexpectedly well and teachers praised the result. In reality, however, the atmosphere may have been close to rule by fear.

Through this experience I learned that strong leadership matters when directing a group. I also learned another social reality: if you produce results, people have much less room to complain.

The Contradiction of “Good Grades Mean You Are Forgiven”

Although I was a problem student, I attended an academic cram school six days a week and ranked within roughly the top five in my grade. As a result, teachers did not discipline me as severely as one might expect.

Seeing this contradiction, even as a child I learned that society places great weight on results and that producing results often leads people to overlook other behavior. This realization would influence me later in life.

Chapter 3: High School — Competition at an Academic School and a New Choice (1989–1992)

Entering Kindai University Wakayama High School

I entered Kindai University Wakayama High School. Locally, it was known as a strong academic school, with an educational culture that encouraged students to aim for admission to national medical schools and other highly selective universities.

In the high-school entrance examination, I placed among the top 25 of roughly 2,000 applicants and entered the highest-level “advanced class.” Once there, however, my previous feeling that effort alone would always let me win no longer applied. My classmates included highly trained students from cram schools not only locally but also across southern Osaka.

Choosing Tokyo University of Mercantile Marine

When deciding my future in my final year of high school, my parents told me, “If you enter a national university straight from high school, we will buy you a car.” Attracted by that promise, I looked for a national university where I thought I could be admitted immediately and ultimately chose Tokyo University of Mercantile Marine, now part of Tokyo University of Marine Science and Technology.

There were several reasons. My grandfather’s naval background had given me an interest in the maritime world since childhood. My science grades were strong, but I did not feel suited to becoming a researcher. I also wanted to study something a little unusual.

That choice would later change the direction of my life.

Chapter 4: University Years — Tokyo, Part-Time Jobs and an Encounter with China (1992–1997)

Tokyo, the Great Metropolis

Moving from rural Wakayama to metropolitan Tokyo, I initially had little idea how to navigate the city and needed time to adjust. My first home was in Kasai, Edogawa Ward, and that is where my life in Tokyo began.

Looking back at university, I probably spent more time working part-time than studying. I worked at izakaya restaurants, kushikatsu shops, doughnut shops and pizza delivery, among other jobs. I worked especially hard at the doughnut shop—enough that the manager once asked whether I wanted to become a part-time shift manager.

Meeting Chinese International Students — A Turning Point in Destiny

The encounter with Chinese international students had the greatest influence on my university years. As a child, I often heard my father talk about visiting China through a “Friendship Ship” project after normalization of Japan–China diplomatic relations. Those stories made me want to see China myself one day.

China in the early 1990s was still at an early stage of economic development and was much poorer than today. Chinese students studying formally in Japan were not necessarily from wealthy families and studied extremely hard. Yet many of them were exceptionally capable, which made me wonder: “If there are so many talented people, why is China still poor?”

When I asked Chinese students, some told me that young people had difficulty seizing opportunities because of the country’s system and therefore felt they had to go overseas. I also began learning about the social structure of the time and the powerful influence of family background and social origin on a person’s future. For some, studying or working abroad seemed like the most realistic way to change their life.

Hearing these stories greatly intensified my curiosity: “What kind of country is China, really?”

Deciding to Study in China

One day, while walking past the university student-affairs office, I happened to see a notice from a Japan–China friendship association asking whether students wanted to study at a Chinese university. I became interested immediately, called for information and ultimately decided to study in Shanghai.

I did not know which university was best. I chose Shanghai Normal University for very intuitive reasons: “Shanghai should be a fun place for student life,” and “a university with more women might be more enjoyable than another male-dominated school.” That casual-looking decision would ultimately determine the direction of my life.

Chapter 5: Studying in Shanghai — Two Years of Learning More from Experience than from Language Classes (1997–1999)

Life at Shanghai Normal University

In 1997, I began studying at Shanghai Normal University. Those two years were not merely about language learning; they were a period of directly experiencing China and understanding local culture more deeply.

The purpose was of course to learn Chinese, but many things could not be acquired from textbooks alone, so I chose to learn through practice. I deliberately created opportunities to speak by approaching students at the university gate and trying to increase the amount of real conversation I had every day.

A French international student became curious about what we were doing and asked us. When I explained that I was starting conversations in order to practice Chinese, he replied, “Then let me join you.” That became the beginning of a friendship that crossed national borders.

Another Side of China — The Visible and the Hidden

During my studies, I saw not only the polished side of Shanghai but also more complicated parts of the city—unusual nightlife, informal networks and environments too sensitive or personal to describe fully online. Even local Chinese acquaintances sometimes asked us why we went to such places.

Seeing both the light and shadow of China was a valuable education. Later, in trading work, it became part of my strength as someone who understood more than the surface image of the country.

Interest in China Business

While studying abroad, I began asking myself how I could create business connecting China and Japan. With a Chinese friend, I started a small personal-import agency, sourcing products in China that were hard to find in Japan and selling them to Japanese customers. It was a small business, but it became a trigger for later trade consulting.

Chapter 6: Early Professional Career — Experience in Japanese Companies (1999–2003)

Learning IT Skills at transcosmos

After graduating in 1999, I joined transcosmos Inc., a listed IT-solutions company with roots in my home prefecture of Wakayama.

I worked initially in a development-related department, where I studied internet-related technologies using personal computers and learned the fundamentals of website production. That knowledge later became extremely useful in business. Even today, I continue to build the websites used by my own businesses.

Over time, I became less interested in pure development work and moved into sales. However, because my goal remained “to work in China,” I became uneasy about waiting indefinitely for an overseas assignment and eventually left to pursue the next stage of my career.

Sales Experience at NTT — The Power of a Major Public Brand

After leaving transcosmos, I took a sales role connected with NTT as a transitional position. At the time, Japan’s telecommunications market was becoming more competitive, and MyLine registration was being marketed to NTT users.

I was surprised by how readily people listened simply when I said I was calling from NTT. Particularly in regional areas, some companies were not even aware that alternatives existed. Sales therefore progressed relatively smoothly, and for a period my performance was strong enough to receive recognition at the national level.

That experience taught me very clearly that the power of a brand can be enormous.

Shipbuilding Industry Experience at Chugoku Marine Paints

In 2001, I was finally able to begin my professional career in China, joining the Shanghai subsidiary of Chugoku Marine Paints, a listed Japanese manufacturer.

My role involved sales and management related to marine coatings. I visited shipyards, sold coatings, managed painting during ship repairs and new construction, and inspected coating work as an on-site supervisor.

In this industry, graduating from Tokyo University of Mercantile Marine often created an immediate level of trust. Alumni ties were strong, and senior–junior relationships could directly influence business.

However, the physical demands of the work, including health risks associated with paint thinner, together with difficult organizational relationships, eventually led me to leave the company.

Logistics Reform at Takasago Warehouse

My second employer in China was Takasago Warehouse, a Fukuoka-based logistics company operating in Shanghai’s Waigaoqiao Free Trade Zone. Soon after joining, I realized that the internal organization was badly dysfunctional: teamwork was weak, work discipline was low and mistakes were frequent.

I made rebuilding that organization my mission and succeeded in reforming operations within roughly four to five months. In pricing negotiations with customers, I also adopted a very assertive style and succeeded in securing higher prices.

But the success of the reforms created serious conflict with senior management that had allowed the problems to continue for years, and I ultimately left the company after a major breakdown in the relationship.

Chapter 7: Entrepreneurship and the Golden Age of China Business (2004–2013)

2004 — Becoming Independent in Shanghai

In 2004, I left the Shanghai logistics company and finally decided to start my own business. The first opportunity came from a Japanese expatriate I knew in Shanghai who wanted help producing metal racks for an automobile manufacturer at a Shanghai factory and trading with the Chinese supplier. Helping with that project became the start of my first independent business.

Customer Acquisition through Websites

At first I had only one client, and I immediately realized: “If this company stops doing business with me, everything ends.” That sense of risk pushed me to use the internet aggressively.

Because I had learned IT at transcosmos, I already knew the basics of website production and Web marketing. I placed banner advertising with my own face on portal sites to build recognition. Overseas, a small unknown company naturally begins with very little trust, so I believed showing my face would at least make the business feel more credible.

An Early Form of Video Marketing

Today, YouTube-based video marketing is ordinary, but in 2004 YouTube did not yet exist. I uploaded video files to my own server and delivered them through streaming.

Being able to watch video showing real conditions in China was extremely unusual at the time and attracted considerable attention. Around 2006, as a wave of Japanese companies became interested in entering Shanghai, businesses across Japan began looking more seriously at the Chinese market.

Developing the Seminar Business

As a trade-consulting company, I began holding China-business seminars. From around 2006 to 2010, seminars were held almost weekly throughout Japan and in various Chinese cities, explaining market conditions, practical trade operations, regulations, success cases and failures to approximately 3,500 companies and about 3,500 individual participants.

One particularly important point is that the audience for these seminars was developed almost entirely through my own internet blogs and email newsletters. For that period, the methods were relatively advanced digital marketing, and they succeeded in attracting participants from across Japan.

Lecturing at Peking University

As recognition grew around my China-business expertise, I began receiving requests to lecture at universities. One especially memorable experience was teaching in an Executive MBA program at Peking University.

When I was a university student, I once proposed “the Chinese economy” as the subject of my graduation thesis, but my professor rejected it, asking why a student at a maritime university wanted to write about China’s economy. I eventually wrote on a technical risk topic related to hazardous materials and ship movement, which was not where my real interest lay.

Years later, I found myself teaching trade at Peking University. At that moment I felt proud and thought: “If you actually do the work, things that once seemed impossible can happen.”

2012 — The Senkaku/Diaoyu Dispute and the End of the China-Business Boom

China business had appeared to be progressing smoothly, but 2012 became a turning point. Japan–China relations deteriorated sharply around the island dispute, while regulations in China became tighter and fewer Japanese companies were entering the market. The overall environment became more difficult.

Around me, more Japanese business owners began shifting toward Vietnam and other Southeast Asian markets. As a result, the perceived attractiveness of Shanghai-based business declined substantially.

Chapter 8: Running for the House of Representatives in 2012

Why Enter Politics?

2012 was a major turning point. Until then my business had been centered in Shanghai, but I began to think that perhaps I should take on a new challenge in Japan, and I decided to return in order to run for the House of Representatives.

My interest in politics was influenced by watching Japan’s economic position and international presence change from overseas. Through business in China, I had become increasingly conscious of declining competitiveness among some Japanese companies and a weakening Japanese presence in overseas markets.

Running in Fukuoka District 2

Initially I hoped to run through the Liberal Democratic Party, but was told that becoming the local branch leader would be difficult. Later, during political realignments involving the Democratic Party and new parties, a friend working in political administration became a connection that led to my candidacy.

I ran in Fukuoka District 2, an urban constituency including central areas of Fukuoka City. I was not from Fukuoka and was essentially a parachute candidate, with no local political base or long-standing network, so I had to begin from zero.

The Campaign and Its Result

The two-week campaign ended in a decisive defeat. Even so, running for office gave me a direct view of political operations, helped me understand Japan’s election system and created many new connections. In that sense, it was a major learning experience.

After the election I considered whether to run again in the same district, but without an established base in Fukuoka or the resources required for continued political activity, I decided to step away from electoral politics.

Chapter 10: A New Challenge — Combining Real Estate and Trade (2015–Present)

2015 — Launching a Real-Estate Company in Tokyo

In 2015, I started a new business in Tokyo: real estate. One trigger was my wife passing Japan’s real-estate transaction specialist examination.

We registered a real-estate company in Akasaka, Minato Ward, Tokyo and began operations. I personally had no prior real-estate experience, but by using internet-based customer acquisition the number of clients gradually increased and we began completing property transactions. One memorable achievement was the sale of an entire apartment building valued at more than ¥200 million.

Because I had lived overseas for many years, I already had relationships with foreign investors. I therefore began introducing Japanese real estate to investors interested in the market. Before 2015, many consultations came from Chinese investors; after 2020, as the Chinese market changed, interest increasingly came from investors in Southeast Asia and other emerging markets.

2016 — Re-establishing a Japanese Company and Restarting Trade

In 2016, I decided to expand business in Japan again and established a corporate entity as a trading company, focusing primarily on importing building materials from China.

Why Adachi Ward? While looking for a place to start in Tokyo, I discovered that Adachi Ward was particularly active in supporting startups and also had many construction-related businesses, making it a practical environment for the business.

I used Adachi Ward’s startup-support system to establish the company formally. The first office was rented in a public incubation facility in Adachi, and the business began from there.

The model was straightforward: order building materials in China, import them by container into Japan, and deliver them to Japanese construction sites. Because it was a continuation of the trade work I had done in Shanghai, I could use existing Chinese factory networks and move relatively quickly.

Re-establishing a Hong Kong Company

As the business expanded, I established another local company in Hong Kong in 2016. This was the second time I had formed a Hong Kong company; the first had been in 2006, while the 2016 company was established as a new independent entity.

The reason for using Hong Kong was clear. As a gateway for China trade, it could make certain international fund-management and settlement processes more practical in an environment where cross-border movement of funds involving mainland China was subject to tighter controls. Hong Kong also offered advantages in international remittance, corporate structuring and related tax treatment.

Chapter 11: Encounter with the Spiritual World — Connections Beyond What Is Visible

2005 — A Dream Involving Hōnen

Around 2005, while working in Shanghai, I returned briefly to Japan and had an unusual experience—one that, in retrospect, felt almost like a symbolic prediction of a future role as a bridge between Japan and China.

Through the introduction of a business owner in Kobe, I met a spiritual practitioner who told me, “Something on the north side of your family home is calling you.” I immediately thought of my family grave, which lay to the north of the house.

When I returned home and placed my hands together in front of the Buddhist altar, I felt something pass suddenly through the room. I found myself thinking, “The person represented by the statue on the left has come.” My father then told me that the statue was Hōnen.

That night, I dreamed of Hōnen. In the dream he told me, “I studied the teaching of Namu Amida Butsu but never went to China. So you went in my place. Please chant Namu Amida Butsu and pray for peace between Japan and China.”

The next day, a major consulting company, Funai Consulting, unexpectedly contacted me about difficulties obtaining a business license for a hair salon while establishing a company in Shanghai. That consultation became one of the triggers for expanding my China consulting work more seriously.

2007 — Meeting Maharishi and Becoming Interested in Monetary Issuance

In 2007, I was consulting for a company associated with Transcendental Meditation. During that period, I received a striking message attributed to Maharishi Mahesh Yogi, known internationally for teaching TM to the Beatles: “Study currency issuance. And continue working in trade.”

Maharishi even called my Shanghai office directly. I could understand the connection to meditation, but at the time I did not understand why he mentioned currency issuance. The words stayed with me and became a trigger for deeper study of finance and the international economy.

Maharishi passed away roughly half a year after our conversation, but the words remained with me and I continued studying international finance and monetary issuance for many years. This later led me to take an interest in development assistance, international nonprofit foundations and global funding structures.

Visiting Sacred and Historic Places — A Journey through Japanese and Chinese Spiritual Traditions

From around 2002 to 2013, I visited Buddhist sites and places regarded as spiritually significant in Japan and China. Learning that many Japanese monks had historically traveled to China for training, and having lived in China myself, I often visited Chinese temples connected with that shared history.

At Mount Tai in Shandong, where generations of emperors performed important ceremonies, I felt the weight of imperial history. At Guoqing Temple in Zhejiang, connected with long traditions of Buddhist exchange, I stayed overnight and had unusual dreams. At Mount Wutai in Shanxi, a sacred site associated with Manjusri, I experienced a powerful sense of entering a different spiritual space.

Through these experiences, I came to view so-called “power spots” not simply as tourist destinations but as places where history, religion and personal spiritual experience intersect.

Chapter 12: International Expansion — Building a Bridge with Sri Lanka (2020–Present)

Appointment to a Special Ambassador-Type Role Connected with Sri Lanka

In 2020, I was given a special ambassador role connected with Sri Lanka’s Vocational Training Authority under its education administration, with the aim of strengthening links between Sri Lanka and Japan.

Through an acquaintance, I met a senior official from Sri Lanka’s vocational-training authority. The request was to deepen relations with Japan, create pathways for Sri Lankan talent to work at Japanese companies, encourage Japanese companies to enter Sri Lanka and increase employment locally.

Sri Lanka declared a sovereign default in 2022 and entered a severe economic crisis. Foreign-currency shortages made imports of fuel, medicines and food difficult, while youth employment became a major issue. At the same time, Sri Lanka has maintained a long-standing friendly relationship with Japan and has significant expectations for Japanese ODA and private investment.

Future possibilities include supporting Japanese companies entering Sri Lanka, matching Sri Lankan talent with Japanese employers and expanding trade. The broader aim is to strengthen trade and human exchange and deepen relations between the two countries.

Chapter 13: Current Business Development and Future Vision

A Diversified Business Portfolio

Today, I operate several businesses at the same time. In my real-estate business based in Minato Ward, Tokyo, I focus on supporting overseas investors in Japanese property investment, including sales brokerage, rental management and investment consulting.

In the trading business, through HONG KONG JCBO LIMITED, I coordinate imports of building materials from China, support Japanese companies entering China and arrange triangular trade. In particular, as Japanese construction-material prices rise, I provide direct sourcing from Chinese factories as one practical solution.

In international consulting, I provide services across Asia, including support for establishing Hong Kong companies, remote China-business support and assistance with entering Sri Lanka.

Research on the Latest Trends in China’s Building-Materials Market

Since 2024, I have continued researching and publishing information on the latest developments in China’s building-materials market. I monitor major trends such as the rapid increase in overseas exports by China’s residential building-materials industry, local-government-led industrial support policies, the rise of domestic brands and the shift toward green building, and use these findings when advising Japanese companies.

I analyze China’s building-materials market from multiple perspectives, including the activities of major groups such as China National Building Material Group, industrial transformation plans promoted by local governments such as Shandong Province, and individual company success cases.

Contributing to the Revitalization of Japan’s Economy

My goal is not simply business success. I have launched private think tanks focused on Japan’s economic revitalization and regional revitalization and am working on policy proposals and initiatives to energize local economies.

Having lived overseas for many years, I understand deeply that economic strength is directly connected to international reputation. Japan’s position in the world economy has been declining year by year, and harsh views of Japan’s future are increasingly heard overseas. This has created a strong sense of urgency in me that the current situation cannot simply be left as it is.

I am working on projects that contribute to economic vitality so that Japan can once again be highly regarded internationally and people in Japan can feel pride in their society.

Future Vision — Connecting Global and Local

For the past 25 years, I have played the role of a “bridge” connecting Japan, China and other Asian countries. I intend to continue this role and develop it further.

Specifically, I place importance on the following three directions.

1. Strengthening the International Competitiveness of Japanese Companies

Support mainly small and medium-sized companies with overseas sourcing, overseas expansion and the development of international sales channels so they can compete more effectively in global markets.

2. Bringing Asia’s Growth into Japan

Promote trade, investment and human-resource exchange so that Japan can benefit from the economic growth of China, Southeast Asia and South Asia.

3. Passing Knowledge to the Next Generation

Share more than 20 years of international-business experience and know-how with the next generation of entrepreneurs and businesspeople, contributing to stronger international competitiveness for Japan.

Epilogue — The Belief that “Thoughts Become Reality”

My personal motto is “Thoughts Become Reality.” Influenced by Napoleon Hill’s well-known work, it expresses my belief that a clear vision and strong conviction, sustained over time, can lead to the achievement of one’s goals.

Looking back, my life has repeatedly been opened by “intuition” and “action.” Choosing Shanghai Normal University for reasons that were almost casual, later lecturing at Peking University, running for the House of Representatives, and facing serious health challenges were all events I could never have predicted in advance.

Yet each of those experiences shaped who I am and connected to the work I do today. The dream involving Hōnen, the message from Maharishi and my encounters with Chinese students all feel, in retrospect, as though they were connected by invisible threads.

I believe there are forms of guidance in life that cannot always be seen. At the same time, it is important to act through one’s own will rather than simply wait for guidance. As expressed in the Chinese phrase “宁静致远” — a calm mind can reach far — I try to continue toward distant goals with composure and clear judgment. That is the way I choose to live.

A Message to Readers

To everyone who has read this life story: if you are standing at a crossroads in your own life, or hesitating before a new challenge, I hope some part of my experience may be useful to you.

Trials are unavoidable in life. Yet there are things worth committing oneself to completely. We may not be able to change every element of fate, but if we keep walking without turning away from the compass that points us forward, light will eventually appear. Continuity is what creates growth.

My story is not over. I will continue taking on new challenges as a bridge between Japan and the world, and I hope to pass the knowledge gained through those experiences to the next generation.

I hope you too will trust your own intuition and take a step forward without fear. A new world is waiting beyond that step.

Chapter 14: From 2024 — A Bridge for a New Era

A Turning Point — A New Wave of Chinese Companies Entering Japan

Since 2024, my business has entered a new phase. For more than 20 years I supported Japanese companies entering China; now the flow is reversing, and I am working in the entirely new stage of supporting Chinese companies entering Japan.

Why Chinese Entrepreneurs Are Looking to Japan

China was once the “factory of the world,” a destination for Japanese companies expanding overseas. But times have changed dramatically. The maturation of China’s economy, weakness in its real-estate market, stronger entrepreneurial ambitions among younger people and, above all, a renewed appreciation of the Japanese market have combined to drive a growing number of capable Chinese entrepreneurs to Japan.

Their reasons for choosing Japan are clear. Japan is politically stable, has well-developed legal systems and protects intellectual property rights. As uncertainty increases within China, Japan is being reassessed as a place where business can be conducted with greater predictability and security.

Japan also has a mature consumer market with strong demand for high-quality products and services. For entrepreneurs who have succeeded in China, the Japanese market can be an attractive next challenge.

Practical Support for Chinese Companies Entering Japan

The support I provide to Chinese companies entering Japan covers many areas. It begins with assistance in establishing a Japanese corporation. Depending on the business, I help organize the appropriate corporate form and coordinate the process from registration onward with the relevant professional specialists.

Next comes the search for offices and commercial properties. I help select suitable properties, particularly in central Tokyo, and support negotiations. Japanese real-estate contracts can be complex and difficult for Chinese entrepreneurs to understand, which makes this support particularly important.

I also support business matching: introducing potential Japanese business partners, assisting participation in industry associations and supporting exhibition and trade-fair participation so that clients can build networks in the Japanese market.

One of my strengths is the ability to work in both Japanese and Chinese and to understand the business cultures of both countries. With more than 20 years of China-business experience as well as entrepreneurial and management experience in Japan, I can anticipate many of the difficulties Chinese companies may face in Japan and help organize practical solutions.

A New Bridge with Nepal — The Challenge of Developing Specified Skilled Workers

Another major business development since 2024 has been the development of Specified Skilled Worker candidates in Nepal and their introduction to Japanese companies. Following Sri Lanka, this represents another attempt to build a bridge between Japan and South Asia.

The Reality of Japan’s Demand for International Workers

Japan faces a serious labor shortage because of its declining birthrate and aging population. In sectors such as construction, nursing care, agriculture, manufacturing and food service, many businesses increasingly find it difficult to continue operating without international workers.

In response, the Japanese government created the Specified Skilled Worker status of residence in 2019. It allows foreign nationals with defined skills and Japanese-language ability to work in Japan, subject to the conditions of each status and field.

Even with the system in place, however, finding capable people who genuinely want to work in Japan, providing appropriate education and matching them with suitable Japanese companies is not easy. This is where I saw a practical business opportunity.

Why Nepal?

There were several reasons I focused on Nepal. Many young Nepalis are interested in working in Japan, and there is a strong need for pathways to overseas employment. I also saw potential in developing education and matching systems that could help candidates adapt to Japanese workplaces and everyday life.

Above all, Nepal has a large pool of human resources that has been relatively underdeveloped for the Japanese market. Japanese companies have traditionally focused heavily on countries such as the Philippines, Vietnam and Indonesia, while Nepal has remained comparatively less explored.

Developing Specified Skilled Workers through 25 Schools across Nepal

I am currently involved as a director with 25 training schools across Nepal, developing international talent and introducing candidates to Japanese companies. The work is conducted in connection with an officially recognized sending organization in Nepal.

The training schools provide curricula such as the following.

1. Japanese-Language Education

Intensive language education aimed at practical Japanese needed for daily life and work in Japan, with study toward benchmarks such as JLPT N4 level.

2. Occupational Skills Training

Practical training in fields such as construction, nursing care, agriculture and manufacturing. Candidates practice work procedures so that they can adapt more quickly after arriving in Japan.

3. Japanese Culture and Business-Manner Education

Education covers Japanese workplace culture, business manners and daily-life customs, including punctuality, reporting and consultation practices, and teamwork—values commonly emphasized by Japanese employers.

4. Preparation for Specified Skilled Worker Examinations

Courses are provided to prepare candidates for the skills and Japanese-language examinations required under Japan’s Specified Skilled Worker system.

Operating a network of 25 schools across Nepal makes it possible to discover capable candidates not only in Kathmandu but also in regional cities, creating a broader recruitment and education base.

Matching with Japanese Companies

When introducing trained candidates to Japanese companies, the work does not stop at simple recruitment. The company’s industry, size, culture and desired candidate profile are carefully understood so that suitable people can be matched. Follow-up after employment is also important so that Nepali workers can build stable lives in Japan and become valuable members of their companies.

My strength is understanding both the perspective of Japanese employers and the realities faced by Nepali candidates. By understanding what Japanese companies need while also recognizing the strengths and challenges of Nepali workers, I aim for more sustainable matching.

Expanding Real-Estate Services for International Clients

Since 2024, my real-estate business has also shifted more strongly toward services for international residents. As more foreign workers and entrepreneurs live and operate businesses in Japan, helping them find appropriate housing has become an important social need.

Housing Problems Faced by Foreign Residents

Foreign residents face many barriers when renting housing in Japan: language, guarantors, high initial costs and, above all, property owners who may be reluctant to rent to non-Japanese tenants.

To address these issues, my real-estate work seeks to build networks with owners who understand international tenants. We also coordinate the use of guarantee companies, explain contracts in multiple languages and organize practical ways for foreign residents to rent housing with greater confidence.

In particular, services are adapted to the different cultural backgrounds and needs of Chinese entrepreneurs, Nepali workers, Sri Lankan businesspeople and other visitors and residents from across Asia.

Developing an Integrated Foreign Business Support Center

Since 2024, my activities have increasingly been organized around one concept: the “Foreign Business Support Center.”

The aim is to provide a one-stop entry point for the many needs faced by foreign individuals and companies operating in Japan. The concept includes comprehensive services such as the following.

1. Company Formation and Visa Support

Coordinate procedures for foreign entrepreneurs establishing companies in Japan, support related residence-status processes with appropriate licensed professionals, and provide access to tax and accounting advice.

2. Offices and Housing

Introduce and support contracts for business offices and residential properties, using networks of property owners and operators who understand international clients.

3. Recruitment and Hiring Support

Introduce international talent needed by Japanese companies, including Specified Skilled Workers, highly skilled professionals and engineers. Conversely, support foreign entrepreneurs when they need to recruit Japanese staff.

4. Business Matching

Support business matching between Japanese and foreign companies, participation in exhibitions and business meetings, and access to industry associations.

5. Daily-Life Support

Support practical aspects of living in Japan, such as bank accounts, mobile-phone contracts, health insurance, pension procedures and finding educational institutions for children.

6. Problem Resolution

Support the resolution of contract disputes, labor issues, residence-status renewal problems and other challenges faced by foreign residents, in cooperation with networks of lawyers, administrative scriveners, tax accountants and other specialists.

Serving as a Bridge in a New Era

Looking back, my life has repeatedly involved the role of a bridge. Since studying in Shanghai in 1997, I have worked to connect Japan and China. After becoming independent in 2004, I supported many Japanese companies with business involving China.

By 2024, the direction had changed substantially. I began supporting Chinese companies entering Japan, while also building bridges between Japan and South Asian countries such as Nepal and Sri Lanka. Developing international talent and supporting foreign entrepreneurs in Japan are new forms of the same bridging role.

In today’s globalized world, the cross-border movement of people, capital and business is unavoidable. To make that movement work smoothly, there is a strong need for people who understand the languages, cultures, legal systems and business practices on both sides.

I intend to continue fulfilling this role as a bridge, using more than 25 years of international-business experience to connect Japan with the world and contribute to a better international environment for the next generation.

From a Boy in Wakayama to a Bridge Connecting the World — The Story Continues...

Manabu Kotani

Representative, HONG KONG JCBO LIMITED

“Thoughts Become Reality” / “宁静致远”

This life story records the journey through 2024. The story continues.

Fifteen Perspectives for Understanding the Person and the Business

The Origin of an International Perspective — What It Means to Grow Up in a Regional Community

Manabu Kotani’s international outlook did not come from growing up in an environment already close to the wider world. He began in Kainan, Wakayama, surrounded by the sea, mountains and a tightly connected local community, and later moved through Tokyo, Shanghai and Hong Kong. Through those transitions he experienced how dramatically standards, assumptions and expectations can change with the environment. Growing up in a regional setting made him conscious of the distance to the wider world, while also teaching him that taking action and moving outward can expand one’s choices. The observation skills developed through local relationships, school organizations, sports and academic competition later helped him read other people’s positions in different cultures. Being international is not simply about speaking a foreign language. It is the ability to understand the logic of people with different backgrounds, adjust one’s own position and create a shared objective. In that sense, the human relationships learned in Wakayama became an important foundation for later negotiations in Shanghai and Tokyo.

Leadership — Turning Rebellion into the Ability to Operate an Organization

As a boy, Manabu Kotani was not the type to quietly accept whatever role he was given. At school he sometimes became the one causing problems and had a strong tendency to resist teachers and existing rules. At the same time, however, he served as student council president and captain of the track-and-field team, taking responsibility for producing results at the center of a group. This duality is important for understanding his later life as a business owner. Organizations do not move through rules alone; one must read people’s emotions, pride, competitiveness and resistance. Instead of excluding difficult personalities, giving them roles and responsibility can turn their energy into organizational results. The experience of operating a school sports festival in junior high had something in common with later efforts to rebuild a dysfunctional logistics organization in Shanghai. Strong leadership is not simply about speaking loudly; it comes from showing the objective, clarifying responsibility and ultimately accepting the consequences of the result.

A Map of the World Learned at Tokyo University of Mercantile Marine

Studying navigation is not only about learning how to operate ships. It means understanding the physical infrastructure that supports the world economy: ports, cargo, weather, regulations, insurance, safety and cross-border logistics. The fact that Kotani later handled the entire flow from Chinese factories to Japan—including customs clearance, quality control and international settlement—was supported by this basic understanding of shipping and logistics. In international business, a commercial agreement alone does not deliver the product. It is necessary to decide from which port goods will ship, how they will be packed, who bears the risk and cost, and at what point ownership transfers. The knowledge gained at university became meaningful only later through practical work. Knowledge acquired at a young age may seem abstract at the time, but when it connects with different experiences it can become a powerful tool.

Studying in China — Learning the Society Beyond the Language

What mattered most during study in Shanghai from 1997 was not only Chinese grammar and vocabulary. Through daily conversations, Kotani learned about the atmosphere of markets, people’s expectations for the future, family values, differences by place of origin and attitudes toward foreigners—social structures not found in textbooks. Language was not a score on a test; it was a tool for building relationships and approaching people’s real thoughts. He went into the city, spoke with many people, interacted with students of different nationalities and saw both the bright and complicated sides of Shanghai. This taught him the danger of explaining China through a single image. In a vast country, values differ dramatically by region, generation, occupation and income. What international business requires is not casually claiming “I know China,” but continuously checking the actual counterpart and environment for each project.

Corporate Employment — Understanding Both Brand Power and the Reality of the Field

Working at companies in Japan and China gave Kotani two perspectives. One was how much a major company’s brand and organizational strength can support sales. The other was that even the strongest name cannot make a business function if quality and human relationships at the operational level collapse. In NTT-related sales, he experienced the strength of carrying a trusted name. At the Shanghai subsidiary of Chugoku Marine Paints, he worked in demanding technical environments involving shipyards and coating management. At the logistics company, organizational mindset and work procedures had to be rebuilt before any formal system could work. These experiences influenced the design of his own businesses after independence. A company without name recognition has to build trust one step at a time through information disclosure, visible leadership, fast responses and concrete results.

Entrepreneurship in 2004 — From Dependence on One Client to an Information-Driven Business

The Shanghai startup did not begin with abundant capital or many customers. While executing the first project, Kotani quickly recognized the danger of relying on a single client and used websites, blogs, email newsletters and video to create new customer touchpoints. At the time, few companies introduced overseas operational sites through video, so information that allowed Japanese executives to visualize Chinese factories and markets had significant value. Kotani’s digital publishing was not merely advertising; it was a way to make invisible overseas transactions visible and build trust. By showing his face, explaining his thinking and continuously reporting local conditions, he made it easier for distant clients to seek advice. This approach anticipated what is now called personal branding, video marketing and specialist media.

Seminar Activities — Turning Experience into Shared Social Knowledge

The China-business seminars developed from around 2006 to 2010 were both sales activities and educational activities that shared field experience with society. Many companies were interested in entering China, but success stories tended to receive the most attention while practical details—causes of failure, contract cautions, quality control and building relationships with local staff—were less understood. Kotani put into words concrete examples from his own negotiations, logistics, factory orders and corporate operations and provided them as material for executives to make decisions. Teaching also forced him to organize his own experience and convert it into reusable knowledge. Lectures at institutions including Peking University EMBA programs, Chukyo University and Shanghai Lixin University of Accounting and Finance demonstrated an educational style that could only be provided by a practitioner rather than a purely theoretical researcher.

The Political Challenge — A Businessperson’s View of Social Systems

The 2012 House of Representatives campaign did not result in election, but it became an experience of understanding the distance between the systems that move society and the realities on the ground. In business, one can contract with customers, provide products or services and measure results. Politics is more complex: local history, party organizations, supporters, policy, name recognition and the electoral system are intertwined. Running in a district without an established local base demonstrated that some structures cannot be overcome by personal energy alone. At the same time, it gave Kotani an opportunity to express concerns he had felt while watching Japan’s economy from overseas. After this experience, his activities increasingly considered broader themes such as the Japanese economy, regional revitalization and international competitiveness, rather than only the interests of individual companies.

Real Estate — Supporting the Realities Foreign Residents Face in Japan

The real-estate business started in Tokyo is not simply about introducing properties. When foreign residents search for housing or business premises in Japan, they face many less-visible barriers: language, guarantors, screening, contracting customs, initial costs and restrictions on use. Even people with substantial overseas assets or strong business records may find that contracts do not proceed because Japanese credit information or residence status is different. Kotani has played the role of listening to clients in Chinese, organizing the concerns of Japanese property owners and management companies, and helping form conditions acceptable to both sides. Real estate is the foundation of both life and business. If housing is unresolved, family relocation cannot move forward; if an office is unresolved, a company may lack a real operating base. That is why real estate has major significance as an entry point for international support.

Using Hong Kong as an International Business Base

Hong Kong corporations have been positioned within Kotani’s international business as bases connecting Japan, mainland China and third countries. Hong Kong has long functioned as a city where international finance, trade, logistics and professional services gather. In practice, the important question is not simply whether a company is incorporated there, but what the company actually trades, where profits are generated, which banks handle settlement and which countries’ regulations must be observed. Based on his own experience operating companies in mainland China and Hong Kong, Kotani explains the realities of maintenance and transactions that cannot be understood from documents alone. An international base is not a magical tax-saving device; it creates value only when actual business activity, accounting, contracts and banking compliance are properly organized.

Connections with South Asia — Turning Human-Resource Exchange into Long-Term Relationships

Relationships with Sri Lanka and Nepal are not intended merely to fill temporary labor shortages at Japanese companies. Long-term settlement becomes possible only when young people learn Japanese and skills, understand workplace culture and daily-life rules before arrival, and employers also understand religion, food, family values and future plans. The success of recruitment should not be judged at the moment of hiring, but years later—whether the person has grown, is valued by the company and lives stably in the community. Kotani emphasizes designing education, placement, housing, daily-life support and employer coordination as one continuous flow rather than separate tasks. Cross-border movement of people carries responsibility. Sustainable international human-resource business requires thorough explanation on both the sending and receiving sides and reducing gaps in expectations.

The Concept of a Foreign Business Support Center

Company formation, visas, offices, housing, recruitment, introductions to business partners, trade, financing and daily-life support may look like separate professional fields. For a foreign company or entrepreneur entering Japan, however, they occur simultaneously as parts of one project. When consultation windows are fragmented and specialists do not share information, time and costs increase and contradictory decisions are more likely. The Foreign Business Support Center envisioned by Kotani places the client’s objective at the center and combines the necessary specialists and services into one coordinated gateway. The aim is not for him personally to perform every licensed professional task, but to work with lawyers, administrative scriveners, tax accountants, judicial scriveners, financial institutions, real-estate companies and educational organizations while serving as a project manager who moves the entire case forward.

What It Means to Work between Japan and China for Nearly 30 Years

Japan–China relations have repeatedly moved between periods of stronger friendship and periods of tension. Even when political relations change, business transactions, study abroad, tourism, families and local exchanges cannot be completely separated. The value of someone who has worked with both countries for a long time is not unconditional support for one side, but the ability to explain the logic of the other side even when emotions rise and to search for a realistic landing point. Kotani has observed multiple eras on the ground: China’s growth period, stronger regulation, the entry and withdrawal of Japanese companies, and the movement of Chinese companies into Japan. The correct answer changes with each era. Continuing in international business requires observing current flows of capital, people, technology and consumption and redesigning the business rather than clinging to a past model of success.

Manabu Kotani as a Publisher and Communicator

For Kotani, websites and blogs are not places used merely to decorate a completed career. They are workspaces where ideas continue to be updated. By writing in his own words about different themes—overseas markets, support for foreign residents, real estate, trade and economic policy—he has tried to identify common principles within his experiences. Publishing carries the risk of misunderstanding and criticism. Even so, when specialists put their face and name forward and explain the basis for their judgments, potential clients gain important information for choosing whom to trust. The future portal should continue publishing not only past records but also current challenges, lessons from failures and changes in international business, developing into media where personal history and practical knowledge intersect.

A Message to the Next Generation — Build Your Own Axis before Going Global

Going overseas does not automatically make someone international. Without language ability, expertise, a commitment to keeping promises and the ability to explain one’s own country or region, it is difficult to earn trust in another culture. Kotani’s path shows a way of learning through action rather than waiting until everything is perfectly prepared, and of turning failure into material for the next decision. At the same time, intuition alone is not enough; contracts, numbers, institutions, logistics and the other party’s interests must be checked concretely. Young people should not treat foreign language itself as the goal, but ask what they can exchange, what they can create and whose problem they can solve. The world is large, but work begins with a promise to one person. Repeated promises and results can eventually grow into relationships between countries.

Practical Notes on International Business

Basic Attitude When Receiving Consultation on an International Project

In international projects, what a client initially says they want often differs from the problem that actually needs to be solved. A request to establish a company may hide issues involving residence status, bank accounts, family housing, contracts with business partners or movement of funds. The first step is therefore to organize the objective, deadline, budget, stakeholders, source of funds and substance of the business. Rather than rejecting the client’s hope, it is important to explain the conditions required for realization in the correct order. Kotani’s support begins less with isolated procedural outsourcing and more with showing the client a map of the project as a whole.

What Matters in Negotiation

In negotiations between Japanese and overseas companies, translating words alone is not enough. Cautious Japanese expressions may be interpreted overseas as rejection, while strong overseas demands may appear insincere to Japanese counterparts. The negotiator must explain the decision-making structures behind the words and organize what each side can and cannot compromise on. Not only price, but delivery schedules, quality, inspection, payment timing and scope of responsibility should be recorded in numbers and writing. Reducing ambiguity without destroying the relationship is the foundation of long-term business.

Thinking about Factory Orders and Quality Control

When ordering from an overseas factory, a good sample does not guarantee identical mass production. Materials, dimensions, tolerances, color, surface treatment, packaging and inspection methods must be written into specifications, and approval procedures for changes must be defined. Pursuing only a low purchase price can ultimately create higher costs through rework, returns and project delays. Kotani emphasizes not treating the factory as an enemy to be monitored, but converting the buyer’s expectations into information the factory can reproduce. Quality control begins not at final inspection, but at design and contract stages.

A Design Perspective on International Logistics

In container transport, comparing ocean freight alone does not reveal the total cost. The entire flow must be checked: inland transport from the factory to port, export customs, port charges, insurance, Japanese customs clearance, domestic delivery, unloading and storage. For building materials and large furniture, even the vehicle that can enter the site and the permitted delivery time may matter. Logistics is not a back-office function that merely moves goods; it is part of business design that determines delivery performance and profit. With a background in navigation studies and field experience, Kotani places importance on clarifying logistics conditions before the contract is signed.

How Foreign Clients Can Build Credibility in Japan

In Japanese transactions and rentals, overseas assets or career history may not automatically be valued in the same way. Preparing Japanese-language documents that can be checked, proof of funds, company profiles, business plans and clear contact systems—and responding quickly to questions—helps build trust. Rather than reacting emotionally to disadvantage as a foreigner, it is often more effective to understand what the screening side is concerned about and increase the amount of verifiable information. A supporter has a responsibility not only to speak for the client, but also to explain Japanese standards honestly.

How Japanese Companies Should Prepare to Accept International Employees

When hiring foreign workers, passing a Japanese-language test alone does not demonstrate workplace adaptability. Job duties, working hours, salary deductions, housing, transportation, religion, food, holidays and consultation channels should be explained before employment. Employers also need to prepare to give instructions in plain Japanese and turn implicit expectations into explicit words. Instead of calling an interpreter only after a problem arises, companies should provide regular meetings and daily-life support systems. Treating people not merely as labor but as individuals who are building a life can improve long-term retention.

Three Pillars Needed in International Human-Resource Education

Pre-arrival education requires three pillars: Japanese language, occupational skills and understanding of daily life. Japanese education should go beyond test preparation and build practical ability to understand safety instructions, report, ask questions, apologize and seek help. Skills training should expose candidates to actual tools and work procedures and develop habits of anticipating risk. Daily-life education should cover matters beyond work, such as garbage rules, transportation, noise, contracts, medical care and taxes. Rather than teaching these separately, they should be integrated around the flow of an actual day in Japan.

Common Misunderstandings When Overseas Companies Enter Japan

Japan is a stable market, but establishing a corporation does not automatically result in a bank account or business customers. Registration is only the entrance. Offices, employees, accounting, tax, licenses, product labeling and contracting customs must also be arranged. Methods that succeeded overseas may not match the expectations of Japanese consumers or business partners. Market-entry support therefore requires more than explaining Japanese systems; products and services must also be adjusted to fit the Japanese market.

Thinking about Real-Estate Investment Internationally

For overseas investors, Japanese real estate must be evaluated by considering price, yield, exchange rates, management, tax and exit strategy together. Even an attractive purchase price can be misleading if repairs, vacancy, outsourced management, rental demand and resale liquidity are not examined. For non-residents, remittance, identity verification, tax representation and registration documents may also require time. Kotani’s role is not to rush the investor into purchasing, but to provide information that allows a decision based on an understanding of Japanese market practices.

Connecting Crises and Failures to the Next Business

Over a long business career there will inevitably be periods when politics, economic conditions, regulation, health or human relationships disrupt plans. The important point is not to romanticize failure, but to break down its causes and identify what can be changed next time. If the boom in Japanese companies entering China slows, the same knowledge can be applied to Chinese companies entering Japan. Networks built through trade can be extended into real estate and human-resource support. The value of experience comes not from talking about past success, but from editing experience into a form that can be applied to new problems.

Personal Brand and Organizational Brand

When launching an unknown company overseas, the representative’s face, history and way of thinking often become the first source of trust. As the business expands, however, services cannot continue to depend only on the individual. Procedures, contracts, staff roles and professional networks must be organized so that service quality can be reproduced by the organization. Kotani’s portal has the role of introducing his personal history while also making public the standards by which he works. A personal brand is not created through flashy presentation, but through consistency between words and actions over a long period of time.

Practical Multilingual Communication

Being able to speak Japanese and Chinese is a major strength, but technical terms and contractual conditions require greater precision than everyday conversation. Important numbers, proper names, dates and scopes of responsibility should not be confirmed orally alone; they should be checked in both languages. Even when the other party appears to understand, asking them to explain the point in their own words can reveal misunderstandings early. An interpreter is not simply someone who replaces words, but someone who anticipates where misunderstanding is likely to occur and encourages confirmation.

Connecting Regions with the World

International business is not limited to large companies in Tokyo or Shanghai. Regional areas have excellent technologies, foods, tourism resources, land and people, while overseas markets may need those assets. Conversely, overseas capital and human resources can sometimes be used to solve regional problems. However, if only outside interests are prioritized, friction with the local community will result. The system must leave value locally by considering employment, culture, the environment and business continuity. For Kotani, who grew up in Wakayama, connecting regional Japan with the world is also a return to his own starting point.

The Type of International Support Japan Will Need in the Future

As Japan’s population declines, relationships with foreign investors, entrepreneurs, students and workers will become even more important. What is needed is neither unconditional acceptance nor automatic suspicion. Japan needs people who can observe the rules, understand local concerns, explain responsibilities to foreign clients and design relationships that create value for both sides. International support increasingly crosses the boundaries between interpreting, sales, administration and daily-life consultation. Kotani’s experience is a record of forming this complex role through practical work.

Future Vision — Turning Experience into a Platform

The next challenge is to turn individual experience and personal networks into a platform that can be used by the next generation. Information on market entry by country, contract cases, failures, properties, human resources, specialists and educational programs can be organized so that clients can identify the support they need. Information can be delivered online while important decisions continue to rely on direct relationships of trust. The goal is for Kotani’s portal not to become a museum preserving the past, but an entry point where international projects gather and new collaboration is created.

Supplementary Notes on Cities, Education and the Future

The Influence of Shanghai as a City

Shanghai from the late 1990s through the 2000s was a place of rapid change where old neighborhoods and massive development, state-owned companies and foreign companies, local communities and an international city all existed at the same time. Prices and regulations that worked yesterday could change quickly, and people’s values evolved with economic growth. Living there for many years taught Kotani not to depend on fixed assumptions, but to observe change itself as a business opportunity. Shanghai taught him not only about China, but also the speed required for decision-making in a growth market and the ability to see risk behind rapid change.

What Hong Kong Taught about the Logic of an International City

In Hong Kong, companies from mainland China, Japan, Europe, the United States and Southeast Asia conduct transactions while searching for common commercial rules. Nationality matters less than contracts, credibility, settlement, speed and the quality of professional services. Through operating Hong Kong companies, Kotani learned the difference between management based only on one domestic system and management that assumes multiple jurisdictions. Greater freedom in an international city comes with a stronger need for accountability and accurate records. It is essential to define clearly who promised what, which company is responsible, which currency will be used for payment and which law governs the transaction.

Viewing Tokyo as an International Business Base

Tokyo concentrates an enormous consumer market, financial institutions, professional services, transportation networks and educational institutions, but for foreign clients it can also be a city where procedures are fragmented and relationships take time to build. Working mainly in Minato Ward, Kotani has organized both the information overseas companies need first when entering Japan and the reassurance Japanese businesses need before working with overseas companies. It is not enough simply to promote Tokyo’s appeal internationally; an operating structure that can continue after market entry is essential. Support should go beyond the city’s brand and help individual businesses build real connections with the local community.

The Value of Failure in Education

If lectures and seminars discuss only successful methods, participants can misunderstand reality. Explaining the structure of failure—choosing the wrong partner, triggering resistance during organizational reform, learning the importance of a local base through political defeat—can help others avoid the same loss. Kotani emphasizes not giving students answers to memorize, but giving them perspectives they can use when circumstances change. Success cases may not be reproducible when conditions differ, but the habit of analyzing why something failed can be applied in any market.

Why Continue Publishing Online

International business is difficult to see from the outside, so clients often cannot evaluate a specialist’s ability before making contact. That is why it is important to publish not only a career history, but also what one is thinking now, what problems one is handling and what criteria are used for judgment. Blogs and portals are sales media that connect search to consultation, but they are also records against which past decisions can be reviewed. Kotani has used the internet from an early stage to build trust across distance. Going forward, combining text, photographs, video and diagrams will be increasingly important for explaining complex systems and transactions clearly.

The Meaning of Photographs and Records

Photographs of lecture halls, factories, overseas cities, negotiations and travel are not merely decorations designed to create a glamorous image. They are primary records showing when, where, to whom and about what information was communicated, and they help readers understand long-term activity visually. Older photographs may have limited image quality, but the atmosphere of the time and the tension of a real venue cannot be reproduced by modern stock imagery. The portal should combine authentic historical records with contemporary design so that the past is easier to understand without distorting the facts.

Support That Does Not Forget Family and Daily Life

Overseas expansion and migration do not concern only the business owner. If a spouse’s daily life, children’s schools, medical care, housing and language environment are not organized, life in Japan may not continue even if the business is successful. When supporting foreign clients, Kotani looks not only at the conditions of a company or contract, but also at the design of the family’s overall life. Distance to school, daily shopping, transportation and the local environment are difficult to express in financial numbers but strongly affect satisfaction. International business ultimately stands on top of human daily life.

Thinking about Economics and Spirituality Together

Kotani’s life includes both highly practical economic activities—trade, finance and real estate—and personal exploration involving temples, meditation and dreams. These do not necessarily contradict each other. They express an attitude that does not judge the meaning of life only through visible financial results. In business he values numbers, contracts and institutions rigorously, while for long-term direction he also gives weight to intuition and a sense of mission. Spirituality is not used as a substitute for evidence, but as a way of asking why he acts and what direction he wants to take. The balance between the two is part of what makes his personal story distinctive.

Concern about Revitalizing Japan’s Economy

Seeing Japan from overseas makes it easier to notice the gap between how Japan views itself and how it is evaluated abroad. Japan remains respected for technology, safety, service and culture, while at the same time it is sometimes criticized for slow decision-making, caution toward new business and weak international communication. Kotani believes Japan needs two-way flows: bringing the growth of overseas markets into Japan while helping Japanese companies develop international sales channels. Economic revitalization is not only a government responsibility; it begins when companies, regional communities, educational institutions and individuals create more international connections.

The Story Is Still in Progress

The career recorded on this portal is not a completed success story. Business environments change, and international relations and regulations are constantly updated. More important than protecting past titles and achievements is continuing to face present problems and create new relationships. Just as the path moved from Wakayama to Tokyo, from Tokyo to Shanghai, from Shanghai to Hong Kong and then back toward work that internationalizes Japan, the next stage will not be limited to one place or one industry. Kotani’s story will continue to be updated through action and documentation.

Conclusion — What Formed Manabu Kotani

If Kotani’s life is expressed in one phrase, it is “practice across boundaries.” He has moved between regional communities and major cities, Japan and China, employee and entrepreneur, private business and politics, economic activity and spiritual exploration, corporate support and individual daily-life support. At each stage he entered a different world, brought experience from one field into the next and created a new role. There was no perfectly completed master plan at the beginning. He grasped opportunities intuitively, gathered the knowledge and relationships required afterward and repeatedly corrected course in the field.

The rebelliousness of childhood became the ability to question existing systems. Experience as student council president and in sports developed into responsibility for moving groups. Knowledge of logistics and shipping from Tokyo University of Mercantile Marine connected to marine-coatings sales and later trading. Chinese-language ability and everyday experience at Shanghai Normal University became a foundation for creating mutual understanding between Japanese and Chinese companies. Lessons about the strength of major-company brands and the weakness of organizations became material for later decisions as a business owner. None of these experiences ended in isolation; each gained meaning when connected to later events.

After starting a business in Shanghai in 2004, Kotani used the internet to attract customers while publicly showing his face and thinking. He believed a small overseas company seeking trust from Japanese businesses needed continuous information, concrete results and fast responses more than a prestigious office. Linking video, blogs, email newsletters and seminars resembled what is now called content marketing. The important point was not merely that new technology was used, but that uncertainty in overseas transactions was converted into visible information.

Through lectures, Kotani converted personal experience into knowledge that other people could use. By explaining practical details involving factory negotiation, logistics, customs, quality, corporate operations and relationships with local staff, he provided material that helped executives make realistic decisions about overseas expansion. University teaching likewise became a place to communicate field judgments that theory alone could not explain. Teaching was also a process of organizing his own experience and rediscovering which conditions separated success from failure.

The political challenge became an experience of learning about social structures that cannot be changed through individual energy alone. Local political bases, organizations and long-term relationships with a community matter, and short-term enthusiasm is not enough to produce results. At the same time, the experience expanded his concern about Japan’s economy and international competitiveness beyond the boundaries of business. One does not have to become a politician to connect regions with the world, create employment and investment, or propose improvements to systems. This perspective later influenced his interest in Japan market-entry support and regional revitalization.

The Tokyo real-estate business brought Kotani’s international support closer to the realities of daily life. When foreign clients come to Japan, life does not begin with company registration or contracts alone. Housing, schools, banking, mobile phones, transport and healthcare all become immediate issues. Handling real estate made visible the concrete barriers foreign residents face at the entrance to Japanese society. For overseas investors, property support also requires more than explaining price and yield; management, tax, financing, remittance and future resale must all be considered.

New activities supporting Chinese companies entering Japan and developing human resources in Nepal and Sri Lanka apply, in the opposite direction, experience once used to guide Japanese companies overseas. International flows are not one-way. Japan is entering an era in which overseas companies, people and capital can also enter the country and help address domestic challenges. The necessary coordinator is neither someone who simply speaks for foreign clients nor someone who imposes Japanese customs without explanation, but someone who helps both sides understand responsibility and build a sustainable relationship.

Kotani’s strength lies in crossing multiple fields. A consultation that begins with trade may expand into company formation, real estate, human resources and daily-life support, yet the overall purpose of the project must not be lost. Modern international projects are often too complex to be solved by one license or specialty. That is why it is important to understand the whole picture, divide the problem into parts, connect the appropriate specialists and manage progress. The Foreign Business Support Center concept is an attempt to turn this accumulated experience into an organizational system.

At the same time, Kotani’s path is not a story in which everything went smoothly. There were organizational conflicts, changes in business conditions, electoral defeat, health crises and other events that interrupted plans. Through these experiences, he learned not to treat success as a permanent state, but to change his own role as the environment changes. Rather than protecting past titles, he asks what can be done for the next problem. That flexibility has supported a long career in international business.

Interest in the spiritual world is also part of understanding Kotani’s personal story. He has visited temples and historic places and connected experiences of meditation and dreams with questions about the direction of his life. At the same time, business decisions emphasize numbers, contracts, institutions and evidence. Instead of choosing either intuition or reality, he uses intuition to sense direction and practical confirmation to increase feasibility. The balance between the two supports both the courage to enter unknown areas and the caution required to control risk.

The future role of the portal is not only to publish past career history but to record current activity continuously. International rules, residence systems, real-estate markets, trade environments and human-resource systems change quickly. By checking current information, updating older articles when necessary and sharing anonymized lessons from real consultations, the site can become a living knowledge base. Photographs, video, timelines and diagrams should also help first-time visitors understand Kotani’s experience and specialist fields quickly.

At the center of the story is the message: trust your intuition and take the first step. But after taking that step, effort, learning, accountability and continuity are necessary. Talking about dreams and goals alone does not change reality. Keeping promises, refusing to run away when problems occur and repeatedly making corrections gradually bring thought closer to reality. Kotani’s phrase “Thoughts Become Reality” does not mean wishes come true automatically; it expresses the importance of maintaining a clear direction and acting over a long period.

The path from a boy in Wakayama to Shanghai, Hong Kong and work connecting foreign clients with Japanese society in Tokyo may look like a series of coincidences. Yet every stage contains common actions: meeting people, listening, choosing opportunities and accepting responsibility. The direction of a life is rarely visible as one straight line at the beginning. Only in retrospect do the points connect and become understandable as a story. Kotani’s portal records those points and aims to become a place where the next point is created.

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