Eita Araki (CFO) builds the financial and accounting foundations that support our rapid growth and establishes the systems necessary to sustain the business.

Background on Joining

Throughout my career, I have built extensive experience in accounting and finance, ranging from management accounting in manufacturing and consolidated financial reporting in retail, to supporting overseas subsidiary accounting and handling standalone financial statements for the Japanese subsidiary of a U.S.-based asset management firm. Through these roles, I felt a growing desire to move beyond simply preparing numbers and instead contribute directly to business growth. It was during this time that my friend from university, Allen (our CEO), introduced me to TAIMATSU and its mission to bring Japanese kitchen knives to the world. I was deeply impressed by the appeal of the knives themselves, as well as the company's marketing prowess, the sales strength of its store staff, and the driving force of its young, diverse organization. I decided to join the team because I wanted to leverage my experience to establish a solid financial foundation, thereby contributing to both the company's growth and the development of Japan's traditional craft industry.

Balancing Business Expansion and Management Infrastructure (Financial Strategy)

We are currently focused on expanding our physical store footprint. Because of the nature of the retail business, where sales growth directly impacts the need for working capital, highly precise cash flow management is essential. Fortunately, we have been able to secure financing from financial institutions that believe in our business. While maintaining these strong relationships, my top priority is always to look ahead and ensure we have stable funding capable of supporting our growth. Furthermore, we are maintaining a year-on-year growth rate of over 200% and have our sights set on a future IPO. Consequently, I must manage not only cash flow but also the development of our internal controls and management systems in parallel. As a young company, there are still areas that need refinement, but I am focused on prioritizing effectively to build a finance and management structure that supports our growth without hindering our speed.

My Role as CFO

As the management team continues to push for growth, I see myself as the "brakes" that ensure business continuity. By calmly assessing cash flow and risks to support growth in a sustainable way, I believe we can achieve expansion in the shortest time possible. Currently, with limited human and financial resources, I am in the process of prioritizing and building the organizational foundation—such as upgrading core systems and establishing internal management structures—that can withstand our scale. My mission is to provide the necessary defensive balance to support the management team's aggressive growth strategy.


The Ideal Candidate

Although we are only in our third year, we have a mountain of challenges to tackle, including domestic and international store expansion, new business ventures, and IPO preparations. Therefore, I believe those who can proactively enjoy a fast-changing environment are the best fit for us. Both our company and our organization are still evolving. That is precisely why I would love to work with people who are driven to grow alongside the business, rather than those looking for a role in a fully established environment.

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