PIVOT Inc. is a company committed to "pivoting" Japan in a positive direction, centered on video content in the business domain. In the fall of 2023, two years after its founding, the company was facing a "wall" amid rapid business growth. It was then that they embarked on a "management restart." With JAFCO's support, they began to unify their management team, redefine their MVV (Mission, Vision, Values), establish a personnel system, and recruit professional talent. How did PIVOT overcome the real-world challenges on the ground and turn them into an accelerator for growth? We spoke with Yuichi Kinoshita, COO and Vice President of PIVOT Inc., and Kazuki Tsuboi from our Business Development Department to hear the little-known story behind their support.

【Profile】 Yuichi Kinoshita, COO and Vice President, PIVOT Inc.

After working at Mitsubishi Corporation, Mr. Kinoshita joined Dentsu Inc., where he specialized in planning and investment in the media content sector and served as president of a U.S. subsidiary. After returning to Japan, he planned and established NewsPicks Studios, a joint venture between Dentsu and NewsPicks, and assumed the role of COO and board member. He was engaged in the production and producing of video content in the economic field. In 2021, he co-founded the business video media "PIVOT."

【What's PIVOT Inc.】

A business media company with the mission to "PIVOT Japan." It delivers daily free video content to enhance the mindset and skill set for a new era. In the two years and nine months since its channel was launched, its YouTube subscribers have reached 3 million, growing into one of Japan's leading business channels. It has also collaborated with over 350 advertisers.

――First, could you briefly tell us about PIVOT's business?

Kinoshita: PIVOT is a media startup founded in June 2021. Through our app, website, and official YouTube channel, we deliver daily free educational video content for business professionals. Thanks to our viewers, our YouTube channel subscribers have surpassed 3.3 million (as of June 2025), and we have become one of the top business video media in Japan. The content resonates well with executives who have decision-making authority, and demand for taxi advertisements and in-stream ads (video CMs) continues to grow.

――What was the situation at PIVOT when you received the investment from JAFCO?

Kinoshita: At the time, our number of employees was approaching 30, and the structure we had been driving forward with the power of individuals was beginning to show strain. Although sales were growing, methods on the ground were not standardized, and the sales and production teams were starting to feel exhausted. Each player was talented, but we couldn't even see who was proposing what to which client. Complaints that we were "not functioning as an organization" had begun to surface.

――It's often said that startups inevitably face the "30-person wall." It sounds like you were right at that stage.

Kinoshita: Yes. Originally, we had gathered our team by having friends of members join, so up until about 20 people, the organization ran on "tacit understanding." But that couldn't last forever. Around the time we achieved so-called PMF (Product-Market Fit) and our viewership began to grow rapidly, we were inundated with more advertising projects than we could handle. While it was a welcome problem, it was also a time when the limits of a management style reliant on individual strength became apparent.

――It was in that context that your collaboration with JAFCO began.

Kinoshita: We had the opportunity to receive management support after JAFCO became our lead investor in our Series A funding round in September 2023. At first, we were at a level where we didn't even know "what kind of help to ask for," but in talking with Mr. Tsuboi, we were able to organize our challenges. The biggest takeaway was getting serious about the fact that "the management problem we need to overcome now is the 'organization'." From there, we moved on to discussions about strengthening management.

Tsuboi: I was impressed by how frankly Mr. Kinoshita spoke about his awareness of the issues from the beginning. We considered what JAFCO could do to help and decided to first work together on what we positioned as a "Management Kickstart."

――What exactly was the "Management Kickstart" initiative?

Kinoshita: First, we started by creating a space for the management members to actually gather and talk. Until then, we didn't even have regular management meetings, so we lacked a place for organizational communication and building a common understanding. We gathered the manager-class members, eight of us in total, and had a knee-to-knee discussion.

Tsuboi: I worked with Mr. Kinoshita to design what themes to address and how to proceed in the forum where management members gathered. We began by providing information to establish a common understanding of what management is. Then, we conducted two workshops aimed at redefining PIVOT's approach to management and its MVV (Mission, Vision, Values). By first engaging in repeated dialogue to clarify "what we want to value," we could take the first step toward becoming a stronger organization. We used the term "Management Kickstart" with that intention, to align our perspectives.

――So you consciously chose a co-creative process rather than a top-down approach.

Tsuboi: Yes, that's right. My ideal role as a facilitator is to be the "one who starts the bonfire." I warm up the space so that the managers can digest, think, and exchange opinions in their own words. By doing so, it's no longer something "given from above," but something the managers can speak about in their own words. I believe this makes cherished values like the MVV come alive within the organization.

――So you proceeded with redefining the MVV (Mission, Vision, Values) at the same time.

Kinoshita: Yes. We had an MVV originally, but I had a sense of discomfort, wondering, "Is this really right?" I'm embarrassed to say that until then, my understanding of the "difference between vision and mission" was ambiguous, but we were able to align on the recognition that a vision is a "long-term, concrete desired state."

――So it changed to a more long-term vision.

Kinoshita: Yes. As we deepened our discussions with Mr. Tsuboi's advice, I felt our vision and mission being polished into words that resonated more deeply with us. For example, our previous vision included the phrase "video business media," but one manager suggested that "we should consider the possibility of expanding into areas other than video," which led to a reconsideration. Ultimately, we updated it to "become Japan's leading business media by 2030."

When we delved deeper into the question, "What is Japan's leading business media?" CEO Sasaki himself clarified four perspectives: "reliability, influence, profitability, and sustainability." I think this was a big step for us as an organization.

In the video space, especially on YouTube, you see media outlets that aim for viewership through "flame-baiting," but that alone undermines "reliability" and "sustainability." What values should we emphasize to become a media outlet worthy of long-term support? I think it was extremely significant that we were able to verbalize and share what those values mean, rather than just lining up pretty words.

Tsuboi: I felt that as we deepened our dialogue, the words expressing "what PIVOT is all about" became more and more refined.

Kinoshita: Regarding our values, we had long had action guidelines called the "PIVOT LAWS," but they weren't sufficiently linked to our evaluation system. For example, the first sentence of the "PIVOT LAWS" states, "We are a professional sports team." If that's the case, then we also need to specifically consider a "performance-based system befitting a professional sports team."

――It seems that along with redefining the MVV, the roles of the management team also became clearer.

Kinoshohita: Yes. In particular, the division of roles between CEO Sasaki and myself (COO) became much clearer. Sasaki focuses on the overall business concept and mission management, while I am mainly in charge of organizational operations and people management. The "four-quadrant matrix" that Mr. Tsuboi presented was extremely helpful.

Tsuboi: With the four quadrants of "management × frontline" and "society × internal," it became easier for everyone to have a common understanding of who is responsible for which area. I believe this makes it easier for the management team to operate with a relationship where they can "have each other's backs."

Kinoshita: A change also occurred in the mindset of our middle managers. I feel that by clarifying "what is expected of us," it promoted proactive behavior. I realized that the process of "having a common language" is truly effective.

――You also began creating a personnel system, but at the time, PIVOT didn't have a dedicated HR person, did you?

Kinoshita: That's right. In the early startup phase, we had someone who worked hard to establish basic rules like work regulations, but they left after about a year. Since then, we've been in a state of "HR absence." We had the bare minimum operations like payroll, but the essential HR functions, such as recruitment and personnel system design, were completely untouched.

――Starting to design a system in that situation must have been quite a burden, wasn't it?

Kinoshita: It was truly a process of trial and error. We didn't really know where to start. At that time, too, Mr. Tsuboi presented a way forward. With the help of a co-creation partner connected through JAFCO, we decided to introduce an HR SaaS along with building the personnel system. The process involved first meeting once a week for three months to decide on and build up the 50 points that needed to be determined for the personnel system, one by one.

Tsuboi: If you make decisions one by one like building blocks, you will ultimately create a personnel system that is unique to your company. And on the operational side, utilizing SaaS makes it easier to connect to the PDCA cycle. I thought this would be a good fit for a company like PIVOT, which requires speed and growth in its organization building, so I made the introduction.

Kinoshita: It was reassuring to have Mr. Tsuboi present at the system design meetings. He acted as an intermediary between the external vendor and me, sometimes explaining things, and giving advice from the perspective of incorporating PIVOT's uniqueness. When I was hesitant about a decision, Mr. Tsuboi's presence as a "sounding board" was truly significant.

――What points did you particularly focus on in creating the evaluation system?

Kinoshita: The biggest focus was, after all, the embodiment of our action guidelines, the "PIVOT LAWS." Since we advocate for a performance-based system befitting a professional sports team, our words would ring hollow if we didn't have a compensation system to match. Therefore, we introduced an evaluation system that allows for a maximum bonus payment of 300%.

――A maximum of 300% is quite impactful.

Kinoshita: Yes. And in fact, in the term immediately following, several people achieved a 300% evaluation. Of course, not everyone can reach it, but we were able to operate it based on a strict logic assembled according to performance and grade.

Tsuboi: I believe it's important for an evaluation system to balance both "fairness" and "uniqueness." In PIVOT's case, the former is expressed in the way they've documented "what actions and results are expected," and the latter in "setting evaluation items and weightings that reflect the culture."

――Specifically, how did you connect the values to the evaluations?

Tsuboi: For example, based on the values included in the "PIVOT LAWS," we set evaluation items such as "speed," "team contribution," and "making proposals." We made it possible to evaluate not just numerical results, but also the "how" behind the results, based on values. However, since it's a professional sports team, the main premise is to aim for victory. In that sense, it was also a distinctive feature that the evaluation system clarified the stance that everyone should emphasize results at the same rate.

Kinoshita: In that process, it was also good that we ourselves were able to realign our perspective on "this is the way of working we want to approve of." I feel that when I explain the evaluation system during recruitment interviews, the candidates' level of understanding increases. Furthermore, I feel that a lingering vagueness that I had personally been holding onto has been cleared up.

――What vagueness was cleared up?

Kinoshita: Previously, a young member asked me, "How can I reach an annual income of 10 million yen?" and I was at a loss for an answer. In the founding period, we could get by on spirit alone, but we can't attract talented members if the evaluation criteria remain ambiguous. Now that we have a system in place, I can explain, "If you clear these conditions three times, you can reach an annual income of 10 million yen," while showing the target grade, evaluation items, and the mechanism for salary increases and bonuses. Being able to specifically map out the steps toward a goal should be directly linked to motivation, and I think we've become a healthier company.

Tsuboi: Startups, on the one hand, seem attractive for their "freedom from systems and structures," but on the other hand, once they reach a certain size, that can become a source of anxiety. The essence of this initiative was to create a "foundation for taking on challenges with peace of mind" while maintaining the hungry spirit unique to startups.

――It seems you worked on strengthening recruitment in parallel with system development.

Kinoshita: Yes. We were getting a certain level of response from referrals and independent applications, but that alone has its limits in terms of scale. Especially at the timing when we had established the personnel system, I strongly felt the need to switch to "proactive recruiting."

――Specifically, what kind of challenges were you facing?

Kinoshita: As I mentioned earlier, we didn't have an HR manager at the time, so I was handling direct recruiting myself. I was paying for a certain platform and sending out scout emails, but I hardly got any replies, and it was a struggle just to find candidates... I was gradually losing heart. Around the time I was losing confidence, thinking, "Is this method really going to work?" Mr. Tsuboi told me about a service that combines recruiting and AI from Forward, Inc., which was also a startup and one of JAFCO's portfolio companies, saying, "We use it for our own recruiting and it gets results." To be honest, I was skeptical at first, but the company's president himself acted swiftly, and as a result, we were able to hire 6 people in 5 months, 5 of whom have already joined the company.

――Six people in less than half a year is quite an achievement.

Kinoshita: What was particularly good was the breadth of job types. We were able to hire a good balance of people not just in sales, but also in video production, accounting, and MCs (program hosts). Among them, the hiring of Noritaka Nishikawa, a former NHK MC who joined in June, was symbolic. He himself said, "I didn't think there was a need for someone like me." Media companies like PIVOT may seem well-known, but there are still parts of them that are not. But by approaching talented people and saying, "We want you to join us," they respond by saying, "I was actually interested." This was a real eye-opener for me.

――So being able to find the service through an introduction was key.

Kinoshita: Exactly. The VC network gathers information about companies and services that are "poised to grow," and moreover, information that has been selected by a "discerning eye." I don't think I could have found it on my own, and the price was a "startup support price," which was very helpful (laughs).

And behind it all was always JAFCO's support. Mr. Tsuboi attended our regular meetings from the initial requirement definition stage until we saw results. He felt more like a "reliable external partner" than a VC, and I am very grateful to him.

Tsuboi: Not just in recruiting, but it's difficult for startups to have all functions fully equipped in-house. That's why it's important to have a calm grasp of what you're "strong at, but weak at," and then supplement the missing pieces by collaborating with external partners as needed. Having someone like Mr. Kinoshita in the management team with a high sensitivity to organizational issues, who consulted with us from an early stage, I think it was great that we could be involved from the very first step of problem-solving.

――Mr. Tsuboi, what was your stance in supporting PIVOT?

Tsuboi: I often use the word "sherpa" to describe the role we should play. Like the guides who support a climbing expedition on the world's highest peak, Mount Everest, when a startup tries to climb a high mountain, we accompany them from the perspective of people and organization, delivering the necessary support at the necessary time. That is my ideal.

Furthermore, the goal is not to accompany them forever, but for them to be "self-reliant." The destination is a state where the portfolio company can solve its own problems. That's why I place importance on not just designing the system, but also on supporting the subsequent operation and even bridging to the next phase.

――Is PIVOT also about to head towards the "next phase"?

Kinoshita: That's right. With the personnel system in place and an HR manager hired, we've finally created the "foundation for strengthening the organization." From now on, as the number of people continues to grow, we will enter a phase where we are tested on how we operate it.

But because of the process we've gone through together, we can move on to the next step with confidence. I believe we have the team we do today because JAFCO accompanied us in system design, guided us in recruiting, and was there for us to consult on operations.

――So it was because of the "depth and breadth" of JAFCO's support.

Kinoshita: I really thought, "They do this much." To be honest, there was a part of me that thought of VCs as only being there for financial support. But JAFCO was different. They worked with us on system design and gave us advice on recruiting. Mr. Tsuboi and his team are "hands-on professionals."

Tsuboi: Thank you (laughs). I believe that an organization like PIVOT, which can flexibly adopt the necessary measures as it grows, will surely be able to transition smoothly to the next stage.

――What are your expectations for future growth?

Tsuboi: I believe they are an organization that is seriously pursuing the mission of "PIVOTing Japan," going beyond the framework of a business media. That's why I want them to continue to change without fear of organizational challenges, always staying one step ahead. I believe that their attitude of continuing to learn and change themselves will have a positive impact on their program content and other startups.

Kinoshita: The mountain we are aiming for still looms high and far in the distance. Using the process we have built up so far as fuel, we want to aim for greater heights while receiving the necessary support when needed. Our goal is to create a more powerful, "self-reliant team."

――Indeed, from accompaniment to self-reliance. The process of this support itself seems to be knowledge that will encourage many startups. Thank you very much.