This month marks my three-year anniversary with JCO. When I graduated in Japanese Studies almost 30 years ago, I could not have imagined that one day I would be celebrating a three-year anniversary at a company started by someone who shared that same academic journey.

Life rarely moves in straight lines. It tends to move in circles.

One of the most unexpected gifts of the past three years has been rediscovering a connection with Olivier. We both studied Japanese Studies, graduating around the same time, then followed our own paths through different countries, companies, and life chapters. Like many relationships, ours disappeared into the background noise of busy careers and changing circumstances.

And then, decades later, our paths crossed again.

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Last week I attended the Building California-Japan Business Connections event in San Francisco, and it reminded me why I always tell people that the Bay Area is probably the next best thing to being in Japan when it comes to connecting with Japanese companies.

What struck me before I even walked through the door was that this event was part of San Francisco International Week, a full week of programs organized by the San Francisco Chamber highlighting the region's global business connections. The Japan-focused evening was co-organized by the Japanese Chamber of Commerce of Northern California (JCCNC) with support from JETRO San Francisco, which says a lot about the importance of the California-Japan relationship.

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Last week, I facilitated a four-hour workshop at a client offsite at the Hilton in Los Angeles, entirely in Japanese.

What's interesting is that neither English nor Japanese is my native language. I've spent most of my adult life working professionally in both, and I use them every day. Yet after four hours of teaching, facilitating discussions, and answering questions in Japanese, I was exhausted in a way that surprised me.

The workshop went well. The participants were engaged, the discussions were lively, and the objectives were met.

But on the flight back to San Francisco, I found myself reflecting on why it felt so much more draining than delivering the same workshop in English.

The answer, I think, is that fluency and effortlessness are not the same thing.

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Japan's latest population figures tell a story that goes far beyond declining birth rates.

As of January 2026, the number of Japanese citizens has fallen below 120 million for the first time in more than 40 years, while the foreign resident population has surpassed 4 million, reaching a record high. Much of the discussion focuses on labor shortages inside Japan, but the implications extend far beyond Japan's borders.

As Japan's workforce shrinks, Japanese companies are becoming increasingly dependent on international talent, both in Japan and in their overseas operations. At the same time, many organizations are finding it harder to identify enough Japanese employees to support global growth through expatriate assignments.

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After Monday's reflection on the many personas we carry, I've been thinking about the one that often requires the most conscious effort: our work persona.

When I first started working in Japan, I assumed professionalism meant fitting into a certain mold. I spent a lot of time observing how people communicated, how decisions were made, and what was expected in different situations.

What I eventually realized is that Japanese business culture isn't asking you to become someone else. It's asking you to be aware of your surroundings.

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Last week, I had the opportunity to attend the Japan-U.S. Innovation Awards at Stanford University, organized by the Japan Society. The event celebrates companies and leaders who are shaping the future through innovation, while strengthening the important connection between Japan and the United States.

I came away genuinely impressed.

First, the organization of the event was exceptional. From the programming to the networking opportunities, it was clear that a great deal of thought had gone into bringing together entrepreneurs, investors, corporate leaders, academics, and policymakers. The result was an atmosphere where meaningful conversations happened naturally, and where innovation felt less like a buzzword and more like a shared mission.

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This fall, Shoko Kawata, the 35-year-old mayor of Yawata in Kyoto Prefecture, will become the first sitting mayor in Japan's history to take maternity leave. On the surface, that sounds remarkable. Dig a little deeper, and it says a lot about what it is still like to be a working woman in Japan.

What makes her case unique is that maternity leave does not formally exist for elected officials. Because mayors are classified as public servants rather than employees, there was no established framework for her four-month leave. Instead, Yawata had to create a special arrangement, with the deputy mayor handling day-to-day responsibilities while Kawata remains involved in major decisions remotely.

The announcement sparked a national debate.

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Every summer in Japan, you can feel the quiet shift. Jackets disappear, ties loosen, and everyone renegotiates what “professional” looks like in serious heat. Cool Biz has been around for years, but this summer feels different.

The Tokyo Metropolitan Government has now officially updated its guidance to allow staff to wear shorts and sneakers. Governor Koike positioned it very clearly as a response to extreme heat and a tighter electricity outlook, with rising energy costs linked to the ongoing Middle East war. After last year’s record temperatures and the introduction of a “cruelly hot” category by the meteorological agency, it’s hard to argue this isn’t necessary. They’re also encouraging earlier start times to reduce strain on the grid.

What’s new is that this is visible. There’s already some early media coverage showing government employees experimenting with polo shirts and tailored shorts. If you’ve worked in Japan, you’ll know that crossing that line is not a small thing.

The reactions I’ve been hearing are interesting. Women’s responses in particular are more layered than you might expect.

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