In a nutshell:
Misa joined Kyoto Fusioneering (KF) in April 2025 as an HR manager. With global HR experience in the automotive and retail industries, and a strong ability to proactively solve client challenges gained at a multinational consulting firm, she now serves as our Head of HR. She leads end-to-end HR initiatives—from designing and updating systems like our flexible work policy and commuting regulations to ensuring smooth implementation of HR initiatives across the organization.
What led you to choose a career in HR?
Interestingly, I never set out to work in HR in the beginning. My HR career started because I was unexpectedly assigned to the HR department at the automotive manufacturer where I had started my career as a new graduate.
Indeed, during my job search as a university student, I met an employee from a major Japanese automaker who told me how Japan’s automotive industry contributes to economic development in countries around the world. I had always wished to work in a field that supported economic growth, so I applied to that company and was fortunate to receive an offer.
Although I was initially interested in production control or logistics, I was suddenly assigned to an HR role after joining the company’s factory organization. It wasn’t what I had expected at first, but I decided to take it as an opportunity and approach it positively.
What were your early experiences in HR like?
Within HR, I worked mainly in labor relations and HR operations at a production site. My responsibilities included managing working hours, revising HR policies, and coordinating with labor unions. Once I started, I found the work deeply rewarding, and I learned a great deal by being able to work closely with employees on the ground.
One memorable project was leading a large-scale renovation of the company cafeteria as the HR representative responsible for employee benefits. With a large budget, we rebuilt everything: the cooking facilities, seating layout, and the menu itself. I coordinated directly with the cafeteria operator, managed construction schedules, and held briefing sessions for employees. Having the autonomy to lead such a project was a truly valuable experience.
Beyond that, seeing employees energized by improvements we made, or hearing managers say that a new policy made their work easier, brought me real joy.
I also learned about the importance—and difficulty—of HR’s position within an organization. Changing HR systems in a large company requires careful decision-making, and it wasn’t always possible to respond quickly to issues raised by employees under my nose. Balancing the needs of individuals with the company’s need for overall optimization was often challenging. But when we managed to update a system in a way that satisfied both perspectives, the sense of accomplishment was immense.
This role—bridging the perspectives of senior management and employees—helped me understand both sides and laid the foundation for my approach as an HR professional.
After several years in HR at the automaker, I began wanting a role with more global involvement. That’s what led me to consider a career change.
Were you always interested in working internationally?
Yes. Growing up, I used to watch overseas dramas at home. Even though they were fictional, seeing different lifestyles and values sparked my curiosity about life beyond Japan.
My interest grew stronger in university, where I majored in Chinese and studied abroad. Experiencing cultural differences firsthand—especially between Japan and China—was eye-opening and very stimulating.
This interest naturally shaped my professional ambitions as well. Although the automaker I worked for had global operations, opportunities for international assignments were limited, and even those roles mainly involved communication with the Japan headquarters. I wanted a role where I could work more closely with teams overseas, so I decided to change my career.
What did you do after changing careers?
I joined a major global retailer as part of its HR team and worked on implementing a global talent management system across 26 countries. I was closely collaborating with HR teams in 13 international subsidiaries, aligning HR foundations globally while respecting local labor practices and business conditions.
Unlike my previous company—where each country independently set its HR policies—this company operated under a “One-Company” principle with unified global systems. This meant I was able to work closely with HR teams worldwide as one integrated function, which was both exciting and fulfilling for me.
Of course, introducing common HR systems across countries with different laws and customs was not easy. But I learned them from local HR partners, and those lessons frequently come back to me now that I work with multinational colleagues at Kyoto Fusioneering (KF).
After gaining this global experience, I reflected on my next career path.
Until then, I had always supported companies as a corporate member, so I was curious to challenge myself in a role where I could directly contribute to company’s revenue. I realized that a human capital consulting role would allow me to leverage my HR expertise in that way—so I decided to join a global consulting firm.
How was your experience working as a consultant?
At the consulting firm, I focused on implementing global HR systems and improving HR operations.
Shifting from corporate HR to consulting requires a completely new working style. Since I was determined to build my consulting career from scratch, my manager rigorously trained me on everything—from presentation materials to proposal skills. It was certainly challenging, but the experience of contributing directly to revenue through my own performance was refreshing and motivating.
After becoming a manager, I took the lead on projects from the very beginning: identifying client needs, assembling teams based on internal skill sets, and ensuring successful delivery. There were moments when resource constraints made the project feel almost impossible, but by prioritizing effectively and streamlining our processes, I was able to lead the team to a successful delivery. And when the client said, “Thank you, this really helped us,” the sense of satisfaction was all the greater because of how challenging the project had been. Being involved end-to-end—from understanding the client’s issues to delivering the solution—is something only a consulting firm could have offered. And that experience is invaluable in my current work at KF.
What led you to join Kyoto Fusioneering after your experience at the consulting firm?
After six years in consulting, I felt I had fully experienced contributing to revenue through my own capabilities. My next goal was to combine my HR background with my problem-solving skills that I polished in the consulting firm and help build a company from its growth phase—designing HR systems and organizational foundations from the inside.
While job‑hunting, I looked specifically for companies in a growth stage that also had global operations, but I struggled to find the right fit. Then, by chance, someone who had previously been the head of HR at my consulting firm introduced me to KF, saying, “This company is perfect for you.”
When I learned more, I found out that KF was a global company grounded in Japan’s advanced engineering capabilities, and that I could be directly involved in establishing and improving its HR systems during a pivotal stage of growth. The role aligned perfectly with what I wanted to do, so I applied without hesitation—and eventually joined the company.
What do you do at KF as the Head of HR Department?
I work closely with the executive team to review existing policies, develop new systems, and introduce operational rules. Since joining, I have led initiatives such as implementing a flexible working system, improving our time-tracking processes, establishing commuting regulations, and launching 360-degree feedback evaluations.
Our HR team has also been gradually expanding, so as Head of HR, I focus on building a unified function that includes HR operations, recruitment, and HR planning. KF is now growing rapidly, and keeping our systems aligned with that growth is a constant challenge. But our team works together to introduce new policies and continuously improve our internal processes to make the company better.
What values guide you when you work?
I prioritize listening—truly listening—to all stakeholders. I try to align with executives on the company’s direction while also paying close attention to the voices of employees. My goal is to create initiatives that strike the right balance between top-down and bottom-up, and that serve the company as a whole.
I also collaborate closely with our global teams to ensure that our systems are easy to understand, fair, and transparent across all international locations.
At KF, every employee is actively taking on the challenge of making fusion a reality. In fact, one of our 5 Credos is “Enjoy the Challenge,” and the company actively encourages bold action. As HR, I would like to build up an environment where people can embrace challenges without fear and perform at their best.
That’s why we don’t simply copy systems from other companies—we design policies that fit KF’s unique stage of organizational growth.
Moving forward, I want HR to continue serving as the bridge between employees and executives, building and refining systems that support a workplace where everyone can thrive. Ultimately, I hope that by strengthening KF from an HR perspective, I can contribute to the development of fusion energy.
