For Brave group, which continues to grow rapidly, building trust is essential.
We spoke with Executive Officer and Chief Risk Officer (CRO) Tetsuro Okushi, one of the key figures supporting this foundation, in conversation with CEO Keito Noguchi. They discussed Okushi’s long-standing commitment to trust-building throughout his career, the organization’s approach to risk management, and the “pieces” the company needs for what comes next.
Brave group CEO
Keito Noguchi
Keito Noguchi embarked on his entrepreneurial journey by founding Vapes, Inc. in 2011 while still pursuing his studies at Keio University.
In 2016, he orchestrated the transfer of the company over to Benesse Holdings, Inc. Following this, he has been engaged in the founding of over 50 startups as a business angel, showcasing his commitment to fostering innovation. In 2020, Keito Noguchi stepped into the position of CEO at Brave group Inc., a position he currently holds, leading the company with a clear vision and dedication.
Brave group CRO
Tetsuro Okushi
After graduating from Waseda University, he began his career in real estate sales before moving to an accounting firm, where he was responsible for consulting sales and project management. Triggered by the company’s J-SOX implementation, he played a key role in internal improvement initiatives, and later brought that experience to Kakaku.com, Inc., where he worked in internal auditing. After gaining experience in new business development and launching a company, he joined Brave group Inc. in March 2023. He was appointed as an Executive Officer in April 2024, and in October 2025, he assumed his current roles as Chief Risk Officer (CRO) and Head of Group Management Division.
“Who” Matters More Than “Where”: Integrity as the Deciding Factor
Okushi：My introduction to Brave group came through a recruitment agent. At the time, I was specifically looking for a growth-stage startup with an IPO in its sights. I believe the stage of building frameworks and processes is exactly where my strengths lie—and where I find the work most rewarding.
Noguchi：That makes sense. Now that you mention it, you were in a different industry before this, right, Mr.Okushi?
Okushi：Exactly. In all honesty, the VTuber space didn’t appeal to me initially, and I had my doubts about making the move. The turning point was definitely that final interview with you.
Noguchi：It feels like quite a while ago now. That would’ve been around 2023, right?
Okushi：Yes. Within just an hour of that final interview, I knew. I felt, ‘I can put my complete trust in this person’.
I really resonated with your philosophy—facing every promise head-on and consistently delivering on it. I loved how you saw that as a way to build a ‘reservoir of trust’ on a personal level.
I was actually a complete outsider to the VTuber world and had little knowledge of the industry’s past incidents before applying. But the way you thoroughly explained the industry’s history, including challenges, was incredibly sincere.
Seeing your integrity and your drive to follow through made me think, ‘I want to be one of the people rallying behind Mr.Noguchi’.
Noguchi：Back then, our corporate functions were filled with meticulous experts who tended to work quietly. Amidst that, I recall thinking you would be a breath of fresh air—someone who could lead with a smile and bring a surge of positivity to the group.
Okushi：Thank you. Honestly, I didn’t fully appreciate Brave group’s potential until the final stage, but our dialogue was what really sold me.
My philosophy is “people over tasks”—it’s about who I’m working with. I’ve realized through self-reflection that having a trustworthy leader is the key to unlocking my full potential. I feel incredibly lucky that our paths crossed.
Meticulous Trust-Building: The Quiet Driving Force Sustaining the Organization
Noguchi：It feels as though you stepped into the role of Executive Officer almost seamlessly somewhere along the line.
Okushi：I appreciate that. It was indeed a whirlwind year. I joined as a Manager, but within six months, I was leading the Internal Audit Office. Half a year after that, I stepped into the role of General Manager and Executive Officer. It was a huge honor to be promoted two ranks in such a short time. I believe that while my results played a part, the primary reason was the relationship of trust I was able to establish with the team and the company as a whole.
Noguchi：You’re humble, but climbing the ranks that quickly is no small feat. I’ve always felt your strengths lie in your interpersonal skills and your knack for organizational planning. Reflecting on those days, what was your specific approach to communication and creating the frameworks that support the organization?
Okushi：Thank you so much. Since joining Brave group, I’ve made a conscious effort to maintain straightforward and honest communication. This goes back to what I mentioned earlier about the qualities I admire in you. I strive to be sincere with everyone I interact with, regardless of their position. I believe that when people feel, ‘I can count on this person’, it builds the essential foundation of trust.
As for establishing frameworks, the organization had a mountain of issues when I arrived, which was perfect because that’s where I thrive. With nearly a decade of experience, I was able to focus single-mindedly on realizing my vision of the ‘ideal back office’ and building it from the ground up.
Noguchi：Absolutely. I know you’ve taken the lead on so many different projects for the company.
Okushi：It’s gratifying to hear you say that. I also think a wonderful aspect of this company is that evaluations look beyond just the final output.
Noguchi：What do you mean by ‘not just about results’?
Okushi：I felt that the company was looking at the ‘how’ as much as the ‘what’—the process and the communication. It really struck me that this is a company that focuses on the person. They genuinely care about your attitude and how you interact with others, which I find very encouraging.
Noguchi：Indeed. It’s a bit hard to explain, but those who are purely self-centered don’t seem to stick around. I believe we have many people who identify with the company as the primary driver of their work, taking personal responsibility to cross the finish line together.
Okushi：I truly feel that to this day.
In any company, you usually find a certain number of people you’d rather not work with, but at Brave group, I honestly don’t see anyone who shirks their responsibilities or turns a blind eye to their role. I’ve realized that here, the people who take initiative and engage with others with integrity are the ones who become leaders. Our management team, in particular, is highly capable, which makes the work environment incredibly smooth.
Noguchi： I agree. There are many types of leaders—some lead by saying “follow me” and pulling the team forward, while others lead by empowering those around them to bring out the team’s full potential. You are definitely the latter.
You carefully build relationships and create an atmosphere where everyone feels motivated to work. That “conductor-style leadership” is exactly what I wanted for our back office. It turns out my initial intuition that you’d bring such a positive energy to the team was spot on.
Uniting the Organization Through Individual ‘Ownership’
Okushi：I have a question for you, Mr.Noguchi. From your perspective, what are the “pieces” that Brave group needs most right now?
Noguchi：That’s a tough one, as there are so many challenges to consider. But if I had to choose, I’d say it’s a collective sense of “ownership” across the entire organization. I believe it’s the essential foundation for anyone who aspires to be a leader or wants to grow.
Okushi：Understood. Could you elaborate on what exactly you mean by ‘ownership’? What specific ‘state’ should a person be in to have it?
Noguchi：I believe it’s someone who puts the company at the center of their thinking rather than staying confined to their own domain. For example, acting for total optimization rather than just what’s best for their own department. When an issue arises, it comes down to whether you think “I will take action” instead of “someone else will do it.” It’s an accumulation of those moments. Management, in particular, is a role entrusted to those who possess this strong awareness, and I believe you, Mr.Okushi, have consistently navigated those very situations.
Okushi：Thank you. When I was entrusted with Legal and IT Systems—areas where I had little prior experience—I was genuinely happy to feel that my ‘ownership’ in building the organization and its systems was being recognized. Especially in the Group Management Division, there is often very little we can do once an incident has already occurred. It’s crucial to identify and ‘nip risks in the bud’ at an early stage. That requires us to face every situation with a constant sense of ownership and keep our antennae up so we never miss even the slightest sense of unease.
Noguchi：That’s so true. In corporate functions, successes are often measured by the absence of issues, which makes them hard to notice. But establishing the frameworks to ensure a smooth, problem-free operation is the backbone of our organization. The value of that foundation cannot be overstated.
Okushi：I couldn’t agree more. While it’s a never-ending challenge, I want to keep exploring ways to build preventive systems by approaching ‘ownership’ from every possible angle. Precisely because our work is often invisible, I strive to be the kind of professional who reliably supports the company’s foundation.
Noguchi：It’s one thing to talk about ownership and putting the company first, but it’s quite another to actually live it. It’s a “simple” thing that is surprisingly rare in practice. I see you and our other leaders embodying this every day, and that is what truly defines the strength of our management.
Okushi：While I realize there is still much to be done, I believe that when we operate with the mentality of ‘shaping the company ourselves,’ Brave group’s potential will be limitless. I want to remain at the forefront of that journey, consistently taking on new challenges as a key driver of our growth.
(Interview date:May/19/2025)
