With the vision of “A Symphony of Innovations, Pioneering a Brighter Tomorrow”, Brave group Inc. nurtures and supports entrepreneurs active both in Japan and constantly abroad. We sat down with Yutaka Takeda, Executive Officer and VP of IP Platform and IP Solution, who has been at the center of building this support system, and Keito Noguchi, Representative Director and CEO, to discuss the behind-the-scenes of their organizational growth and future outlook.
CEO of Brave group Inc.
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.
Executive Officer, VP of IP Platform and Solution, Brave group Inc.
Yutaka Takeda
After graduating from Waseda University, Yutaka Takeda joined a major game company, where he was in charge of international licensing. Later, at GREE, Inc., he was involved in business development focusing on both worldwide licensing and the development of domestic and international partnerships. In November 2022, he joined Brave group Inc. In February 2023, he was appointed general manager of the Global Business HQ. On October 2023, he was appointed executive officer. Appointed as Officer, VP of IP Platform and Solution in October 2024.
From a Stable Major Corporation to a Startup
Noguchi: I believe we first met right after we announced our Series C funding, didn’t we?
Takeda: Yes. I applied for a casual interview around June 2022.
Noguchi: At that time, we had about 50 employees, and the organization was still very much in its early phases. I remember feeling anxious about whether someone like you, with over 10 years of experience at major corporations, would accept a role at our company.
Takeda: Actually, I had heard from an acquaintance during my previous job that “Brave group is an incredibly interesting company.” Around 2022, the app game I was developing was cancelled. Just as I was considering my next challenge, I happened to see this news.
本日資金調達を発表させていただきました！グローバル展開を見据え大きくアクセルを踏んでまいります！
メタバース領域で事業を展開するBrave groupが、事業拡大及びグローバル展開を見据え13.7億円の資金調達を実施。累計調達額は23億円に。 https://t.co/SSbcDPCp2Y @PRTIMES_JPより
— 株式会社Brave group (@bravegroup_vt) June 7, 2022
Takeda: Even if I were to develop a new game, it would take at least 3 to 4 years to release it to the world. I thought, “Wouldn’t it be interesting to challenge myself at a rapidly growing startup instead?”
Noguchi: Were you considering other companies besides Brave group?
Takeda: I had several candidates, ranging from major firms to ventures. However, the casual interviews with you and Mr.Takizawa (Managing Director, Brave group Europe Ltd.) left a very strong impression. Back then, the company had a vision to challenge the Metaverse and Web3 sectors in addition to VTuber activities. I felt you were accurately capturing trends, and since I had already been paying attention to the VTuber industry, I was deeply interested.
Noguchi: Our hiring process at the time was “Casual Interview → Dinner → Offer Interview,” but you indicated your intention to join during the dinner. I still vividly remember shaking hands right there.
Takeda: By the end of the casual interview, the desire to work here had already sparked. The fact that Ms.Kim (Executive Officer, VP of IP Production, Brave group), whom I knew from my previous job, was there, along with other acquaintances working as contractors, gave me a sense of security. Also, I have a philosophy that “making a startup wait is a sin,” so I had already made up my mind to join before the dinner.
Noguchi: Actually, I had already created a “new organizational chart” assuming you would join before that dinner happened. Although I had a groundless confidence you would join, I was truly relieved the moment you accepted the offer without hesitation (laughs).
Reorganizing into a Department Aiming for Corporate Value Enhancement Domestically and Globally
Noguchi: Your initial mission was to develop partnerships for the global expansion of existing IP and to build the organization, including recruitment and management. However, a month later, we discussed launching a VTuber business in the US. By January 2023, the establishment of the US base was decided, followed by the UK base, shifting our policy to “launching IP locally to increase the overseas sales ratio.”
Takeda: When I became General Manager in February 2023, we had a department for launching overseas bases within the Global Business Division. However, while driving the launch remotely from Japan, I painfully realized that locals understand the local market best. Simultaneously, I felt that domestic group companies, just like the overseas ones, needed a system to supplement missing pieces.
Noguchi: That led to the reorganization in October 2023, changing the “Global Business Division” to the “Corporate Growth Division”—a department aiming to enhance corporate value not just globally, but both domestically and internationally.
Takeda: Exactly. We spun off the internal overseas department and identified the missing pieces in each group company. We then built a structure where the “Corporate Growth Division” would hire talent to fill those gaps and commit to projects across the group.
Noguchi: You didn’t just adapt flexibly to any situation; you built close relationships with teams in each group company amidst a constantly changing organization. When a new initiative came up, you would instantly judge the right person for the job, saying, “In that case, we should entrust it to that person.” That speed was incredibly reassuring. Your presence was significant in allowing us to make smooth and rapid decisions during the launch of our first overseas bases and the organizational building within Japan.
The Philosophy of “Winning 51 to 49”: Fearing No Failure
Noguchi: In October 2024, we announced a new management structure, dividing business segments into four areas, each with a supervisor. Currently, you oversee the IP Platform (*1) and IP Solution (*2) areas. Have there been any changes in your environment or mindset?
(*1) IP Platform: We develop and operate diverse platforms to maximize IP value and deliver it to fans, including managing official merchandise e-commerce sites, subscription services, fan engagement platforms, and game/esports-related businesses.
(*2) IP Solution: We provide a wide range of technology and production solutions necessary for IP creation and utilization, including support for corporate virtual IP development, Metaverse/XR development, 3DCG/animation production, and system development (SES).
Takeda: Previously, I had a strong consciousness of supporting the entire group horizontally. However, with my management area narrowed down to two segments, I can now think more from the “business creator’s perspective.” I feel I can push the accelerator harder than before, discussing with field members “what the current issues are,” “how we can improve,” and “what we must do to grow the business.”
Noguchi: Whether the “Second Pillar” centered on IP Platform and IP Solution can successfully rise is a crucial point for the future of Brave group Inc. The pressure must be immense, but I want you to settle in and give it your all over the next few years.
Takeda: I certainly feel the pressure, but since the number of successful new businesses is overwhelmingly small, I believe there is no time to be discouraged by individual failures. While it’s best if everything goes well, I value the mindset of “staying in the batter’s box” with the philosophy that “if we fight 100 times, we just need to win with a score of 51 to 49.” I want to lead us to victory by learning from failures and repeating challenges.
The Role of “Lubricant” Supporting Entrepreneurs
Noguchi: I see you as the “lubricant” of Brave group Inc. You are incredibly skilled at grasping the intentions of the executive team—who tend to be offense-oriented—consolidating diverse opinions in projects that cross business divisions, and adjusting them as if solving simultaneous equations.
To use an analogy from my favorite manga, HUNTER×HUNTER (Greed Island arc), you play the role of Killua in the dodgeball match. It is the most difficult position, requiring perfect balance between the one pushing and the one pulling.
Takeda: The scene where Killua’s hands are… well, damaged. To realize the vision of “A Symphony of Innovations, Pioneering a Brighter Tomorrow,” I believe my primary mission is to support from behind—not just the young talent, but also the top-class entrepreneurs already in the company. The word “lubricant” is a bit embarrassing, but it feels right, and I would be happy if I can fulfill that role.
Creating an Environment Where Challengers Can Thrive
Noguchi: With you at the center, members of Brave group Inc. are refining the support systems for each company and business. I want our existing members, and especially those who joined the group through management integration, to challenge themselves more than ever. We also want to provide a place where people with the passion to raise their hands and take on challenges—such as running for the “Adventure System” which allows members to challenge a position one rank higher—can actively thrive.
Takeda: In the future, I would be delighted if new graduates could grow into homegrown executives, become representatives of group companies, and achieve a track record of “10 billion yen in sales.” I want to provide an environment where that is possible. I want to support everyone who joins Brave group Inc. so they can fully demonstrate their abilities in the field and leave solid results. I look forward to continuing these challenges together with everyone.
(Interview Date: 02/10/2025)
