In my role as Director Analyst at Gartner’s CIO and AI Leaders research group, I conduct and publish research, give guidance to technology leaders with Gartner insights. The topics I cover include IT operating models, product management, fusion teams and digital talent management. I advise CIOs and senior IT leaders on evolving their organizations to meet the demands for IT value contributions to enterprise business success —ranging from (re)designing operating models to cultivating future-ready talent and harnessing disruptive technologies such as AI. Through published research, client interactions, and conference sessions, I equip CIOs with actionable insights to drive successful digital transformation.
Previously at KPMG Ignition Tokyo, I managed multiple technology initiatives including GenAI and advisory projects, collaborating with the executive leadership team—including the risk management partner—as well as software product teams. I also led the UX research team, conducted user and market research, and facilitated design thinking workshops to create product and service roadmaps. Earlier, as an IDC Analyst, I led research on IT spending trends in Japan’s vertical markets, especially in Manufacturing and Retail, and gave presentations on industry digital transformation trends. Through my research, I conducted numerous interviews with C-suite executives and worked with global teams of analysts to deliver insights to clients in Japan.
KPMG, UX research, product management, 7 years
IDC, Analyst, 4 years
Product and Operating Models
Technology and Digital Talent
Master of Science in Arts Administration, Boston University, MA, USA
Bachelor of Arts in Philosophy, Saitama University, Saitama, Japan
Operating model: CIOs struggle to modernize rigid, legacy IT structures into agile, AI-ready frameworks that proactively drive business value rather than just acting as a reactive cost center.
IT governance: The challenge lies in shifting from slow, top-down gatekeeping to adaptive governance that safely empowers business teams without increasing security or compliance risks
Product co-ownership: CIOs must shift to persistent, outcome-based block funding while coaching non-IT business leaders with agile mindsets and shared accountability
Workforce readiness: AI is rapidly reshaping the workforce, creating unprecedented disruption. CIOs must develop strategies to prepare and adapt their teams for this evolving landscape.