The Impact of an 'Organization Where Management Themselves Fully Utilize AI.' The Frontline of 'AI x Finance' as Business Planning

My Thoughts on UPSIDER

After graduating, Toya Suzuki joined the comprehensive consulting firm ABeam Consulting, where he was involved in new business support. Later, he moved to the startup 10X, where he worked on the growth of their online supermarket business. Hechose 'UPSIDER,' a company developing a corporate financial platform, as the stage for his next challenge.

Currently, as a member of the Business Planning team, he works across three main business areas: cards (UPSIDER and PRESIDENT CARD), Shiharai.com, and UPSIDER AI Accounting.He is responsible for optimizing the organization's PDCA cycle through the formulation of business plans and KPI monitoring.

Why did he, with his dual background of structural thinking from consulting and hands-on, gritty experience at an operating company, decide to jump into the turbulent SMB financial market now? We asked him about the 'reality of AI utilization' that shocked him on the front lines at UPSIDER, and his vision for supporting local and small-to-medium enterprises with a 'tangible' approach.

'I want to be the one driving the business': Transitioning from consulting to a startup

—First, could you tell us about the background behind your move from ABeam, where you joined as a new graduate, to the startup 10X?

During my time at ABeam, while I was involved in clients' new businesses from the outside through projects, the desire to'challenge myself as the one driving the business' grew stronger, which was the catalyst.

Having interned at a startup for about three years during my student days, I was already interested in the startup environment. Among them, I decided to join 10X because the challenge of a business with significant market potential and high difficulty, like an online supermarket, seemed genuinely interesting.

—At 10X, you were in charge of business growth on the front lines. What were you conscious of when collaborating with professionals in the retail industry?

10X's online supermarket business is a so-called white-label model, which required us to proceed while having close discussions with our retail clients.

People in the retail industry have an overwhelming level of resolution regarding their own businesses and operations. To provide value where I lacked that level of resolution, I focused onproposing measures based on data and facts, and focusing on areas where it is easier to generate value, such as digital marketing and CRM.

By proposing quantitative measures based on cost-effectiveness and payback periods during my support, I was able to contribute to the business's growth by securing decisions to strengthen investments and by expanding the range of acquisition measures, which improved cost-effectiveness.

As a young person who had just graduated, I started from a place with no trust, but I was truly happy when I was eventually told, 'I can entrust these measures to you because it's you, Suzuki-san,' and when I received gifts upon my resignation.

The enthusiastic market expansion that once unfolded in payment platforms is now happening in the B2B sector

—What was the deciding factor for you to move to UPSIDER this time?

The biggest reason was that I wasdrawn to the dynamism of the SMB financial market.

In SMB finance, major megabanks are making large investments. It is a market where competition is intensifying, with many startups other than UPSIDER also raising large amounts of capital.

During the interview,VP of Growth Yonedatold me, 'The enthusiastic market expansion that PayPay and LINE Pay once carried out in the B2C sector is now happening in the B2B sector. UPSIDER is one of the companies at the forefront of that,' which made me very excited.

Also, there is the connection thatCard Business Manager Kondohas been a friend of mine since our student days. In addition, the business planning position, which allows for broad involvement in three completely different business models—corporate cards (UPSIDER and PRESIDENT CARD), Shiharai.com, and UPSIDER AI Accounting—was also very attractive.It was very attractive.

Management themselves fully utilize AI. A 'healthy sense of crisis' to avoid being left behind by rapid evolution

—Now that you have actually joined the company, how do you feel about the organization and environment at UPSIDER?

I was shocked by how the entire company is betting on AI, and the operational productivity is extremely high, beyond what I had imagined.

For example, thanks to AI-driven credit models, we handle screenings with a very small number of people compared to traditional financial institutions. Furthermore, our CEO Miyagi and co-founder Mizuno themselves are more hands-on than anyone else, fully utilizing the latest AI tools like Claude Code to drive development. That attitude from the top permeates the entire organization, and I am constantly surprised by the speed at which business automation is rapidly advancing every day.

That is precisely why, even on the front lines, the premise is to 'first use AI to move forward.'

—What kind of work are you actually involved in now?

Amidst the organization-wide advancement of AI utilization, what I am working on as a business planner is the creation of business plans centered on the card business. The process of distilling these into 'executable plans' while involving every role related to the business—not just business owners, but also tech, partner sales, Growth Partners, marketing, Bizdev, and the finance team—is a very fun job that stimulates intellectual curiosity, even though it is highly challenging.is.

While working on this business planning, I have keenly felt the importance of conveying 'why we reached that decision' in a way that creates a sense of conviction in the other party, just as much as the decision-making itself. From how to build strategies to designing communication for consensus-building, the process of receiving feedback from VP of Growth Yoneda and making improvements is itself a huge growth opportunity for me.

I personally feel a sense of urgency in a good way, thinking that if I don't constantly update how I approach my work as a business planner, I won't be able to keep up with the company's growth speed (laughs).

Delivering AI-powered financial experiences to regional and small-to-medium enterprises. Creating the next infrastructure while taking on challenges in a chaotic environment.

—Lastly, please share what you would like to achieve in the future and a message for future colleagues.

During my time at my previous company, 10X, I had the opportunity to be stationed at the offices of regional clients, and I was able to feel firsthand that our industry and lives are supported by various stakeholders on the ground.

That is precisely why I want to take on the challenge of delivering new AI-powered financial experiences not only to select IT companies and large corporations, but also to regional and small-to-medium enterprises and industries where digitalization has not yet progressed.

The current UPSIDER not only has the speed unique to a startup, but also has an environment in place where we can take on truly dynamic challenges through our partnership with Mizuho Financial Group. On the other hand, it is more chaotic than I expected in a good way, and there is still plenty of 'room' left to create businesses.

I think it is an unparalleled environment for those seeking big challenges and hands-on business development. If you are even slightly interested, let's have a casual chat!

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