“Too much is as bad as too little (過ぎたるは及ばざるがごとし).” This Japanese proverb has been the guiding mantra for Shinichiro Kawakatsu. As Director, Executive Officer, and Division Manager of VE-TRI Inc., he lives by the rule of moderation in everything he does. The point is not about extremes. Things work out when we strike a balance by avoiding both overconfidence and a lack of confidence.
One of the major reasons behind Shinichiro’s edge is his Business Administration background and a solid grip in Information Systems. Plus, there has been great exposure to a multicultural environment. A workplace where English is primarily spoken. Without it, he believes he wouldn’t be sitting pretty where he is today.
However, it wasn’t until he saw the 100 computers in the lab during his college courses that Shinichiro was inspired to pursue a career in IT. This indeed was good preparation for him to start his profession in SAP consulting.
His career journey began as an SAP consultant with early exposure to global rollout projects. The business trips to Malaysia, Singapore, Thailand, Canada, the U.S., the UK, and Germany opened his eyes to a world of possibilities. These challenging assignments helped him build confidence in traveling wherever necessary.
Over the years, his roles have been eclectic, requiring both technical and business acumen. The list includes presales and proof-of-concept projects, people management, and on-site client engagements. They taught Shinichiro something timeless—the trinity of resilience, humility, and the critical importance of aligning vision with execution.
The VE-TRI Vertical
After accumulating proficiency as an SAP consultant, Shinichiro’s previous company designated him to lead a small team. His dedication and growing responsibilities eventually took him to the position of VP. Then there was a big choice to make. He needed to decide whether to stay with his previous company or move to VE-TRI. Moving to the latter meant accepting a reduction in compensation. Yet, there was a profound realization. The pursuit of personal wealth was no longer motivating him. Without delay, he made the leap.
VE-TRI represented a unique opportunity: the potential of combining Japanese quality, Indian agility, and abundant talent (HISSYO CONSULTANCY PRIVATE LIMITED) to create transformation in IT consulting. With Japan’s population declining, Shinichiro began to believe that bringing in talent from overseas could be part of the solution.
VE-TRI’s plan is to expand globally. Starting in India, and now preparing to open offices in Africa, Southeast Asia, East Asia, and South America. The purpose? To better support clients with worldwide operations. Shinichiro also believes in taking their business to new heights globally by teaming up with like-minded partners. To him, this is an incredible way to make the world more peaceful, with fewer conflicts. What a great outlook! This is probably the spark behind why Shinichiro is among “The Most Inspiring Business Leaders Making a Difference in 2025.” We celebrate it wholeheartedly.
Since joining VE-TRI, he wanted to be part of a company that not only delivers solutions but also builds sustainable business ecosystems. It is not just an IT solutions provider. VE-TRI also aims to develop its own products in robotics and sensor technology sectors, starting with solutions in agriculture. This mission is what pulled Shinichiro in. And still keeps him inspired every day.
‘Making a Difference’ Differently
“You can’t connect the dots looking forward, you can only connect them looking backwards.” These iconic words of Steve Jobs have greatly inspired Shinichiro to carve a leadership niche for himself. He considers that the first step toward real transformation is breaking free from social conventions, fixed mindsets, and the weight of past experiences. To what? To embrace an open mind to create positive change in society, both as an individual and as an organization. For him, ‘making a difference’ means creating opportunities for their employees to contribute and make an impact through work. VE-TRI is not just about making profits but about giving people the platform to grow, innovate, and contribute to the world.
Projects that Changed The Game!
Every project, big or small, has added weight to Shinichiro’s growth. In the first decade of his career, his work primarily revolved around projects with him taking charge as both an SD consultant and a CRM consultant. Technical expertise and some vital skills were the major takeaways of this professional phase. One more thing, Shinichiro learned. The art of global collaboration with diverse people toward a shared purpose.
The next decade of his professional journey transitioned. The concentration was more on gaining experience in leadership, organization management, sales activities, and presales. Skills crucial to operating a start-up business. Not only did he have to play multiple hats, but he also got chances to handle projects outside SAP like Aras and mobile app development. This stretch broadened his horizon. Transitions from consultant to manager were an actual test, where he had to move out of his comfort zone. Those experiences were essential in equipping him for a leadership position at VE-TRI.
After 20 years and beyond, the transition from manager to director occurred over the past five years. As a director, he needed to become proficient in 360-degree management, covering employees, customers, vendors, group companies, and even the external business environment.
Upbringing vs. VE-TRI Fulfillment
During his upbringing, Shinichiro’s parents, teachers, and society instilled in him the belief. What’s that? Attending a good school and joining a big company were the exclusive paths to happiness. However, that turned out not to be true in his case. Shinichiro recognized that his life had become much more fulfilling since he moved to VE-TRI. It’s a start-up even smaller than his previous company!
What Distinguishes VE-TRI?
What sets VE-TRI apart is its motto. It says, “Smart Work and Innovation Lead to Victory.” Instead of glorifying hard work alone, Shinichiro emphasizes smart work. The fact that one of their directors, Mitsuru Ota, comes from an end-user company as an IT manager truly differentiates them. His insight and perspective help guide the business’s strategic decisions and make it unique. He works at VE-TRI as a side job while his main job is at a major company in Japan. Shinichiro feels that working styles like his may become more common in Japan in the near future. As the population declines, this approach could be constructive for start-ups and small companies like VE-TRI.
It is not just an IT service provider. This indeed is another aspect of VE-TRI’s individuality. The company also offers trading and consulting support. These help Japanese and Indian businesses internationalize. Whether establishing new branches or managing cultural and regulatory wrenches, VE-TRI smooths the bumps in the road. The result? A hassle-free market entry and sustainable growth. Shinichiro adds, “Our bilingual teams and agile mindset make us truly cross-border and cross-functional.”
He knows staying ahead means constant adaptation, being in the know, and focusing on delivering real value for the world. What’s VE-TRI’s formula to lead the pack? Of being nimble and flexible. Technology is changing the way businesses operate. So are the requirements of clients. The need of the hour is for the company to evolve its offerings to meet what customers actually want.
Three Wise Precepts
As Director and Executive Officer, three fundamental values guide Shinichiro’s leadership and decision-making. ‘Give and given back,’ ‘create a win-win situation,’ and ‘accept your weakness (limitation) and let others help you.’
The first concept captures the idea that one cannot expect to receive without first offering something of value. Unlike “Give and Take,” what Shinichiro stresses here is reciprocity, not transaction. Yet giving must be thoughtful. Offering what someone does not need risks rejection, even resentment. The whole process ultimately wastes energy.
Creating win-win situations means looking beyond personal gain. This also involves considering the interests of all stakeholders. There are times when a vendor or customer becomes overly demanding. What’s the smarter choice? It is to walk away. Having said that, Shinichiro underlines that self-awareness is just as important. While guiding others, leaders need to be careful not to become selfish.
The last value highlights where true leadership begins. It starts with acknowledging one’s own limits. A leader doesn’t need all the answers. The real job, according to Shinichiro, is to create space for the team to find themselves together. No two people are the same. Each has unique talents. Before pointing a finger at others, doing a little heart searching is highly recommended. Power grows from a sound understanding of one’s own strengths and weaknesses. That is the gist of unlocking the harmony of a strong team.
Bridges over Borders
His international work exposure has taught Shinichiro the importance of adaptability. Working globally requires cultural fluency. Instead of building barricades, Shinichiro chose to build bridges between diverse ways of thinking. This has become a core part of how VE-TRI operates.
What excites him most about VE-TRI’s present strategy and 2025 its impact beyond 2025 is its new beat. The company is expanding both geographically and technologically. The growth sprint includes opening new offices and entering AI-driven solution domains, such as IBM Watsonx and Salesforce Lightning AI. “Our India office has just moved to a new location that can accommodate up to 40 employees, and we are planning to open an office in Africa in 2026,” Shinichiro informs. All their SAP ERP and CRM solutions are seamlessly integrated with AI technologies. The intent is to significantly reduce user operation time and enhance efficiency in the future. VE-TRI is positioning itself as a hybrid of tech excellence and people-first consulting. That vision excites Shinichiro. The rationale for it? It gives a fair opportunity to make a social and economic difference across borders.
The Art of Balancing
Shinichiro’s work and personal life integration approach is glaringly different from the traditional advice of keeping the two separate.
The acoustic guitar has been Shinichiro’s passion since high school.
As a novice guitarist, he started performing with an amateur ensemble. He was then part of an orchestra that included 800+ participants, instructors, and professionals. Over time, he intensified his practice by taking classical guitar lessons from a private tutor. For this performance, Shinichiro spent a significant amount of time in preparation. He has gained much from the devotion that the practice took.
Nothing comes without sweat equity. You either earn something or learn something. For this seasoned professional, the event marked a powerful milestone. The takeaway is the importance of discipline and perseverance. It also made him understand that some goals require lots of effort and time before seeing any progress.
Shinichiro views this musical endeavor not merely as a hobby. To him, it is a method for self-improvement as a leader. Furthermore, his musical involvement has connected him with numerous people in enriching ways, transcending professional hierarchies and titles in informal settings.
Advising the Next Generation
Shinichiro urges aspiring leaders not to rush. Success takes time. Hastiness can only lead to a gaffe. With an extensive tenure in the field, he came to understand what true leadership is. It comes with experience, and while books help, real-world challenges mold competence.
Victory and failure are the two sides of the same coin. Instead of letting missteps chain their movement, he recommends that the aspirants treat setbacks as a constructive opportunity. They build the resilience and flexibility needed to address a demanding business space.
“Become proficient at your work,” he says, “then you need to start developing your own leadership style.” Something that will be acquired by mentoring and empowering your team.
Around midlife, find purpose. These young professionals must explore what truly drives them and align their careers or ventures with that objective. Even if it means starting from scratch, they should move forward with it.
Finally, he advises building their mindset. Shinichiro notes that prestigious firms indeed offer comfort and stability. In contrast, growing companies provide dynamic challenges, exposure across domains, and the versatility that unlocks one’s full potential.
He concludes by saying that in a professional life, gaining insights is the real gold. Wisdom that goes far beyond a single job description, gained from clients, partners, and leadership. As he puts it, “expanding your versatility unlocks your true potential.”
The Legacy of Leadership at VE – TRI
Upon being asked about his legacy, Shinichiro says he wants it built through his leadership at VE-TRI and within the wider industry. He pictures VE-TRI being remembered not just as a company, but as a symbol of togetherness. A firm strengthening ties across borders and aligning technology with purpose.
More personally, he hopes to be remembered less for his achievements and more for the spirit he facilitated. A culture of courage, kindness, and collaboration, which he sees as the true heart of leadership.
Leadership Must-haves In a Competitive Era
In today’s fast-paced business world, Shinichiro feels, a good leader needs three things. Stillness, integrity, and accountability. Leaders should remain calm and stick to their strong ethics. Not just that, they must own their actions, especially under duress.
“Look before you leap, think before you speak, measure twice, cut once,” Shinichiro recalls. He believes that this line carries timeless perspicuity. It reminds us that rash actions, driven by impulse, can lead to costly outcomes. His personal leadership philosophy sums this up. To live with purpose, act ethically, and dedicate oneself to serving the world.
