AKISHA Corporation
Representative Director,
Rob Van Nylen
2025.11.7
Japan’s economy has endured a long period known as the “30 lost years”of stagnation, and its powerful manufacturing industry is currently facing a difficult environment. In recent years, the ageing of owners of small and medium-sized enterprises (SMEs) that have underpinned manufacturing has advanced, putting the continuity of accumulated technology and businesses at risk.
AKISHA Corporation aims to acquire small and medium-sized manufacturing companies struggling with business succession, securing the survival and growth of their operations. We spoke to Rob Van Nylen, the company’s CEO, who established the firm this year, about his efforts to revitalise Japanese manufacturing.
Japan’s Strengths and Weaknesses from a European Perspective
— Please tell us about your career to date and how you came to start your company.
Rob Van Nylen: I studied at the Department of Japanese at the KU Leuven University in my native Belgium in the 1980s. At that time, no one in Europe could explain Japan’s remarkable economic development. I wanted to study in Japan myself, so I spent a year at Kansai University on a scholarship from the Japan-Germany Centre in Berlin. I returned home for postgraduate studies in business administration, and after graduating, I worked for four years at a new joint venture company of a Japanese car manufacturer in Europe.
I then moved to Japan in 1996, establishing an office in Tokyo to support European companies entering the Japanese market, expanding their business, and re-evaluating their business model. I’ve worked with many Japanese and European companies, and also got contracts awarded from public organisations such as the European Union and the Royal Belgian Football Association while in Japan.
I’ve been involved in a lot of work in Japan, but the country is now facing the major challenge of business succession. Approximately 2.45 million SME owners have reached the age of 70, and over half of them do not have a decided successor. The disappearance of Japan’s incredible manufacturing capability would be a loss not only for Japan but for the entire world.Under this sense of crisis, we established AKISHA Corporation in March 2025 with a strong desire to give back to the country which has given me and my European business partners so much, and with the mission of leaving small and medium-sized manufacturing industries to the next generation.
— How do you analyse the challenges facing small and medium-sized manufacturing industries in Japan?
Rob Van Nylen: Japanese manufacturing is still at a high standard that can be utilised globally. For example, the lustre and quality of the Japanese-made medals awarded at the 2020 Tokyo Olympics were clearly superior compared to medals made in other countries. A business owner who recently visited Japan from Europe mentioned that he had once switched to cheap Asian machinery but eventually returned to high-quality Japanese-made machines. From an international viewpoint, the brand power of “Made in Japan” is still high.
However, I am seriously worried that if we do nothing, this quality will deteriorate. Japan’s manufacturing SMEs are skilled at production, but their back-office functions are inefficient, and they are slow to introduce effective management tools like DX (digital transformation) and AI. Furthermore, they have made little progress in moving away from subcontracting relationships. They accept the price and delivery date dictated by their business partner, they cannot increase salaries, they work on Saturdays and Sundays, and no matter how much they work, they cannot generate sufficient profit.
Overseas market expansion has also been slow. Japan’s population has peaked, and the rate of decline will accelerate. Under these circumstances, I believe it is an issue that, despite the significant depreciation of the yen, they find it difficult to focus on international markets. The biggest problem, though, remains the lack of successors. With the uncertain future facing young people, it is necessary to change the manufacturing industry’s image, which is often associated with the undesirable “3Ks” (kitsui, kiken, kitanai – difficult, dangerous, dirty).
Filling the “Empty Houses” of the Economy
— The situation is severe, so how will AKISHA strengthen manufacturing?
Rob Van Nylen: AKISHA acquires more than half of the shares, primarily in manufacturing companies without successors, or those worried about future business succession, and becomes a co-owner. It was often foreigners who first recognised the value of traditional, old buildings buildings facing the problem of akiya (vacant houses) and started using and preserving them.
Similarly, the company’s philosophy of preserving as many valuable firms as possible—companies that could become “vacant companies”—for the next generation was incorporated into the company name “AKISHA” (a wordplay on akiya).
AKISHA aims to safeguard attractive manufacturing companies across Japan, including those in regional areas. To successfully pass on the acquired manufacturing company, the job itself must be made attractive again. If the company can generate appropriate profits, offer sufficient salary and holidays, and include opportunities for overseas work, young people may once again turn their attention to manufacturing and be encouraged to remain in rural areas.
Our targets are manufacturing companies in the fields of metals, plastics, machinery, and electrical and electronics that have the potential for overseas markets. Unlike other M&A firms and funds, we fundamentally do not re-sell the companies; we aim for long-term, mutual growth. Each company is asked to focus on manufacturing, which is its core strength, while AKISHA provides back-office services to the entire holding group. We can improve efficiency by standardising management operations. Consolidating financial results also increases our bargaining power with financial institutions.
Working on “Vacant Companies” and Leaving Manufacturing to the Next Generation
Furthermore, we will focus on expanding sales and distribution. We have established cooperative relationships with local partners in major overseas markets to sell AKISHA’s “Japan brand” products internationally. We will also work to improve subcontracting relationships with customers, moving the acquired companies from being a ‘price taker’ to a ‘price setter’. While respecting traditional business dealings, our strength as an external partner is being able to negotiate in a way that was often impossible in previous relationships.
This business plan was developed at the Nerima Business Support Centre’s Corporate Entrepreneurship Seminar (Nerima Juku) and won the Special Jury Award in December 2024.
Becoming a Strong Corporate Entity with “Swimmy’s Black Eyes”
— What kind of manufacturing company do you aim to be?
Rob Van Nylen: By solving business succession issues, improving the efficiency of management operations, expanding overseas sales channels, and building appropriate business relationships, we aim to achieve double-digit operating profit margins and create a world-class manufacturing corporate group.
AKISHA will be the command tower that directs the group’s strategy and business execution, while the companies within the group will refine and practise their core strength: Japanese manufacturing.
Historically, many manufacturing groups were vertically integrated. AKISHA aims to be a group that leverages its strengths through horizontal connections. The famous Leo Lionni picture book, Swimmy, tells the story of many small red fish swimming together in the shape of a big fish to challenge a larger one, with the little black fish leading as the “black eye.” Similarly, AKISHA plays the role of Swimmy’s black eyes.
Additionally, we emphasise a corporate culture of purpose and aspiration. I want to eliminate the image of the manufacturing industry as having poor salaries and holidays and create companies where young people and women can play an active role and grow. In particular, I feel that while many women have high language skills, they are not being fully utilised in the workforce. Global human resources will play an active role in local manufacturing in Japan to create a world-class manufacturing group.
Becoming the Eyes of Manufacturing SMEs and Going to the Global Ocean
— Please tell us about the specific implementation method.
Rob Van Nylen: We prioritise that the manufacturing SMEs we acquire have technical and product capabilities and the potential for overseas expansion. While it’s important for companies to be profitable at the time of acquisition, we do not solely focus on the balance sheet. We value good communication with the transferring owner and management, encouraging them to join the group.
Also, Japan has a culture of shame. Managers often don’t tell those around them that they are in trouble until the very last minute. AKISHA values not only “visualisation” but also the ability “to speak up,” and hopes to be a trusted partner that managers worried about succession feel comfortable consulting. Since the company name is a brand, we would like the former management to remain as much as possible and run the company together without changing the name after the transfer.
Many SMEs manage their back-office functions at an individual and operational level, but they haven’t necessarily achieved outstanding results. At the group level, we will unify human resources, accounting, legal, marketing and sales, fundraising, and public relations, etc., to generate results.
Manufacturing and sales will not be solely dependent on external parties and wholesalers; we will also sell directly within the group in cooperation with the overseas partners we have established relationships with. This will increase profit margins. We will also create synergies that are not yet visible, such as integrating business opportunities and customers of companies within the Group, and joint procurement.
— How do you raise funds for succession?
Rob Van Nylen: AKISHA collects a certain percentage of the back-office service fee from each company’s annual sales. For financing, we expect to increase the Group’s credibility and focus on long-term borrowing from financial institutions. Accepting investment could also be a means of raising funds to attract as many companies as possible to the group in the future, but I believe it should not affect our management policy, so that AKISHA’s philosophy is not diluted by the participation of a third party.
— One can feel your strong feelings for AKISHA. To achieve this, it is necessary to create a solid structure.
Rob Van Nylen: AKISHA’s management team currently consists of four foreigners and two Japanese nationals. All four foreigners have extensive business experience and a long-standing desire to repay Japan.
I myself serve as CPSO (Chief Purpose and Sourcing Officer). I ensure that AKISHA’s philosophy and management policy remain unwavering, and I am responsible for searching for, selecting, and sourcing the companies we purchase. The other officers are the Chief Executive, Chief Financial Officer, Chief Technology and Operations Officer, and Chief Executive Officer, who makes the final decision. In the future, we will hire one employee for every company we acquire. The management team will coach and advise young people, with the goal of having them take on the responsibility of implementing AKISHA’s vision.
AKISHA is also building relationships with local partners in major global markets. They all resonate with and sympathise with AKISHA’s philosophy and are willing to actively handle the products we manage. Through partners in Belgium, Finland, the United States, Mexico, India, etc., we will expand the AKISHA Japan brand to major markets. We plan to set up a European branch in Belgium within the next year.
Moving Now for the Revival of the Japan Brand
— What will you be working on in the future to realise the manufacturing you are aiming for?
Rob Van Nylen: There are four things we need to work on in the future. The first is to build trust in AKISHA. We will make efforts to explain and disseminate information so that people understand we are a serious company working to preserve manufacturing and that there are benefits to becoming our partner.
Second, we must secure abundant financing. In order to get many manufacturing SMEs to join the group, we need funds for acquisitions. As the yen depreciates, we will actively consider raising funds from Europe.
Third, we need to secure and develop excellent human resources. The existence and success of young people are essential for supporting Japanese manufacturing in the long term. Just as I was taught by my seniors, I will continue to develop and support young talent.
Fourth, we must create a track record of our business. We need to secure overseas contracts and generate sales. And it is crucial to demonstrate a high-profit margin.
And above all, we must achieve our first project. We hope to cooperate with SME consultants by having them introduce manufacturing SMEs that are struggling with business succession and then advising on subsidies and improving the company’s financial soundness after the transfer.
From now on, AKISHA will act as a guide and leader, incorporating as many manufacturing companies as possible to revive and strengthen Brand Japan. We welcome new partners with the commitment to nurture and grow their businesses, treating them as their most valuable asset.
Our goal is to develop these businesses collectively as a group, ensuring long-term, sustainable growth. I am personally dedicated to working alongside all our partners to achieve this shared success
* The content of the interview is as of the end of September 2025.
[Company Information]
- AKISHA Corporation
- www.akisha.biz
- 176-0012 Tokyo, Nerima-ku, Toyotamakita 3-15-17, X-GARDEN Sakuradai 306
Japan achieved economic growth with manufacturing as its core strength. The source of its competitiveness—the small and medium-sized manufacturing industry—is currently at a crossroads. AKISHA Corporation’s efforts to act now, while the world still trusts “Made in Japan”, before the technologies and businesses that have supported manufacturing are lost due to a lack of successors, represent a major, forward-looking management approach. I am confident that the warm and objective perspective of CEO Van Nylen, who founded the company as a way to give back to Japan, will illuminate the path forward for SMEs and give courage to manufacturing companies, guiding them like Swimmy in the ocean. (Mikiya Saito)
Backward-Looking Management: Small and Medium-Sized Businesses Aiming to Realize Their VisionThe concept of the “SDGs,” which the United Nations established as 17 goals to be achieved by 2030 based on the principle of “leaving no one behind,” is gaining popularity in Japan. It is also important for corporate management to work backward from the ideal state, set current goals to be achieved, and be sustainable. From this perspective, a small and medium-sized business consultant will unravel the current state of “backward-looking thinking” within business managers. *This series was interviewed and written by members of the Tokyo Association of Small and Medium-Sized Business Consultants’ Josai Branch as part of the “Regional Information Dissemination Project.” Past articles can be viewed in the column section of the branch’s website. https://jyosai-smeca.com/gyakusan/2025-042/