Nobu Sato
HR & Organizational Strategy

Profile

Nobu Sato (佐藤伸明) is an HR and organizational strategy practitioner based in Tokyo. Trained in software engineering, he began as an IT project manager before moving through tech recruiting, RPO and head-of-HR roles into organizational strategy. The common thread is a preference for giving a first shape to organizations that do not yet have one.

Career

  • 2011 – 2016
    Major logistics group, HQ systems division
    IT project manager
  • 2016 – 2018
    Major HR-tech company
    Tech recruiter. Led new-graduate engineer hiring for the China region; deployed an ATS to standardize the recruiting process
  • 2018 – 2019
    Industrial robotics company
    Technical recruiter. Launched the global recruiting practice; cut cost and lead time per hire
  • 2019 – 2020
    Global talent consulting firm
    RPO recruiter. 70+ placements in one year with a team of two assistants
  • 2020 – 2021
    Robotics startup
    Head of HR. 50+ hires in one year; designed and rolled out the performance review system
  • 2021 – 2025
    Internet and gaming company
    Head of HR. Built recruiting and performance review from scratch; labor-cost management and manager training; launched the Taipei and Shanghai offices
  • 2025 –
    Foreign fintech company, Japan entity
    Head of HR & Strategy. Rebuilt HR operations, built the sales organization, hired the Japan leadership team, opened the Osaka, Fukuoka and Okinawa offices

Education and languages

  • 2011
    Waseda University, Master of Engineering
  • 2009
    Nanjing University, Bachelor of Software Engineering
  • Works in Japanese, English and Chinese

How I work

01

Design the sequence

Not what to do, but in what order. Most launch-phase failures are sequencing problems, not effort problems.

02

Measure people by responsibility

Define roles as modules of responsibility rather than titles or job families. Only then can fit between a person and a role be judged.

03

Same resolution for HQ and the front line

A language barrier should never become a judgment barrier. Decision-makers at headquarters and the team in Japan should see the same facts at the same precision.

Writing about building organizations in Japan, in three languages.