Joined ASNOVA Co., Ltd. in 2016. After serving as Sales Manager of the Sendai Sales Office and Senior Manager of the STATION Business Department, assumed the current position in April 2025.
ASNOVA's Growth Transformation through a People-First Organization
While maintaining a solid revenue foundation through its core scaffolding rental business, ASNOVA is now moving forward with new business ventures as its next growth engine.
With an eye toward becoming a leading organization in a circular economy, the company has entered a new phase of transformation. This fiscal year, Hiroki Nakamura was appointed as Head of Sales to help steer the company toward a more concrete and sustainable future.
Under the newly restructured organization, Mr. Nakamura is taking on the challenge of building a sales department guided by the principles of purpose, excitement, and trust. We sat down with him to learn more about his vision and the passion driving his leadership.
Joined ASNOVA Co., Ltd. in 2016. After serving as Sales Manager of the Sendai Sales Office and Senior Manager of the STATION Business Department, assumed the current position in April 2025.
Mr. Hiroki Nakamura, Sales Department Senior Manager
Leading with Gratitude and Embracing Responsibility and Growth
Q. How do you feel about taking on the role of Sales Department?
Nakamura: To be honest, I immediately felt the weight of increased responsibility. With more team members now under my management, the range of things I need to pay attention to has expanded significantly. As someone in sales, it's essential to deliver measurable results and meet revenue targets. On top of that, this fiscal year includes organizational restructuring and the opening of new offices, so I feel there's a growing need to approach things from a broader, more multifaceted perspective.
Q. Regarding the new organizational structure, it includes the opening of the Fukuoka Sales Office and the integration of the STATION Business Department under the Sales Department. Could you share your thoughts on these changes?
Nakamura: Fukuoka Prefecture has been an area where we have sensed strong potential for some time. Alongside the Saga Tosu Center, the Kumamoto Center is also gaining traction. To effectively manage multiple centers, establishing a dedicated sales office became necessary. Moreover, the market size in Kyushu is significant and very attractive. We anticipate that construction companies throughout the Kyushu region, including the major city of Fukuoka, have a wide range of detailed needs. We aim to respond thoroughly to these demands and become a trusted partner that can offer real support.
Regarding the STATION Business Division, until now, the Sales Department and the STATION Business Department operated somewhat independently, essentially “sharing” the company’s scaffolding assets. However, with the recent organizational restructuring, the STATION Business Department has been placed under the Sales Department and now operates as the unified “STATION Business Section.” This new structure enables closer collaboration and more effective utilization of our assets than ever before.
Although this system is still in its early stages and we are learning as we go, we are committed to sharing information openly and maximizing equipment circulation.
Q. You transitioned from being the head of the STATION Business Department Manager to the Sales Department Manager. How has this change affected you personally?
Nakamura: The biggest shift for me was moving from a mindset of "doing it myself" to "building what comes next." Since ASNOVA STATION was a new business, I used to focus on delivering results personally on-site. Now, my role involves taking responsibility for how our employees perform and act.
The foundation of a self-sustaining organization is its people. Therefore, I see my role as overseeing, nurturing, and supporting their development.
As a whole, the Sales Department aims to cultivate a culture of compassion, gratitude, and the spirit of “okagesama” — an appreciation for the support we receive from others.
This term, we introduced “starting with thank you” as a communication rule within the department. We believe that as this mindset naturally spreads, each employee will become more proactive and take initiative.
And above all, let them experience many failures. By getting used to the experience of failure, they will be able to approach things in a positive way, thinking, "I'll try this next time." And, hopefully, this will lead to the "self-sustaining organization" that ASNOVA aims to become.
Building a Self-Driven Sales Department as ASNOVA Evolves
Q. As you aim to build a self-driven organization where employees take initiative, what do you personally focus on?
Nakamura: I try to avoid intervening too much. I delegate responsibility for the equipment centers to their managers, and each sales office is managed by its respective branch manager.
Also, while the sales department holds regular training sessions, until now I led these initiatives myself. However, starting this term, I have entrusted these roles to team leaders and below.
Words coming from those closer to the frontline tend to resonate better than directives from department heads or executives. Through these daily practices, I believe employees naturally develop a stronger sense of ownership and initiative.
Q. What challenges does the current Sales Department face?
Nakamura: One defining feature of ASNOVA is that, for better or worse, our employees are relatively young. Because of this, the range of people they have interacted with is somewhat limited, and they have fewer opportunities to encounter diverse values and perspectives. This is a challenge we are aware of. I want our team members to engage with a broader spectrum of people, absorb diverse viewpoints, and increase their experience.
Not only with clients but also through interactions with professionals from different industries, or in any kind of setting, I want them to have many opportunities for meaningful dialogue.
I myself still maintain connections and participate in communities from my previous jobs. The reality is that chances for learning and stimulation often exist right within our daily lives. Whether or not one takes an active interest in such opportunities and moves proactively is a key turning point for personal growth.
Q. As your experience grows, do you think your approach to work changes as well?
Nakamura: Absolutely. Since the Sales Department often interacts directly with business owners and executives, having diverse experiences and perspectives enhances our ability to understand and interpret their communications more accurately. This deepens the substance of what we say and strengthens our persuasiveness. That’s why I want our younger members to be exposed to as many different situations as possible early on.
Q. What are the future goals and direction for the Sales Department?
Nakamura: Of course, achieving numerical targets is extremely important for the Sales Department. However, more importantly, I want to prioritize "personal independence" above all else. Moving forward, we expect to actively engage in new business initiatives. I want to build a department where people naturally raise their hands and say, “I want to try that.”
By doing so, new roles will emerge, and unique value will be created from within the Sales Department. I want us to be an organization that continuously embraces challenges toward such a future.
