MANAGEMENT TEAM

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Bringing Concepts to Life Through Culinary Expression

At HUGE, each of our restaurants offers a completely unique menu. This is because every chef and general manager creates dishes from a ground-level perspective — thoughtfully developing menus that reflect the restaurant’s concept and the preferences of guests in each specific neighborhood.
As Executive Chef, I oversee food cost management, pricing, and — most importantly — the quality and consistency of each proposed dish.
What I value most in menu supervision is how well the concept of each restaurant is reflected through its offerings. One of my key roles is to give shape and language to intangible ideas, align them with the vision of each store, and ensure that everything — from the plate to the overall presentation — expresses the restaurant’s identity. At HUGE, this process is a true collaboration.
Even the smallest details — such as the choice of dishware or method of presentation — are designed to embody the unique concept behind each store.

What It Means to Be a “Chosen Restaurant” — and the Reflection That Followed

The COVID-19 pandemic in 2020 gave us a moment to stop and reevaluate the essence of the restaurant experience. When our once-busy restaurants became quiet, we were forced to look deeply at the quality of our food, ingredients, and service.
That time of stillness prompted a vital question: Are we truly creating restaurants worthy of being chosen? This introspection brought us back to our roots — to the kind of dishes people come to our restaurants specifically for. It reminded us of what makes HUGE restaurants special, and helped us recommit to delivering a truly singular experience.

Creating Concepts, Not Just Dishes — A New Phase of Leadership

In the past, the concepts of our restaurants came from the imagination of our CEO, and it was up to each location to bring those ideas to life. But now, as we enter a new phase of expansion with more diverse business formats, we need creative leaders who can initiate concepts of their own — in a way that still feels unmistakably HUGE.
This is my next challenge: to take my years of experience as Executive Chef, combine it with new ideas, and get involved from the very beginning — shaping restaurant concepts from the ground up.
Of course, I can’t do this alone. This kind of store-building requires a team — from our exceptional operations leaders, to our creative design team, to the chefs, managers, and servers who bring each restaurant to life. It’s through the combination of all these talents that we can keep evolving together.
Right now, we’re paving the way toward HUGE’s next stage — and I’m honored to be part of that journey.

Staying True to Our Hands-On Philosophy, In Pursuit of “100-Year Quality”

Over the last 20 years, HUGE has grown tremendously. But with growth comes a responsibility: we must never let success dilute what makes us who we are. We should never hear, “HUGE just isn’t the same anymore.”
Yes, change is necessary. With more restaurants and more projects, we need to embrace greater efficiency. Still, I believe there are parts of our culture — the analog, hands-on parts — that we must continue to protect.
Whether it’s hand-selecting ingredients at the market or building relationships with producers, these seemingly inefficient acts are what make our restaurants so special. Even ideas like “ALL NATURAL” may seem impractical to some, but to us, they’re fundamental. These analog values elevate our food and deepen our hospitality — and they are absolutely worth preserving.
As a chef, I care deeply about each ingredient and how it’s prepared. I want to continue supporting HUGE as a company built on hospitality — one where people find joy in every bite. Together with like-minded colleagues, I will continue to pursue what we call “100-Year Quality.”

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Growing Individual Style and Bringing Out Each Restaurant’s Character

At HUGE, we believe that each restaurant should be a unique reflection of its neighborhood. That's why we follow an "independent store" philosophy—each location builds its own strategies, manages its own budget, and is encouraged to stand on its own feet.
To make this possible, our store leaders need more than just management skills—they need vision. A clear sense of where they want to take their restaurant, and the energy to inspire their teams to come along. The personality of a leader naturally becomes the color of the restaurant.
When it comes to developing people, we're careful to strike a balance between teaching and encouraging independent thinking. At HUGE, we put a strong focus on helping our team understand the "why" behind what we do. We don't just hand out instructions—we share our values and trust each person to try, stumble, grow, and discover their own style. We believe in leaving room for that journey.

It All Comes Down to People

What makes HUGE special is, without a doubt, the people. I’ve stayed in this company because I love the team and always feel there’s something new to learn from the people around me.
One message I want to pass on to the next generation is the value of fighting as a team. Especially in our restaurants, teamwork can make or break the guest experience. In large spaces like ours, where guest needs can shift moment to moment, the way our team works together is everything.

Passing on the HUGE Spirit

As our company continues to grow, one of our biggest challenges is: How do we pass on the HUGE way of thinking to new teammates?
Our founder, Shinkawa, has always taught us hands-on and with great passion. Now it’s our turn to keep that spirit alive and make sure it reaches more people, more quickly. To do that, we’re working to put our core ideas into clear words and structured materials—things that can be taught without losing their heart.
We’re now building training tools like videos and manuals alongside developing new leaders and trainers. Of course, hospitality can’t be taught with manuals alone—but we want to make sure that the basics of HUGE service are always shared in the same voice, with the same warmth, across the company.

Aiming to Become Japan’s Most Trusted Name in Hospitality

When guests walk into one of our restaurants, we always begin with a simple question: “How would you like to spend your time today?”
We try to understand their mood, how hungry they are, how much they’d like to drink—and then we tailor the experience with them, together. That’s what hospitality means to us.
Even as we grow, at our core, we are a service company. And that means the heart of everything we do is the spirit of the service professional.
Looking ahead, we hope that in the next 20 years, HUGE will become one of Japan’s most recognized hospitality companies. To get there, we need to stay curious and creative—dreaming up new restaurant ideas, designing fresh concepts, and creating stages where more teammates can shine. We also want to keep growing the circle of people who believe in what we do—guests, staff, and future partners.
Someday, we want people all over the world to say: “When it comes to hospitality, it has to be HUGE.”
That’s the future we’re building—together.

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Empowering People by Staying True to the Essence

HUGE is not a restaurant chain. Each location is a unique, independent restaurant offering something that can only be experienced there. While chains focus on standardization, our value lies in delivering something one-of-a-kind at every location.
As Executive Chef, my role is to work closely with each team member — meeting them at eye level, nurturing their growth. I believe true growth comes from understanding the essence of things. Focusing only on short-term numbers like fluctuating costs won’t lead to lasting motivation or personal development. That’s why I always bring people back to the fundamentals.
Recently, I’ve had the privilege of seeing chefs who once worked alongside me in junior roles step into leadership positions. Watching their progress over time, and now getting to collaborate with them in new ways, is deeply rewarding. My goal is to help them now become mentors for the next generation.

Staying Personal, Even as We Grow

When a company grows, it becomes harder to focus on individuals — harder to keep the restaurants personal, expressive, and human. But at HUGE, we’ve managed to do just that. Despite our size, we continue to support the uniqueness and growth of each individual.
For example, through in-house cooking competitions and quarterly self-reviews, staff are given real opportunities to showcase their progress and receive recognition. These systems are part of why our team’s sense of purpose and loyalty remains so strong.
One of our core values at HUGE is: “Don’t hammer down the nail that sticks out — help it grow.” I believe that the reason we’ve come this far is because we’ve stayed true to those values, not just in spirit, but in the systems and language we’ve put in place to support them.

A Restaurant Company That Connects People

I believe food is one of Japan’s most valuable cultural resources. But from what I’ve seen around the world, it hasn’t always received the recognition it deserves. As the restaurant industry scales up, it often trends toward chain models — but that’s not what we believe in at HUGE.
We want to create places where young chefs can pour their passion into cooking, and where that energy is felt by the guests who come to dine. Places where people connect — where real emotion is exchanged through food and service. That’s the kind of company we want to continue to be.
To achieve this, I believe my job is to really see people. I want to help build systems and structures that allow us to properly recognize and support every team member. Because when people feel seen, they feel motivated. And that’s what keeps our restaurants vibrant, personal, and alive.

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A Leader Built on Integrity and Trust

My role is to support each of our restaurants so they can grow independently and thrive on their own.
While I always try to respect the individual approaches of each manager and chef, there are times when that alone isn’t enough. In such cases, I personally step in — not just to point out areas of improvement, but to recognize the good as well, and offer advice with balance and care.
One message I consistently share with our restaurant leaders is that the key to running a successful store is trust. Without trust, no amount of feedback can move a team forward. I believe trust is built on two main pillars.
The first is to consistently behave with integrity — offering greetings, showing gratitude, owning up to mistakes. The second is for each manager to earn respect through the quality of their work. And of course, this applies to me as well. If anything, because I have the freedom that comes with being an executive, I hold myself to an even higher standard. I strive to be someone who is always guided by what’s right, not just what’s beneficial.
What gives me the most joy is seeing our team members grow — noticing things they didn’t before, and developing as professionals. Going forward, I want to continue building restaurants where people grow first, and where success naturally follows from that.

Unmatched Originality, Only at HUGE

I truly love HUGE — so much so that when I dine out, I almost always choose one of our restaurants. What makes HUGE special is its unmistakable originality.
One of our most iconic commitments is to “All Natural” ingredients. It’s rare for a company that operates such a diverse portfolio of restaurants to pursue this consistently. From brewing our own beer and gin to roasting our own coffee beans, we do this because we want to offer guests something only HUGE can provide.
At one of our Asian restaurants, for example, we offer a house-brewed beer with the gentle aroma of herbs — something both surprising and delicious. Another part of the HUGE experience is offering a level of service typically found in high-end dining, even in our more casual spaces. Like sensing what a guest might enjoy, and smoothly offering a drink tailored just for them. These “beyond expectation” moments are part of the emotion we strive to deliver.

Constant Challenge and Evolution — for the Company and Myself

At HUGE, we will continue to push boundaries and pursue our own unique path.
One of the projects we’re excited about is creating a “restaurant-driven hotel.” We want to build a hotel experience shaped by the sensibilities we’ve honed through the restaurant business — one that redefines expectations and feels distinctly HUGE.
Among our core philosophies is the idea that, as long as we stay completely customer-focused, everything else will follow. With this mindset, I believe we can create a hotel that makes people say, “That’s so HUGE!”
To bring these bold ideas to life, I know I need to keep evolving as well. I want to keep learning, growing, and staying curious — so that someday, our CEO Shinagawa can confidently say, “I’m counting on you.” That’s the kind of leader I aim to be.

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Delivering Entertainment

At HUGE, building a restaurant isn't just about opening a place to eat — it's about creating a complete world. Every restaurant has its own concept, and every team member helps bring that concept to life.
For example, one of the restaurants I currently oversee is a vibrant Mexican concept. Guests are greeted with a cheerful "¡Hola!" as they step into an atmosphere filled with Latin energy. Many of our staff are genuinely interested in Mexican cuisine and culture, which leads to natural, joyful conversations that help guests experience the flavors more deeply. From the menu to the service, everything we do is designed to deliver a full, memorable experience — one that entertains as much as it nourishes.

Passing the Torch of Passion to the Next Generation

Now that HUGE is celebrating its 20th anniversary, the question we're facing is: How do we pass on the spirit of HUGE hospitality to the next generation?
Building a restaurant means building people. Our teams are diverse in age and background, and it's not always easy to align everyone with the company's philosophy or embody each location's unique concept. That's why I've come to believe in the power of face-to-face communication — to look people in the eye, speak from the heart, and make sure our passion is understood and shared.
Ours is a business of entertainment, and passion is at the heart of it. We can't just write it down — we need to feel it, express it, and pass it on, person to person. No matter how many stores we open or how large our team becomes, I'll continue to value real, personal communication as the foundation of what we do.

Pioneering New Possibilities in Restaurant Culture

One of my current projects is helping guests discover new ways to enjoy Spanish cuisine. While most people know paella, Spanish food isn't as deeply familiar to Japanese diners as pasta or pizza. At Del Mar COMEDOR Y TERRAZA, which opened in Yokohama in 2024, we wanted to change that.
The restaurant is inspired by the breezy port towns of coastal Spain. We bring in live seafood daily and prepare it right in front of our guests, with the open sea just beyond the terrace. It's a dining story full of excitement and openness — and a perfect way to show people how vibrant and fun Spanish cuisine can be.
Since its founding, HUGE has always strived to introduce new dining experiences and raise the bar for restaurant culture in Japan. We've been pioneers from the start, and we intend to keep pushing boundaries. As someone who's deeply involved in both people development and store development, I'll continue to contribute to that mission every day.

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Aiming for "100-Year Quality" with Love for Restaurants

HUGE is a rare presence in the restaurant world.
All of our restaurants are original concepts — brands we've built from scratch, from the space to the story. Even after decades in the food and beverage industry, I've seen very few companies with this level of creative integrity.
What makes HUGE truly unique is our uncompromising passion for restaurants.
Our team obsesses over every detail — from the temperature of a beer or a dish, to the timing of clearing plates, to how each guest is feeling at the table. Everyone on the floor shares the same deep love for hospitality. We're a group of professionals who take the restaurant business seriously — and that's something I'm incredibly proud of, both as an individual and as someone who has walked alongside HUGE for many years.

Communicating the Full Value of a HUGE Experience

In 2021, we launched The HUGE CLUB — and it marked a major turning point.
Until then, each HUGE restaurant operated as a true standalone. We focused on creating strong local ties with our neighbors and guests. But during the long months of the pandemic, we started asking ourselves: "What if we connected our restaurants under the HUGE name to enhance the overall experience for our guests?"
That question led to our very first loyalty program, named after our company. It symbolized a new beginning — one where we were ready to tell the HUGE story not just restaurant by restaurant, but brand-wide.

Let Guests Discover More of What HUGE Has to Offer

My mission is to turn loyal customers of one restaurant into fans of the whole company.
To do that, we design services and initiatives that encourage guests to explore more of our restaurants — not just the ones they already know. At the same time, we focus on internal alignment. It's just as important that our staff across different restaurants share the same values and perspective.
For example, if a guest finishes their dinner and is looking for a good spot for drinks, our staff can confidently recommend a sister location nearby. That moment of connection — hearing, "Oh, this place is part of HUGE too?" — is how we organically grow our community. It's not just about business—it's about hospitality at its most personal.

Building a Stage for the Next Generation of Specialists

One of the big questions for our future is: How will we embrace digital tools without losing what makes us human?
From ordering tablets to serving robots, efficiency is shaping the modern restaurant experience. But no matter how far technology evolves, there are elements of live service, warmth, and personality that can never be digitized.
The challenge is finding the right balance — understanding what should stay analog in order to deliver a truly comfortable and memorable experience. We're actively shaping a digital hospitality model that still feels unmistakably "HUGE."
My goal is to make HUGE a company where the next generation dreams of working.
And I believe that starts with people — with specialists who embody what it means to be excellent at what they do. When guests meet a team member with world-class hospitality, or see someone confidently using their unique strengths, it leaves a lasting impression. Those individuals become role models — and their presence will carry HUGE into the future.

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Supporting HUGE Behind the Scenes — From a Different Industry

I had long been a fan of HUGE restaurants — always impressed by the service, hospitality, and the sense of entertainment. I often thought, "One day, I'd love to work for this company." That dream came true in 2023, when I joined HUGE. Today, I serve as Chief Financial Officer, overseeing finance and the broader back office.
My mission is to support HUGE's continued growth — and make the company even more exciting — through financial strategy and building the infrastructure that enables scale. It wasn't easy; we started from square one, systematizing every aspect of operations. Now, we're finally at a place where the foundation is laid, and we're ready for what's next.

The Challenge: Translating Passion into Numbers

To grow as a company, we must align with external frameworks and standards — organizing internal systems, reporting, and governance. At the same time, MUCH of what makes HUGE unique stems from the intuition and passion of our CEO, Shinkawa. That's not something you can always quantify or codify into a manual.
My role is to translate that intuition into data — to take what's not in the textbook and make it reproducible. As someone who understands both the numbers and the essence of HUGE, I see this as my unique responsibility.
This balancing act also applies to how we create internal policies. As we expand, we need more people — and that means building a working environment that suits both scale and culture. But we can't just copy and paste rules from other companies; our policies need to reflect our philosophy and values.
I'm constantly navigating the line between what's necessary for growth and what's non-negotiable as "the HUGE way." It's a challenge — but one I find incredibly rewarding.

Bringing Data to Life Through Field Collaboration

What makes HUGE special is that everyone is aligned — we all work toward the same direction. Our restaurant teams are always eager to improve, and feedback from the field is robust.
That's why it's critical that our back office doesn't operate in isolation. We need to be on the ground, listening and learning from the teams directly.
For example, we've been collecting customer data across stores. One restaurant manager noticed a pattern: weekend bookings increased when the weather was good. As a result, they adjusted staffing accordingly. These are the kinds of insights that don't come from staring at spreadsheets alone — they come from dialogue, intuition, and close collaboration.
Going forward, we'll continue building a system where data meets real-world context — where the back office and restaurants work hand-in-hand.

A Business Model the World Needs to Know

In the restaurant industry, the common "playbook" is to open many locations and close underperforming ones quickly — leaving behind only the profitable few.
But HUGE doesn't play by that rulebook.
We take the time to build each restaurant with care — creating a space that's cherished by the community, and once opened, we don't leave. In our 20-year history, we've only closed four locations — and none due to poor performance, but simply because leases ended.
That's the heart of our philosophy: "100-Year Quality" and becoming "Assets to the Neighborhood."
Over the next 20 years, I want more people to understand the uniqueness of this model — and as someone working behind the scenes, I'll continue supporting HUGE's next chapter with everything I've got.

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