Strategy × Execution Consultant
Revenue Architect / Founder, Consilegy LLC
I redesign the seams between marketing, sales and customer success as one revenue structure. Not a blueprint handed over at the end: I stay until the CRM reflects reality and the team actually runs it.
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01 / Expertise
CRM nobody updates. SFA that became a pipeline spreadsheet. MA that never moved conversion. Different symptoms, same cause: the handoffs between departments were never designed. That is what I work on.
Revenue as a repeatable structure, not a set of individual efforts. If RevOps is "how we run it", Revenue Architecture is "what we design".
I adapt the framework for Japan. Between selection and contract, Japanese B2B has an extra stage: internal approval (ringi). Leave it out of your pipeline and you get a stall labelled "under consideration" that no dashboard can see.
What Revenue Architecture means, and how it changes in JapanCRM adoption fails on design, not on motivation. Decide who opens which screen, when, and for what decision, before you build. Reverse the order and you get more input and no better decisions.
Above all, I genuinely love CRM. I like the moment when the reality of sales, marketing and customer success appears on one screen, and the next thing to look at changes. That is why I am building one too.
The pattern that survived 40+ redesigns is now our own product, Revenue CRM. The people who design the system also build the tool.
Why CRM adoption failsSFA reduced to a pipeline sheet. MA that did not move conversion. The cause is almost never inside the tool: MQL and SQL mean different things in different teams, and nobody wrote down the handoff condition.
So the order is fixed. Align metric definitions across teams, start measuring conversion and wait time per stage, then touch the tool. A tool chosen before the design is done gets rebuilt.
Why SFA turns into a pipeline sheetRevOps rarely sticks in Japanese companies because there is no headcount for a dedicated team. Importing the US playbook as is does not work. It has to be designed to run with two or three people.
Fewer KPIs, one high-leverage stage fixed at a time, and meetings that produce decisions instead of status reports. That is what I count as RevOps.
Why RevOps is hard in Japanese companies02 / What I look at
The symptoms differ from company to company. The place where revenue stops does not. Internal handoffs stall deals more often than buyers do. Our free revenue diagnostic is built on these six.
The two teams cannot describe a "sales-ready lead" in the same words. Nobody tracks what happened to the leads that were handed over.
Win rates drop when the top rep is away. Qualification runs on personal instinct, not an organisational standard.
Stages describe the seller's activity, not the buyer's progress. So the forecast misses, every time.
Board numbers are compiled by hand each month. Salesforce and HubSpot disagree and nobody knows which one is right.
A few people use the system. Everyone else is back in Excel or a spreadsheet.
The design ends at closed-won. Missed renewals and upsells never show up in the numbers.
I build on Winning by Design's Bowtie: conversion rates CR1 to CR8 and wait times Δt across the revenue process. Existing metrics do not need to be thrown away. MQL to SQL is CR1 × CR2, opportunity to close is CR3 × CR4.
In Japanese B2B, an independent stage sits between selection and contract: internal approval, or ringi. Over 80% of companies require two or more approval levels, and 63.6% take three to eight months to decide. Conversion rates alone never show this stall. Whether it is a pipeline stage or not changes how well the forecast holds.
Sources: Winning by Design, "The Bowtie" Proposed Standard v1.0; IDEATECH × Hiroyasu Kitagawa joint survey (published April 2026, n=307). More at Revenue Architecture explained (Japanese).
03 / How I work
When a new system arrives, the field braces: "more data entry?" Ask about that in the first interview and the design changes.
Write the revenue model on one page, define the buyer's journey by buyer state, align metric definitions. Tool selection comes after.
Waiting for every number delays the decision. Run small, watch the field, then scale. Keep a record of what the call was based on, so it can be reversed.
04 / Work
Includes engagements delivered through Consilegy LLC and as an independent consultant.
05 / Career
06 / In person
Put me in a room where several people are talking past each other and I will sort out who is talking about what, and lay the issues back out in order. The moment the structure of the room becomes visible, the conversation moves. That is my favourite moment, and probably the thing I do best.
I care about people, a lot. But in my head I keep feelings and facts apart and look at the structure quite coldly. I read the numbers. Then I remember that people are what actually move, so the design has to account for the manager's position, the field's anxiety, what is said and what is meant.
I decide fast. If a decision can be reversed, I place a hypothesis at 70% of the information and correct it while moving. Thinking is not the goal.
I have not had a fixed home since I was 32. One city for at least a month, then the next. I carry a second monitor, so even on the road I work on three screens. I do not compromise the work setup. I built our CRM while living in Taiwan and meeting clients there.
I do not believe words change people. So I try to live more freely than anyone around me and let that do the talking. The people I am meant to reach warm up on their own.
Move what you want to do forward. Choices change the future.
What I love most about her is how she combines deep knowledge with actual real-world experience. She’s not just talking about AI, automation, or marketing strategies… she’s actively helping companies build real systems that drive revenue and growth.
Seiko has a natural ability to connect with people from different backgrounds and create meaningful conversations with clarity, confidence, and authenticity. In international and fast-paced environments, those skills stand out even more.
Excerpts from recommendations on LinkedIn.
07 / Writing and talks
08 / FAQ
Founder of Consilegy LLC (Tokyo) and a Revenue Architect. I redesign the seams between marketing, sales and customer success as one revenue structure, and stay until the CRM reflects reality and the team runs it. Ten years and 40+ hands-on B2B engagements in Japan, and our own product, Revenue CRM, launches late September 2026.
Someone who designs revenue as a repeatable structure rather than a set of individual efforts: the revenue process from acquisition to close to retention and expansion, and how CRM, SFA, MA, data and KPIs connect underneath it. The title follows the Revenue Architecture framework formalised by Winning by Design.
RevOps is the function that runs revenue-related operations: how we run it. Revenue Architecture is the foundation that makes those operations possible: what we design. When operations fail to stick, the cause is usually the design, not the operation.
Because in Japan an independent stage sits between selection and contract: internal consensus building, or ringi. Over 80% of companies require two or more approval levels and 63.6% take three to eight months to decide (IDEATECH × Hiroyasu Kitagawa joint survey, published April 2026, n=307). Leave it out of the pipeline and the stall shows up only as "under consideration", and the forecast keeps missing.
Both, through design, implementation and ongoing improvement, plus Marketo, Sansan, kintone, ServiceNow, GA4 and Amplitude. The order is fixed, though: metric definitions and the revenue model come before the tool. A tool chosen before the design is done gets rebuilt.
For engagements, use the Consilegy contact form (consilegy.com/en/contact/). The free revenue diagnostic (consilegy.com/en/diagnostic/) shows which of the six seams is leaking first. To follow the work, use the newsletter for the ongoing thread, LinkedIn for articles and current notes, and note for more personal context in Japanese. For peer conversations, speaking or press, a LinkedIn message is fastest.
09 / Contact
For engagements, use the Consilegy contact form. The main places to keep reading are collected here too. For peer conversations, speaking or press, a LinkedIn message is fastest.