CAIO 创始人兼CEO
FOUNDER & CEO, CAIO
三语实干家。15年企业级业务变革实施经验，覆盖日本、美国、欧洲与亚洲跨境业务现场。先做事，再把经得起实施检验的方法，带入一家供应商中立的咨询事务所。
A trilingual operator. Fifteen years inside enterprise transformation across Japan, the US, Europe, and cross-border Asia. Built the work, then brought what survives implementation to a vendor-neutral practice.
Track record
将在大型企业积累的业务变革与数字化变革经验，重新转化为中坚企业与PE被投企业可用于AI应用判断、交割后重整的形式。工作从业务内部视角展开，而不是站在交易团队观察者、事后分析顾问或外部旁观者的位置。
Brings hands-on enterprise transformation experience — built across Japan, the US, Europe, and Asia — into a form that mid-cap and PE-portfolio companies can deploy for AI adoption and post-acquisition restoration. The work has been done as an operator, inside the operating entity — not as a deal-team observer, post-mortem advisor, or external consultant.
| 规模 | 说明 |
|---|---|
| 数百亿日元规模 | 多年IT投资组合的控股层面统筹管理Tens of billions of JPY: multi-year IT investment portfolio managed at holding-company level |
| 年度数亿日元规模 | 供应商战略再设计与成本结构改善Hundreds of millions of JPY annually: vendor-strategy redesign and cost-structure improvement |
| 100件以上的同时进行案件 | 治理展开与优先顺序设计100+ initiatives: governance rollout and prioritization design |
| 30个以上地区、3,500余家门店 | 全球展开的设计与推进30+ regions, 3,500+ stores: global rollout design and execution |
与在大型零售、不动产及娱乐企业拥有变革经验的实务者网络合作。委托项目可在范围与保密允许的前提下调用此网络。Operates a peer network of practitioners with transformation experience inside large retail, real-estate, and entertainment groups. Engagements may draw on this network where scope and confidentiality permit.
Where the founder is engaged
不是泛泛而谈的AI战略，而是经营判断与执行现实交汇的具体问题：投资排序、供应商谈判、停滞项目挽救、组织设计、跨境落地，以及AI应用的第一步。
Not generic AI strategy. The line where executive judgment meets implementation reality — investment ordering, vendor leverage, stalled-initiative recovery, organization design, cross-border landing, and the first AI move.
IT investment and portfolio prioritization
哪些案件推进、哪些暂缓或终止。预算约束下的投资排序与判断标准。
Which initiatives advance, which are paused or cut. Investment sequencing and decision criteria under budget constraint.
Vendor evaluation and contract negotiation
报价与合同条款是否合理。建立可避免供应商主导方向偏移的比较维度与谈判逻辑。
Whether quotes and contract terms are fair. Building the comparison axis and negotiation logic that prevents vendor-led drift.
Stalled-initiative rescue
因延迟、依赖关系或责任不清而停滞的案件如何重启。重新排序优先级，冻结范围，重建决策机制。
Restarting initiatives that have stalled on delay, dependency, or unclear ownership. Re-sequencing priority, freezing scope, and re-establishing decision forums.
DX and AX organization design
哪些角色放在内部，哪些放在外部。设计在精简编制下仍能运转的决策链路与执行结构。
Which roles sit inside, which sit outside. Building decision lines and execution structures that work with lean headcount.
Cross-border landing in Japan
不是把总部战略原样搬入，而是转化为在日本运营现实中可执行的形式。
Translating headquarters strategy into a form that is executable inside Japan's operating reality, rather than imported wholesale.
The first AI move
在工具选定之前定义从哪里开始。从经营优先级、运营负荷、ROI可辩护性的角度缩小最初的主题。详情参阅 初期主题设计方案。
Defining where to start, before the tool selection. Narrowing the first theme through the lens of executive priority, operational load, and ROI defensibility. Detail at Initial Theme Design Package.
Career history
2026 — CAIO (Founder & CEO)
将15年的变革执行、判断设计与治理建设的实务能力，重新设计为面向两个买家领域的专注实务：面向交割后运营重整的PE与交易团队咨询，以及面向中坚企业经营者首次AI应用判断的SMB AI判断设计实务。供应商中立、创始人执行模式。
Translates fifteen years of transformation execution, judgment design, and governance experience into a focused practice for two buyer universes: PE & deal-team advisory for post-acquisition restoration, and SMB AI Judgment Design Practice for mid-cap executives designing their first AI move. Vendor-neutral, founder-operator model.
Japan subsidiary of a U.S. entertainment group — Director, Digital & Technology
统筹管理数百亿日元规模的多年IT投资组合。主持月度经营判断会议及向CEO/CFO的定期汇报。重审与交易方的合同结构，再设计采购模式，年度成本削减达数亿日元规模；削减部分再投资于系统基础稳定性与顾客体验。在到任前已从交易团队九个月假设漂移至二十个月的核心营收系统着陆项目，于到任后三个月内完成；继而进行严重度排序的投资组合扫描，于九个月内完成两个进一步的高资本投入项目。以第一性原理分解从零构建治理体系，应用于同时推进的100余项案件。新建管理团队，搭建后任可自主运转的培养机制。
Managed a multi-year IT investment portfolio at the tens-of-billions-of-JPY scale. Ran the monthly executive decision forum and the recurring CEO/CFO reporting line. Restructured supplier contracts and redesigned the procurement model, achieving annual cost savings in the hundreds of millions of JPY; redirected the savings into systems-stability and customer-experience investment. Brought a critical revenue-system landing project — drifted from a nine-month deal-team assumption to twenty months at arrival — to completion within the first three months, then ran a severity-ranked portfolio scan and landed two further capex-heavy initiatives within nine months. Built governance from zero using first-principles decomposition, applying the same framework to 100+ concurrent initiatives. Established a new management team and built a succession structure enabling autonomous operation after exit.
WeWork Japan LLC — Director, Digital & Technology
作为CEO/CFO的技术合作伙伴，3年间统筹管理约10亿日元规模的IT与数字投资全体。在SoftBank主导权移交期，以期限倒算的规划设计将董事会优先事项转化为可执行的路线图。刷新从潜在客户获取到销售回收的业务流程，改善成约率。将人事、客户管理、核心业务各系统逐一分离，完成向SoftBank 100%出资体制的移交。对主要业务流程（营业、会员管理、设施运营）同样应用第一性原理设计，构建从导入首日即可自动化的业务基础。在经营体制移管期重新组建工程与项目管理组织，实现以少数精锐发挥高执行力的体制。
Served as the technology partner to the CEO/CFO during the SoftBank-period sponsor transition, overseeing approximately 1 billion JPY in total IT and digital investment over three years. Applied deadline-backward planning to translate board priorities into executable roadmaps. Overhauled the lead-to-revenue business flow and improved conversion rates. Separated HR, CRM, and core business systems end-to-end, completing the transition to SoftBank's 100% ownership structure. Applied the same first-principles design to core business flows (sales, member management, facility operations), building an operations platform that was automation-ready from day one. Reorganized engineering and project management teams during the ownership transition, achieving high execution capability with a lean team.
Fast Retailing Co., Ltd. — Global Program & Product Manager (under CIO)
作为全球商品级RFID库存管理项目的创始成员，主导从概念验证到3,500余家门店、30个以上地区（UNIQLO及Fast Retailing旗下其他品牌）的展开。通过提升库存精度为销售机会最大化做出贡献，实现门店运营的完全现代化。该举措成为服装行业RFID应用的先驱案例，提升了行业整体供应链可视化的水准。对门店运营（入库、上架、盘点、后仓）同样应用相同设计方法，将各流程分解为输入与输出的最小单位。以接近实时的方式整合POS、订单管理与库存数据，实现可在30个以上地区展开的业务设计。疫情后的欧洲事业恢复（巴黎），从季节开始期限倒算，追回6个月的延迟，牵引事业重启。
As a founding member of the global item-level RFID inventory management program, led the rollout from proof of concept to 3,500+ stores across 30+ regions (UNIQLO and other Fast Retailing brands). Improved inventory accuracy to maximize sales opportunities and fully modernized store operations. The initiative became a pioneering RFID case in the apparel industry, raising the standard for supply-chain visibility industry-wide. Applied the same design methodology to store operations (receiving, shelving, stocktaking, backroom), decomposing each process into minimum input-output units. Integrated POS, order management, and inventory data in near real-time, creating an operational design deployable across 30+ regions. For post-pandemic European business recovery (Paris), worked backward from season-start deadlines, recovered a six-month delay, and led the business restart.
SCSK Corporation — SAP Consultant / Developer
负责企业SAP实施中销售与库存管理模块的端到端设计与开发。建立对核心业务系统内部结构的深度理解——提案、实施、供应商评估、采购设计、业务流程再设计——成为此后职业生涯的能力基础。
Handled end-to-end design and development for sales and inventory management in enterprise SAP implementations. Built deep understanding of core business system internals — proposal, implementation, vendor evaluation, procurement design, business process redesign — that became the foundation for everything subsequent.
Sumitomo Corporation — ABAP Programmer / SAP SD & MM Consultant
初入职场的最初三年，嵌入综合商社（综合贸易公司）IT组织内部。在企业SAP实施中编写ABAP代码，并作为初级顾问参与销售与分销（SD）与物料管理（MM）模块工作。打下技术地基——读规格说明书、调试生产环境问题、与终端用户并肩共事以理解流程——这一段经验，影响了之后每一个关于系统设计、供应商评估、实施排序的判断。实干家的纪律，从这里开始。
First three years post-university, embedded inside a sōgō shōsha (general trading company) IT organization. Wrote ABAP code on enterprise SAP implementations and worked as a junior consultant on Sales & Distribution (SD) and Materials Management (MM) modules. Built the ground-floor technical foundation — reading specs, debugging production issues, sitting with end users to understand process — that informed every later decision about system design, vendor evaluation, and implementation sequencing. Operator discipline starts here.
How the founder works
每次委托都贯彻两条方法论承诺：第一性原理设计与判断设计。
Two methodological commitments shape every engagement: first-principles design and judgment design.
第一性原理设计——将业务流程分解到输入与输出的最小单位，再重新组装。在SAP实施、RFID展开、并购后系统着陆、carve-out架构等场景中反复构建；在大型娱乐事业公司日本子公司的100件以上案件治理建设中规模化应用。
First-principles design decomposes business processes to their minimum input-output units, then reassembles them. Built across SAP implementation, RFID rollout, post-acquisition system landing, and carve-out architecture; applied at scale in the 100+ initiative governance build inside a Japan subsidiary of a U.S. entertainment group.
判断设计（判断設計）——是该方法的实务化形式。前提是绝大部分AI应用推进不顺、并购后运营方向偏移、咨询周期浪费，都源于同一根本原因——缺少明确的判断标准。每次委托都生成针对买家情境定制的现状判断地图与执行判断框架；纪律在两个实务之间共通。
Judgment design (判断設計) is the practice formalization. The premise is that most AI adoption failure, post-acquisition operating drift, and consulting-cycle waste come from the same root cause — a missing decision axis. Each engagement produces a Current State Decision Map and an Execution Decision Framework calibrated to the buyer's situation; the discipline is shared across both practices.
Trilingual operator
Frank Wang以日语、英语、中文工作。委托项目跨日本、美国、欧洲与大中华区，涵盖跨境落地、主导权移交谈判、全球项目展开。三语能力是跨境PE工作与日本入境运营领导的工作工具——不是营销宣称。
Frank Wang operates in Japanese, English, and Mandarin. Engagements have been delivered across Japan, the U.S., Europe, and Greater China, including cross-border landing, sponsor-transition negotiation, and global program rollout. Trilingual capability is a working tool for cross-border PE work and Japan-inbound operational leadership — not a marketing claim.
这些是组织职务，并非荣誉会员。
These are organizing roles, not honorary memberships.
Discuss your situation directly with the founder
创始人Frank Wang负责梳理AI应用的可行性、优先级、第一步，以及并购后的运营重整——从供应商中立的视角，作为将亲自执行委托的实干家。
Founder Frank Wang structures AI adoption feasibility, prioritization, the first move, and post-acquisition operational restoration — from a vendor-neutral perspective, as the operator who will run the engagement.
邮件咨询：info@caio.co.jpInquiry: info@caio.co.jp
PE 与 交易团队咨询委托从15分钟Fit Call开始，以英语进行（日语与中文可用）。SMB AI判断设计实务委托从30分钟咨询开始，以日语进行。两者均通过各自的实务页面预约。
PE & Deal Team Advisory engagements begin with a 15-minute fit call, conducted in English (Japanese and Mandarin available). SMB AI Judgment Design Practice engagements begin with a 30-minute consultation, conducted in Japanese. Both are bookable through the respective practice pages.