Satoshi Yamaguchi, Director and CFO, Toridoll Holdings Corporation

Supported by numbers, and filled with the joy of food, this planet.

Satoshi Yamaguchi, Director and CFO (Chief Financial Officer), Toridoll Holdings Corporation

■ Profile
Born in Tokyo in 1974. For approximately 30 years, he has worked in diverse industries including finance, IT, strategy consulting, and electronics manufacturers, primarily focusing on finance and business planning. He joined our company in 2020, and after serving as Head of Finance, Executive Officer and CFO, he will be responsible for enhancing corporate value as a Director and CFO from 2023.

From his student days dedicated to soccer, to unexpected hardships and challenges in the financial industry, and then to a global business centered around food—after numerous turning points, Satoshi Yamaguchi now serves as CFO of Toridoll Holdings, striving to enhance corporate value. We spoke with him about his origins and his message to students who will shape the future.

Soccer was the central focus of my student life. Amidst the competition for wins and losses and positions, I sometimes felt bewildered by the harshness and unfairness typical of sports clubs, as effort didn't always directly translate into recognition or results. Nevertheless, I believe I naturally developed the ability to persevere and move forward with a positive attitude. The communication skills necessary for achieving results as a team were also cultivated during this time.
My part-time jobs allowed me to experience various fields, including restaurants and event management. What was common to all of these jobs was the realization that "value is created through human effort." Just like in soccer, my student days taught me the importance of achieving results as a team, not as an individual.

■My interest in numbers and management was sparked in the Faculty of Commerce

I studied business administration at university and developed a strong interest in accounting and numbers. After graduation, I entered the financial industry and gained experience mainly in corporate-facing roles. However, just a year and a half after joining the company, I faced the challenge of the company going bankrupt.
At the time, it was a difficult job market, and I strongly felt the dangers of relying on a company for work. This experience solidified my resolve to "make a living using my own expertise." Since then, I have gained a wide range of experience in management and finance-related roles while being involved in the growth phases of companies. What I have consistently maintained is the perspective of "how to utilize numbers in management."

■Career perspectives formed through repeated job changes

After working at a financial institution, I gained experience in business planning at an IT venture company, then moved to a strategy consulting firm in my early 30s, and in my late 30s, I built my career in finance, including fundraising, at a global electronics manufacturer. At that time in Japan, the values ​​of seniority-based promotion and lifetime employment were still strong, and it was an era where working for one company for a long time was valued. I myself initially intended to settle down and work for a long time. However, facing environmental changes early in my career, I began to constantly ask myself, "What can I do?" and "What value can I bring?" rather than focusing on the organization itself. In that context, I began to feel a strong anxiety about standing still, and I became acutely aware of the importance of not depending on a company and having my own strengths. As a result, I ended up changing jobs several times, but looking back, I think that a changing environment and chaotic situations suited me better. Even though things often didn't go as planned, the experiences I gained by continuing to move forward have shaped my character.

■ Seeking social significance and "tangible value"

My current job at Toridoll Holdings is my sixth since graduating from university. I have accumulated about 30 years of experience in the finance field, but I chose this company because it is a socially meaningful business, deals with food, which has tangible value, and is expanding globally from its base in Japan. Above all, I felt that this company is filled with people who are serious about taking on challenges. I wanted to put myself in such an environment so that I could use my expertise in a way that is meaningful to society.

■The overwhelming experiential value created by handmade and freshly made products

Toridoll Holdings currently operates approximately 2,100 stores and 20 brands worldwide. Our flagship brand, Marugame Seimen, has approximately 870 stores in Japan, all of which are directly managed. Our greatest differentiating factor lies in the experiential value of "handmade and freshly prepared" food.
For example, Marugame Seimen uses only salt, wheat, and water, and makes its noodles in-house. By showcasing the cooking process in an open kitchen, they make even the waiting time enjoyable. They employ "noodle artisans" who have passed internal examinations in every store, and display their names on the sign to foster a sense of pride and responsibility. Furthermore, they have established a strict rule that "noodles must be served freshly made and freshly boiled," ensuring thorough quality standards.

■ Frontline: people, backline: rationalization

In the front-line areas visible to customers, we value the sense of excitement and connection that comes from interacting with people. On the other hand, we thoroughly streamline the unseen areas through digital transformation (DX). We have introduced demand forecasting AI in all stores, which forecasts sales and customer numbers on an hourly basis, improving the accuracy of shift design and ordering, and leading to cost control such as reduced waste. Boiling udon noodles and frying tempura are prepared in anticipation of customer arrivals, so forecasting accuracy is extremely important. Creating a system that balances the quality of freshly made products with efficiency, without making too much or too little, supports the operations on the ground.

■ Overseas expansion and bold investment decisions

Overseas operations currently account for approximately 40% of sales and are a key driver of future growth. Beginning with the opening of Marugame Seimen in Hawaii in 2011, Toridoll's business has expanded to 29 countries worldwide. A major turning point was the acquisition of "TamJai" in 2018. It was a very large investment, but we saw potential in its everyday food aspect and high level of customization, and decided to make the move. While there are failures behind every success, we value using those experiences to our advantage in our next challenges.

■Financial strategies that generate significant value with minimal capital

As CFO, my focus isn't just on making money, but on "making money efficiently with limited capital." Previously, expanding the number of stores was a key KPI, but now, in addition to profitability, I also place importance on capital return indicators that show the efficiency of investment. How do we allocate limited resources while protecting what needs to be protected, and how do we increase corporate value? I believe that the accumulation of these decisions is what leads to the sustainable improvement of corporate value.

■Message to university students

In short, try challenging yourself with various things. The first step is to just do it. And as you immerse yourself in it, I hope you'll discover your strengths and what you enjoy. Enjoy change and continue learning with the attitude that "everyone is my teacher." That accumulation will become your own strength. Where there's a will, there's a way. Continuing with that mindset and taking action will surely lead to a brighter future.

Interview conducted by Haruka Tsukamoto, 2nd year student at Rikkyo University, for Student Newspaper Online on February 5, 2026.

Yuuki Shiraishi (1st year, Information Management Innovation Professional University) / Chiharu Yamada (2nd year, Information Management Innovation Professional University) / Remi Yoneda (2nd year, Aoyama Gakuin University) / Ayami Matsuyama (1st year, Aoyama Gakuin University) / Rurika Abe (2nd year, Showa Women's University) / Yurie Watanabe (2nd year, Josai International University) / Haruka Tsukamoto (2nd year, Rikkyo University)