I don't want to make any more excuses: Why I challenged joining a startup run by old classmate--Shingo Nakajima 【Baridi Baridi employee interview vol.4】

This time, we interviewed Mr. Shingo Nakajima, SCM leader at Baridi Baridi Tanzania.

Baridi Baridi members appearing in this interview

Shingo Nakajima
After graduating from university, joined a steel trading company in search of opportunities to work overseas. After changing jobs twice, joined Baridi Baridi Inc. in April 2021 as SCM (Supply Chain Management) leader. Hobbies are baseball and golf.

Shuto Sakai (Interviewer/Editor)
Currently a graduate student at Kobe University. Joined Baridi Baridi as an intern in October 2020. Experienced working as an intern at Baridi Baridi Tanzania from August to October 2021.

The gap between the reality and the career I envisioned, and the presence of my high school classmate being the CEO

--Let's get started. Thank you for your time today!

Shingo: Thank you very much.

--First of all, what kind of work were you doing before you joined Baridi Baridi Inc.?

Shingo: After graduating from university, I joined a steel trading company. I wanted to work overseas, and I thought that a trading company would provide me with a lot of opportunities to do so, so I started working there.

For myself, I was more excited by a company that was trying to expand overseas for the first time or taking on a challenge for the first time, rather than a company that has already developed. That's why I joined a steel trading company that was trying to expand overseas for the first time at that time.

--What kind of work did you do at the steel trading company?

Shingo: Well, my first year in Japan was really tedious, unpleasant work.

Delivering products to customers in Japan in a timely manner. There are various types of iron, and I was in charge of wholesaling products to refineries.

--I see. After your second year, were you able to gain experiences working overseas, which you had hoped to do?

Shingo: Yes, I was fortunate enough to get jobs that involved overseas work in my second year. However, it was not jobs where I was stationed overseas or went on business trips every week. I was working at office in Japan, exchanging information about product shipments from Japan to overseas and between overseas countries.

--I see. After working for a steel trading company, how did you come to work for Baridi Baridi Inc.?

Shingo: I worked for three companies before coming to Baridi Baridi Inc. I changed jobs from a steel trading company to a manufacturer of electric equipment and other products.

I worked there for about two years, but the company's performance and my career prospects for working overseas were not good, so I decided to

change jobs again. Because I was in such a hurry to find a new job, I was not able to find the job I wanted at the third company at all.

--I see. Is that when you met Baridi Baridi?

Shingo: Yes, when I was struggling with my third company, I heard that Hiroki san (CEO) was starting a new air conditioning business, so I immediately contacted him. From there, the conversation progressed and I joined Baridi Baridi.

--Oh, so that's how it was. I heard that you and Hiroki san have known each other since high school. May I ask you a little more about your relationship?

Shingo: Well, I first met him when we were in high school. We spent three years as members of the same baseball team.

He and I went to different universities, but he later went to study abroad in the U.S. and I went to study abroad in Australia, so we both knew that we were challenging ourselves overseas. When he was in the U.S., we would call each other via Skype and kept in touch regularly. However, it wasn't like we were very close, we didn't go out for drinks or anything like that.

--I understand, so you kept in touch with each other even after graduation. You mentioned that you got in touch with Hiroki san when you were troubled. How did you feel when you heard about the new business (Baridi Baridi) from him?

Shingo: At that time, it was more like I contacted him rather than hearing from him. I knew that he was taking on challenges at a sub-subsidiary of Daikin in the U.S. when I was struggling at work. He seemed to be already going through the career I had envisioned, and I was very envious.  To be honest, I admired him and wanted to be like him.

Then, when he came back to Japan from the U.S., I heard about the new business he was about to start.

When I heard about it, I thought that if we could work together, I would love to take on the challenge, and I told him about it. The SCM position wasn't really there from the beginning (when Baridi Baridi Inc. was founded). It was more like, "I want to help you, do you have any position for me?”

--I see. When you heard about the business from him, did you feel that you could help Baridi Baridi in some way?

Shingo: (Laughs) I didn't think it's that far-fetched. I thought it (working at Baridi Baridi) was the closest I could get to realizing the way I believe in working and thinking, and I also sympathized with his own philosophy, so I asked him frankly if there were any positions available at Baridi Baridi.

--As a result, you ended up joining Baridi Baridi, but did you have any worries about your next challenge, working in Africa and at a startup?

Shingo: Of course, I was very scared. However, the main reason I was able to make the decision was because I wanted to change myself.

In the past, when I couldn't achieve what I wanted to or what I thought about the company, I would make excuses. Like, if I did this and failed, my future would be hopeless. That's how I've been taking the easy way out and choosing not to change. I thought that if I couldn't change here, I wouldn't have another chance.

--I see.

Shingo: (Laughs) I made the decision, but I was still scared. Before I left for Tanzania, I was anxious and a emotional because of the outbreak of COVID-19.

-- I agree. Now that you are working with Hiroki san, has there been any changes in your relationship?

Shingo: I get asked this question a lot, but I don't think anything of it at all. I just feel that we are both working towards the same goal and that we happen to know each other. Rather, I think that he treats me equally. I really feel like a member of the team, and there is nothing special about me.

Difficulties of SCM experienced in Tanzania

--To go back a little bit, as there were no SCM position at the beginning, you had the possibility to do any position if you were offered?

Shingo: (Laughs) I don't think Baridi Baridi would have offered me anything other than SCM. There are many other talented people out there. It just so happened that the SCM position was available.

SCM is more of a behind-the-scenes job, and depending on the company, it may not be considered important. It's easy to understand that marketing and engineering are important, but SCM is more of a behind-the-scenes job of purchasing while communicating with various related parties. I'm sure Hiroki san values it, but if I hadn't said that I could do that (SCM), the position probably wouldn't have existed at Baridi Baridi.

However, in Baridi's case, I feel that there are many situations where SCM is needed. First of all, a business can't survive without goods, so we need to prepare air conditioners in a way that matches the marketing and sales departments.

On the other hand, if sales are slowing down and we don't want to have that much inventory, we have to negotiate with the Indian side (who exports the air conditioners) to delay the shipment. This is something that is not so obvious, but I think it is necessary for the company.

--I know that you have experienced SCM jobs before. Is there anything different about SCM jobs in Tanzania from what you have experienced so far? Or are there any difficulties unique to Baridi Baridi’s business?

Shingo: Well, there are two things that are unique to Tanzania. In terms of importing (ACs from India), there are times when what is considered to be the normal way of doing things in my experience does not work, such

as being asked to pay for unknown purpose , or to provide unnecessary documents. If you want get the goods out of the port as soon as possible, you have to pay for them. There are times when it is obvious that they are trying to buy time to make you pay extra.

I am still struggling to figure out how to tackle these issues. I have been in charge of export operations from Korea, Indonesia, and India, but this is something I have never experienced.

Another thing that is unique to our business is that it is a subscription service, which means that the ownership of the air conditioners is not transferred to the customer, so inventory management and asset management are required, and this is something that I find difficult.

Don't stick to your own way of doing things, just adapt to the moment and the situation. 

--Next, I would like to ask you about the management of Tanzanian members. You went to Tanzania immediately after joining the company and played a role in organizing the Tanzanian members as SCM leader. Have you had any experiences in managing someone before?

Shingo: (Laughs) I had no experience at all.

-- Did you find it difficult at all?

Shingo: Yes, I did. It was my first time doing anything like this, so each moment was a new experience for me. I’ve adapted moment by moment thinking “so this is how things are supposed to be here.” Everything was difficult, but at the same time, I didn't have any weird biases (such as comparing it to my time in Japan). I think I was able to cope in that respect.

For example, in addition to managing subordinates, it was the first time I had ever worked abroad or in a small-scale startup. That’s why I listened to Yoshi san (CEO of Baridi Tanzania) and Ayu san (global director of corporate planning), watched and copied their management methods, and gradually tried to develop my own unique style from there.

--On the other hand, have you had any changes in your mind since joining Baridi?

Shingo: There are no change in my mind. I don't know how the reader will perceive this, but I think it's good to have various forms and ways of thinking at each moment and place. When you say change of mind, I think you are comparing yourself with the past. I don't really like that, so rather than changing, I feel that I should always adapt to the environment I am in, and I think that is important

--In other words, you don't think your feelings have changed dramatically since you came to Tanzania?

Shingo: That's right. Tanzania has its own way of doing things, so I always try to adjust to that, and startups have their own way of doing things, so I always try to adjust to that. I try to do the work that is required without sticking to my own style.

SCM jobs are like soccer defenders

-- I’ve heard’ there had been a lot of incidents in October, but you don't seem to be in a hurry. Is that because you're used to it?

Shingo: (Laughs) I don't know. It's part of my personality, but I worry a lot. If this is a domino, I don't want to get into a situation where if I knock one of them over by mistake, all of them are down together. That's why I want to put one checkpoint every five dominoes, instead of one checkpoint every 20.

I don't think it's a good idea to do too much, but even if a single problem occurs, I try to put a stopper in place so that the problem can be corrected.

In other words, even if one problem occurs, we are prepared to deal with it on an individual basis (so that SCM does not collapse altogether), so I guess we do not seem to be in panic. However, to tell you the truth, I am in panic every time a problem occurs (laughs)..

--That makes sense. This may be related to the stopper.Is there anything that you are conscious of when communicating with Tanzanian members?

This is because you once said that when you talk to SCM members, you should not teach them with a makeshift, but raise the level of abstraction slightly so that they can solve similar problems on their own the next time they arise.

I think this is also a little bit related to the idea of putting a stopper. Is there anything that you are conscious of?

Shingo: Yes, I do. First of all, in my mind, as you mentioned, there are times when the cause is exactly the same and the essence of the problem is the same, but the event is different. In that case, if you understand the essence of how to deal with the problem, you can think and act on your own even when the events are different from A, B, and C. I want them to develop that ability.

Also, I think it is absolutely necessary for the SCM team to do detailed checks. In this sense, the SCM team needs to have a different ability or sensitivity than the sales team.

For SCM members, the first thing I tell them is to have a strong mindset. No matter what the event is, I want them to be aware of how they should think about it and what action they should take, no matter what the event is. I don't just tell them to do this or that on the spot.

The other point is to check the details.: The idea of "So-and-so said this”or "it should be something-something” is fatal to SCM. So I’ve told them not to be like that. That’s why I constantly remind them to make things sure by pointing at things one by one.

-- I think it is with an eye on the future that you are persistently teaching the ideas that form the basis of their actions. Do you have a vision for the future of the SCM team, or what kind of team would you like it to be?

Shingo: (Laughs) That's a difficult question. Well, one way to think about it is that rather than worrying about the SCM team, we need to avoid spending money that is unnecessary for the company. For example, I would like the SCM team to be able to prepare parts at a low cost while ensuring the minimum necessary quality, and not to make unnecessary shipments, so that we can spend money when necessary.

In Japan, there is rarely an incorrect shipment. Therefore, in Tanzania, too, if we could adopt the image of Baridi as a company making no mistake in shipping or having ACs installed on time, it should be an ideal for SCM team and I think it is a matter of course.

--I see, so you're saying that it's important to do the basic things as a matter of course?

Shingo: Yes, that’s right. We don't get any praise or complaints from anyone; This is the way SCM should be (laughs).

--(Laughs) I see. Then, when do you feel a sense of accomplishment?

Nakajima: (Laughs) To tell you the truth, I wish to be praised like, “You made no wrong shipments" or " the goods are here on time." However, I don't think people who have a strong desire to stand out like that are suited for SCM.

I often compare this with soccer, whereas a forward is a hero if one scores a goal out of 20 shots, even if it's the final goal, but SCM is like a defense, and no matter how many times you play good defense, one mistake can be fatal.

In a similar way, I think SCM is to continue playing defense manner of factly, even though you don't get much praise for it. However, I tell myself that if someone notices our effort and makes even the most casual comment, that would be the greatest compliment I could receive (laughs).

--I understood it. To put it another way, is it difficult to visualize the results of SCM in numbers?

Shingo: Yes, it is. In order for Tanzanian members to understand the essence of SCM work and to evaluate it properly, I think it is important for me to show and express quantitative indicators.

For example, we can express how much we have reduced the cost of goods as a number. I would also like to think about various quantitative indicators, such as whether we are keeping the lead time for delivery, including imports.

--Looking at it from a broader perspective, when Baridi Baridi continues to grow and expand to other African countries, do you have an image or a goal in mind?

Shingo: Yes, I do. I think it would be very good for the company if we could build an assembly plant. That is both my dream and my goal.

If we can transport ACs in parts, instead of simply bringing them directly from India, we can reduce costs and taxes. By doing so, we will be able to increase local employment, and the sales team will be able to move more flexibly by having a local factory.

--Last but not least, do you have any personal goals for Baridi Baridi?

Shingo: I don't really have any personal goals for my work, but I would like to fulfill my role towards the company's goals. I think we will find out in March (the expansion period from October 2021 to March 2022) whether we have achieved those goals or not.

Also, I said earlier that SCM jobs are simple, but there are parts of it that I find interesting. I would like to leave behind results so that people will think SCM is an interesting and an amazing job.

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