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Our Story
How did the dream of "Adobe of the deep learning industry" begin?
This is our story of how we make products and do business.
Q. Why did you start Neurocle?
I wanted to help ordinary people use deep learning technology.
"Let's be the Adobe of the deep learning industry." We created this internal catchphrase in the process of embodying the vision together. Adobe's toolkit is so easy and intuitive that even non-design professionals can easily edit photos, videos, and images. I started Neurocle in a similar context. In the near future, deep learning will be a necessary technology for all industries; but currently, it requires experts to apply the technology. But it's never easy to obtain and maintain this kind of high-quality workforce. "I don't know deep learning, and I don't know how to code, but what if there was software that helped me use deep learning technology easily?" I started Neurocle in the process of finding an answer to this thought. In short, Neurocle exists to help non-experts easily use high-performance deep learning technology.
Q. Tell me about your management philosophy.
We want to create a firm-standing company based on our product competitiveness.
Many recent news reports tell stories of startups that attracted investors and received a lot of funding. Of course, receiving investment is one of the main achievements of startups. But I don't think chasing after investment should be the most important goal. I felt that I should focus on the fundamental nature of an enterprise, that is, making a profit from providing good products to customers. Since founding the company, I have been trying to protect this value. We exceeded our BEP goals in just two years by quickly gaining product competitiveness and actively pursuing the market. Although there were numerous investment proposals, we turned them down and still grew as we are now, without a single investment.
Q. What is your product differentiation strategy?
Keywords for product competitiveness are 'marketability' and 'detail.'
My idea of a "good product" is a "product that the market needs." Even if its performance is excellent, if there is no demand for the product, it cannot be a good product by my standards. This is why I always think from the customer's point of view. "Why do customers want to do deep learning vision inspection?" "What functions do customers in medical and educational fields want?" We thoroughly consider the customer's perspective, identify hidden needs, and reflect them in our product.
We don't just end our efforts at implementing functionalities at the bare minimum but persistently chase after the optimal solution. We have been creating our products with consideration for small details such as whether the location of the icon is easy to see on the left or the right side of the window and whether one term is easier to understand than another. We will always be particular about making our products this way, and I think this is the only way to successfully make a high-quality product.
Q. What kind of company do you want to build in the future?
I want to create a good company that is recognized by its members.
There are two aspects of the company that I am building towards. The first is that the company's products/services should benefit society, and the second is that the company's value is recognized by its own colleagues. Creating a good company recognized by its members is probably more difficult than being the number one player in the market. As a first step toward achieving this challenging goal, the most important thing is 'communication' with members.
Even while we're busy at work, we continue to make time for discussions about what a good organization should look like. Every Wednesday evening, I leave my schedule empty to hold "Bobffice hours" for open conversations about good organizations while having 1:1 meals with my staff. There is still a long way to go, but we will continue communicating to strive for a "good company recognized by its members."