Executive summary / Personal profile

The cash path behind the balance

Chief Financial Officer Japan

A receivable becomes useful funding only when its cash path is understood.

Open to Board appointments

01 / Leadership approach

I want our funding forecast to describe a sequence of events somebody can verify. An invoice amount, an expected payment date and an eligible borrowing asset answer different questions. When those answers are compressed into one cash figure, apparent certainty grows faster than actual control.

02 / Areas of responsibility

Receivables funding capacity
Collection timing and cash forecasts
Financial control across operational records
Acquisition perimeter and funding diligence

Financed receivables: ¥92bn; Outstanding balance at June 2026
Finance colleagues: 34; Control, treasury and funding operations
Receivables-finance career: 32 years; Accounts through chief financial officer

Evidence from practice

Keeping capacity through a crowded collection week: In September 2022, treasury identified a week in which several large customers' expected payments were clustered shortly before our own facility obligations.
Buying a narrower portfolio than the headline proposed: During a 2023 acquisition review, the proposed receivables perimeter was ¥8.4 billion.
Leaving uncertain receipts visible instead of clearing the queue: Our 2024 month-end review found 146 receipts older than five working days awaiting complete allocation information.

The complete case record ↗

I keep the cash assumptions behind receivables finance visible to the people committing the balance sheet.

I am CFO of Shionagiri Receivables Finance, a privately owned Japanese business with a ¥92 billion financed receivables balance at June 2026. Our 186 colleagues work with domestic suppliers whose customers pay after goods or services have been delivered. I lead 34 people across financial control, treasury and funding operations, reporting to the chief executive. We use committed facilities and shareholder capital rather than accepting deposits. That distinction matters when I explain our capacity to support another seller or absorb a delayed collection.

My career began with the reconciliation of supplier accounts in 1994. A payment could arrive on time and still be unusable for the purpose assigned to it because its references did not identify the invoices being settled. Later, in funding operations, I saw the opposite problem: a convincing invoice record could encourage an advance before the records required by our funding agreement were complete. I moved into financial control because the accounting and operational views needed to meet before either became a board forecast.

Since becoming CFO in 2020, I have separated collection timing from credit deterioration in our management papers, supported a smaller acquisition perimeter after a difficult ledger review, and changed how incomplete remittance information affects availability forecasts. These are not stories about making risk disappear. They concern the cost of keeping choices open, the revenue forgone when we cannot support an assumption and the work required to find out whether an apparently clean balance represents a finished transaction.

¥92 billion financed receivables

This June 2026 outstanding balance describes financed assets, not annual invoice throughput or a deposit base. I reconcile its funding treatment with treasury and its accounting presentation with the controller.

34 colleagues in three finance disciplines

My remit joins control, treasury and funding operations. Credit underwriting remains with a separate executive; I do not present the size of our portfolio as personal credit approval authority.

¥1.8 billion additional undrawn capacity

We retained this capacity through a concentrated collection period after comparing its fee with the cost of a shorter funding runway. The decision reduced flexibility elsewhere in our annual budget.

Current focus

I am reviewing the handover between a seller's collection notice and our own funding forecast. The objective is to shorten unresolved items without encouraging staff to accept weak evidence merely to improve an ageing measure.

Conversations I welcome

I would consider one first non-executive appointment where working-capital finance or business-services cash flows are central to the board's questions, subject to employer consent and a satisfactory conflict review.

The leadership record

Trusted with consequential decisions.

Formation

Bachelor of commerceKazeharune Commercial College · 1994

Kenji showed the contribution we would lose by narrowing the acquisition. That made the decision harder to approve but much easier to understand.

Reina TsukiharaeChief executive, Shionagiri Receivables Finance

The full record ↗

Contact

Board appointments

Write to Kenji Contact page