The financial life of a personal-care product extends beyond its first shipment.
01 / Chief Financial Officer
Group annual revenue
¥28.6bn
Year ended March 2026
Finance colleagues
42
Central and site finance through four functional heads
Finance experience
31 years
Packaging, product costing and group leadership
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Designed for consequence.
I ask who will still be doing work on a product after the launch team has moved to its next project. Trade claims, short production runs and packaging changes can all consume resources that the original margin calculation treats too lightly. Finance should make those commitments discussable while the product can still be shaped.
I connect product promises with the commercial obligations and factory work they leave behind.
I lead finance at Kiyoharune Personal Care, a Japanese manufacturer of branded skincare and everyday personal-care products. For the year ended March 2026, we reported ¥28.6 billion of revenue and ¥1.9 billion of operating profit. Our 980 employees work across two production sites, commercial teams and support functions. My 42-person finance organisation covers group control, business planning, treasury and site finance. The founder's family retains a controlling interest, and I report to the chief executive while serving on the board of our product-services subsidiary.
My first employer made packaging rather than finished consumer products. I learnt to follow the cost of a job through tooling, material changes and interrupted production. When I moved into personal care, the commercial language was different but the underlying question was familiar: which activities does the product require, and where have their costs been recorded? I have spent the subsequent twenty-five years working through product costing, category finance, financial control and the CFO role.
Recent decisions include making late trade-promotion claims visible in launch reviews, declining the renewal of a private-label contract whose small batches consumed scarce changeover time, and revising a filling-line investment proposal after separating theoretical capacity from hours we could staff and validate. I do not judge these decisions solely by the expense removed. A contract exit gives up revenue; a more complete launch account can disappoint a successful sales team; and a staged production plan leaves us dependent on an external partner for longer.
¥28.6 billion annual revenue
The figure covers branded and private-label sales for the year ended March 2026. My responsibility is group financial leadership; product safety and release decisions belong to qualified technical colleagues.
42 people across central and site finance
Four functional heads report to me. Site accountants participate in production reviews so that a cost explanation can be traced to a real operating activity rather than an unexplained allocation.
One subsidiary directorship
I have served on Kiyoharune Product Services' board since July 2021 in an executive capacity. This is distinct from an independent appointment and from my attendance at the parent company's board meetings.
Current focus
I am improving the commercial handover at the end of a product launch. The review needs to retain unresolved retailer claims and production commitments after the campaign's promotional calendar has ended.
Conversations I welcome
I am open to a carefully bounded external board discussion in branded manufacturing or consumer supply, with an initial annual allowance of eighteen days and explicit clearance from my current employer.
The leadership record
Trusted with consequential decisions.
In the boardroom
Kiyoharune Product ServicesExecutive director · July 2021–present
Formation
Bachelor of businessTsumenari College of Business · 1995
Akiko did not dismiss the relationship we would lose by exiting the contract. She made us examine which revised terms we could genuinely deliver before recommending that we let it end.
Eri HanatsumoriCommercial director, Kiyoharune Personal CareThe full record ↗
Contact
I am open to a carefully bounded external board discussion in branded manufacturing or consumer supply, with an initial annual allowance of eighteen days and explicit clearance from my current employer.
