Kelvin Tay

“𝗗𝗼 𝗺𝗼𝗿𝗲 𝘄𝗼𝗿𝗸 𝗶𝗳 𝘆𝗼𝘂 𝗮𝗿𝗲 𝗰𝗮𝗽𝗮𝗯𝗹𝗲.”   In Chinese, there’s a saying: 能者多劳 – those who are able, do more.   It sounds high-performing. And often, it is. Being the go-to person, the one others can always count on, can feel like a badge of honor.   One leader recently told me about the late nights, the endless hours, even falling ill. That finally became his red flag. He had gone far beyond his role: covering for colleagues, fixing every issue, ensuring nothing slipped through the cracks.   His dedication was unquestionable. His bosses were grateful. It fed into his high achieving drive and more importantly a perfectionist mindset to cover all grounds.    Yet what struck me most was his reflection: 𝘎𝘳𝘢𝘵𝘪𝘵𝘶𝘥𝘦 𝘥𝘰𝘦𝘴𝘯’𝘵 𝘨𝘶𝘢𝘳𝘢𝘯𝘵𝘦𝘦 𝘳𝘦𝘤𝘰𝘨𝘯𝘪𝘵𝘪𝘰𝘯, 𝘢𝘯𝘥 𝘢𝘤𝘩𝘪𝘦𝘷𝘦𝘮𝘦𝘯𝘵𝘴 𝘥𝘰𝘯’𝘵 𝘨𝘶𝘢𝘳𝘢𝘯𝘵𝘦𝘦 𝘤𝘢𝘳𝘦𝘦𝘳 𝘱𝘳𝘰𝘨𝘳𝘦𝘴𝘴𝘪𝘰𝘯. 𝘉𝘶𝘵 𝘵𝘩𝘦𝘺 𝘤𝘢𝘯 𝘭𝘦𝘢𝘥 𝘵𝘰 𝘣𝘶𝘳𝘯𝘰𝘶𝘵.   And that is where the hidden penalty appears: 🔹 The overachiever resigns from exhaustion. 🔹 The most reliable person quietly feels unappreciated. 🔹 The very strength that made them stand out becomes the reason they step away.   This isn’t just his story. I’ve seen it echoed by many high performers. The pride of being relied on, being trusted as the go-to person, often collides with the weight of always carrying more.   As a career coach, this continues to shape my own takeaways: Career longevity matters as much as achievement. Boundaries are not weakness. They are wisdom. And the true mark of leadership is knowing not just how much you can carry, but what you choose to carry. Strike the balance that you need.   💡 “Your true value isn’t in how much you carry, but in how wisely you choose what to carry.”   👉 Reflections I leave with you: • Have you been “the reliable one” who always takes on more? • Where should the line be drawn between commitment and overextension? • And how can leaders protect their best people from burning out?   #Leadership #CareerGrowth #BurnoutPrevention #HighPerformers #CareerCoaching #SustainableSuccess

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𝐅𝐫𝐢𝐝𝐚𝐲 𝐓𝐡𝐨𝐮𝐠𝐡𝐭𝐬: 𝐓𝐡𝐞 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐞𝐫’𝐬 𝐆𝐲𝐦 𝐑𝐨𝐮𝐭𝐢𝐧𝐞 🏋️‍♂️ Being a recruiter is like hitting the gym. 🔄 𝐑𝐞𝐩𝐬 𝐨𝐟 𝐫𝐞𝐣𝐞𝐜𝐭𝐢𝐨𝐧 – Offer acceptance in Japan's tech market? 70%. Between ghosting, last-minute changes, and ‘let’s keep looking’ – it’s wild. 💪 𝐒𝐭𝐫𝐞𝐧𝐠𝐭𝐡 𝐭𝐫𝐚𝐢𝐧𝐢𝐧𝐠 𝐢𝐧 𝐩𝐚𝐭𝐢𝐞𝐧𝐜𝐞 – Explaining (again) why offering below-market salaries won’t bring in top talent. 🏃 𝐄𝐧𝐝𝐮𝐫𝐚𝐧𝐜𝐞 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐥𝐨𝐧𝐠 𝐡𝐚𝐮𝐥 – Some hiring processes take 3-6 months (yes, I’ve experienced it with large corps). By the time an offer comes, the candidate has already moved on, or aged a few years. But hey, just like the gym, the results are worth it. Seeing someone land their dream job or a company find that perfect hire? That’s what keeps us coming back. So, fellow recruiters - keep lifting, keep pushing, and don’t skip leg day. Or pipeline day. Happy Friday! 🍻

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"𝐘𝐨𝐮’𝐫𝐞 𝐧𝐨𝐭 𝐚𝐥𝐥𝐨𝐰𝐞𝐝 𝐭𝐨 𝐞𝐦𝐚𝐢𝐥 𝐜𝐚𝐧𝐝𝐢𝐝𝐚𝐭𝐞𝐬 𝐚𝐧𝐲𝐦𝐨𝐫𝐞." 🚫 That’s what I was told after I accidentally triggered a bit of a diplomatic incident. I was reminded of this story at lunch today, so let’s rewind. Back in the day, I was one of the first in-house recruiters at VMware Japan, running what we’d now call a “direct sourcing” RPO. No agencies, no middlemen—just me and a list of candidates to track down. The catch? I was asked to use my own email domain to contact candidates. My email domain belonged to a little-known market-entry consultancy I had co-founded (not exactly great for inbox deliverability). So, taking the lead of other recruiters in the team across the region (and globe), I made a 'bold' but obvious decision: I started using my VMware email instead. That’s when things blew up. 🔥 One day, while sourcing for a leadership role, I cold-emailed a prospect. Within 90 minutes, I was CC’d on an email from the legal counsel of their company to the President of VMware Japan—with our legal counsel and their President also looped in. The content of the mail mentioned the importance of their relationships as alliance partners and that we were deliberately damaging that partnership, etc, etc. Next thing I knew, I was sitting in the President’s office, looking a bit sheepish. I was I shock. He was in shock. He wasn’t happy. After a distinguished career in a major domestic IT company, this was his first rodeo with a foreign IT vendor, and he was shocked by what was going on. This experiment of having some Gaijin recruiter come in to "headhunt" was new territory. And to be fair, I got it—VMware was an alliance-driven company. We needed our partners to sell, deploy, and support our tech. And like any major platform player (think AWS, Google, Microsoft), hiring from key partners could seriously damage relationships. As my nerves settled, I was impressed by the response by the competitor-cum-partner. What better way to get an alliance partner to back off your talent than to get the legal counsels involved! So, what happened to me? Well, I got banned from using my VMware email for recruiting. 😂 I had to go back to my unknown company email, just like any other agency. The job got a lot harder, but hey—it all worked out in the end. 😓 The takeaway? Hiring in alliance-driven companies is a minefield. The cultural weight of relationships, business commitments, and ecosystem ties make it incredibly hard to attract the right talent. This is one of a few reasons agencies aren’t going to disappear. They can be an ally in the war for talent—especially when discretion, "headhunting", is required. Japan isn’t actually unique in this respect—just more pronounced. Anyone else agree? I'd be keen to hear from other in-house or RPO recruiters who have similar "explosion" stories. It happens. Hopefully not often. Image: Pixabay

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「領航智慧港口創新：臺灣港務公司導入 台灣微軟境內Azure 雲端與 AI 強化數位韌性」 1. 《TPNet 系統成功上雲，成為微軟台灣區域資料中心首例公部門案例》 臺灣港務公司將核心業務平台「臺灣港棧服務網」（TPNet）部分系統遷移至 Azure 台灣北部資料區域，這不僅提升了數位韌性，也回應了法規資安、節能減碳及資料落地等要求 。 2. 《24 小時不中斷營運，強化營運穩定性與效能》 TPNet 支撐航港作業的關鍵流程，如引水、拖帶、靠泊、裝卸與維修等，全年無休地運作。上雲後憑藉 Azure 平台的低延遲與彈性架構，進一步提升了系統穩健性與成本效益 。 3. 《資料治理與成本優化同步提升》 雲端異地備援、即時計費、隨選使用模式協助降低硬體維運成本，同時透過資料落地與資料字典機制的導入，改善資料一致性與可解析性，為後續 AI 應用奠定穩固基礎 。 4. 《推動智慧化港埠轉型，積極導入 AI 分析工具》 港務公司透過 AI 進行大數據分析與洞見應用，用以優化內部決策。例如智慧商情平台與門哨系統的連動，使港口運作更具智慧性與即時反應能力 。 5. 《開放合作、降低資料孤島，引領港口群生態建構》 中長期計畫包括整合內部系統、消除資料壁壘，並與資通訊業者及港口業者合作，共同建立「港口群機制」，利用共享資料加乘營運效率，打造創新的智慧港口生態 Pioneering Smart Port Innovation: TIPC Enhances Digital Resilience with Microsoft Azure’s In-Country Cloud and AI Services 1. 《TPNet Migrates to the Cloud – First Public Sector Case in Microsoft’s Taiwan Data Region》 Taiwan International Ports Corporation (TIPC) has migrated key components of its core business platform, the Taiwan Port Service Network (TPNet), to Microsoft Azure’s Taiwan North Region. This strategic move not only enhances digital resilience but also fulfills regulatory requirements in cybersecurity, data residency, energy efficiency, and sustainability. 2. 《24/7 Operational Continuity with Enhanced Stability and Performance》 TPNet supports essential port operations—including piloting, towing, berthing, cargo handling, and maintenance—which run uninterrupted year-round. With Azure’s low-latency and scalable architecture, TIPC has significantly strengthened system stability and operational efficiency. 3. 《Improved Data Governance and Optimized Cost Management》 Azure’s disaster recovery capabilities, real-time billing, and on-demand usage model have helped TIPC reduce infrastructure maintenance costs. Meanwhile, the implementation of data localization and standardized data dictionaries has improved data consistency and interpretability, laying a strong foundation for future AI applications. 4. 《Accelerating Smart Port Transformation with AI Analytics》 TIPC actively adopts AI to analyze large-scale datasets and generate insights to enhance internal decision-making. Initiatives such as the Smart Business Intelligence Platform and integrated gate control systems empower ports to operate more intelligently and respond in real time. 5. 《Fostering Collaboration and Breaking Down Data Silos to Build a Port Cluster Ecosystem》 TIPC’s medium-to-long-term vision includes system integration, elimination of data silos, and partnerships with ICT providers and port stakeholders. By establishing a “Port Cluster Mechanism” and promoting data sharing, TIPC aims to multiply operational value and shape an innovative smart port ecosystem. PR Link : https://lnkd.in/g9X8E_8f #MicrosoftAzureInTaiwan

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Most Japan hires fail because the process is fuzzy and slow. Use this simple system to close in 21 days. → Scope. One role, one scorecard, three must-haves, and a clear JLPT or English level. → Sourcing. Mix BizReach, Wantedly, LinkedIn JP, Forkwell for tech, and alumni groups for referrals. → Outreach. Subject line in Japanese, first line in English, and three bullets on scope, impact, salary band. → Interviews. Two rounds for ICs and three for leads with one practical task that mirrors real work. → Salary clarity. Publish base, bonus, allowances, overtime policy, and commuting support in the JD. → Visa and compliance. State sponsor status, visa type, and timeline on day one, not at offer. → Decision discipline. 72-hour verdict after final, and a written offer with start date and remote policy. Do this, and your close rate rises without raising salary. Playbooks beat heroics. #JapanRecruiting #HiringInJapan #TalentAcquisition #RecruitmentStrategy #GlobalHiring #JapanBusiness #WorkInJapan #HRStrategy #HiringExcellence #RecruitSmarter

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[Why Japan’s CTO Salaries Look Low — and Why That Might Change] Recently, I’ve started having conversations with several high-caliber candidates in the $600k–$800k compensation range who told me they were interested in relocating to Japan. It happened multiple times just in the past month or two, which made me reflect on Japan’s compensation landscape — especially for senior tech roles. I also came across a post discussing why CTO salaries in Japan are often around just $100k (or less than that) and why they appear “so low.” Here is the trick. --- 1. Japan went through 20 years of deflation Wages barely increased for two decades, causing Japan’s salary levels to fall behind the rest of the world. 2. The USD/JPY rate literally halved *This is something our global team suffered from immensely. --- In 2011, $1 = ¥75. Today it’s around ¥155–156, essentially a 2× swing in dollar terms. What would salaries look like in a “normal” economic environment? If Japan had experienced: a healthy 2% annual inflation for the past 20 years, and no drastic currency depreciation, then: 1.02^20 (inflation) × 2 (FX) ≈ 2.97 This means Japanese salaries could reasonably be about 3× higher today. In other words, a $100k CTO salary would likely be closer to $300k in a normal macro trajectory. *If the company adds equity compensation, I think this would be a competitive package even in global hiring market. --- So what happens going forward? Japan is finally emerging from two decades of deflation. If inflation continues, the Bank of Japan will need to normalize to healthy interest rates after years of zero-rate policy. If that happens, the main root cause of the yen’s weakness — Japan’s ultra-low rates vs. the U.S. high-rate environment — will diminish, potentially leading to a stronger, more stable yen. Japan’s long-term economic cycle suggests an upward phase Historically, Japan has repeated a pattern: ~20 years of stagnation/deflation ~40 years of economic expansion This happened in: 1920s–1940s stagnation → ~40 years of growth 1990s–2010s stagnation → now possibly at the start of a new cycle If history rhymes, the next 20–30 years could be an era of wage normalization and steady economic growth. --- If Japan continues along this new economic trajectory — with inflation, normalized interest rates, and a stronger yen — CTO and senior tech compensation could finally converge with global standards. Japan is a great country. This isn’t a recommendation for immigration, but it makes sense — and is a very positive sign — that smart talent and future-minded leaders from around the world are choosing to move to Japan. Japan is a country that moves slowly but steadily. And now is the very begging of that I feel.

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Quick tip for foreign-capital tech companies hiring AEs in Japan. As recruiters, we often identify great candidates, but we don’t have everyone’s phone number. Outreach via email or LinkedIn InMails is often our only route to start engaging, and when we don’t get a reply, it’s not always because the candidate isn’t a fit/non-interested. More often than we'd expect, it’s because candidates simply don't understand what the company actually does/sell. Many SaaS solutions are super niche or just a few steps ahead of where the Japanese market currently is. That mismatch creates confusion or hesitation. Japan’s adoption curve is slower, and sometimes candidates need a little extra help to connect the dots. What worked for us: Too long outreach messages tend to turn candidates off, so we asked our clients to provide a simple 1-page PDF that explains (in easy, non-buzzwordy language) what they sell, ideally with real examples, (so, not just a JD of the roel). As a result, we saw a significantly higher response rate. Worth giving it a try.

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Ever wondered why Japan's compensation lags behind other G7 countries? Japan's traditional employment practices, like seniority-based pay and greater job security, contribute to this disparity, but even with moves toward merit-based pay, some companies are still stuck in old ways of thinking about compensation. The weak yen has exacerbated the wage gap between other major markets, although even at ¥120/$1 there was still a significant gap. And Japan is low when adjusting for purchasing power parity. As someone who helps professionals navigate their careers in Japan, I've seen how these factors impact career decisions, with people asking themselves, "Should I stay or should I go?" or "Should I relocate to Japan?". I recently had a conversation with an exceptionally talented young European woman with business-level Nihongo who was offered what was essentially an entry-level salary despite her years of relevant experience and an advanced degree. It was a lose/lose for both her and the company as she could have delivered huge value to the organization and she has tremendous long-term upside potential. The wage gap is especially challenging for talented Japanese bilingual professionals working overseas who are considering returning home to be closer to family and friends. If they choose to return to the job market here, they're likely to take a "haircut" in compensation which would impact their lifetime career earnings. Before you make that big decision. Here are some things you can do: 1. Research thoroughly: Understand the wage landscape before relocating. 2. Focus on skill development: Language skills are a fundamental requirement, but beyond that, look at what the in-demand and/or emerging demands are in the market, and where demand outstrips supply. 3. Negotiate: Be prepared to negotiate for a fair compensation package that reflects your true value to an organization. Some companies won't or can't budge, but good companies know it's a global war for talent and are ready to play to win. Do you think we'll ever get to a place where wages will be competitive with other G7 countries? Will the demographic shifts of a declining population give employees more bargaining power? Or, will GenAI, robotics, offshoring, etc. counter overall demand and keep wages low? #WageGap #CareerAdvice #JapanCareers #HappyMondays

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Ignition K.K. 𝗪𝗵𝘆 𝗖𝗹𝗲𝗮𝗿 𝗗𝗲𝘀𝗸 𝗖𝗼𝘃𝗲𝗿𝗮𝗴𝗲 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 𝗶𝗻 𝗥𝗲𝗰𝗿𝘂𝗶𝘁𝗺𝗲𝗻𝘁 One area recruitment companies in Japan should pay more attention to, if they want to improve their offer-to-close ratios for internal hires, is having clear desk coverage and boundary discussions before an offer is made. This not only helps with closing but also sets the right foundation for retention, ensuring new hires feel motivated and supported from day one. These conversations should cover: 𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗮𝗻𝗱 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝗰𝗼𝘃𝗲𝗿𝗮𝗴𝗲 (𝗶𝗻𝗰𝗹𝘂𝗱𝗶𝗻𝗴 𝘀𝘂𝗯-𝘀𝗲𝗰𝘁𝗼𝗿𝘀) 𝗖𝗹𝗶𝗲𝗻𝘁 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀, 𝗿𝘂𝗹𝗲𝘀, 𝗮𝗻𝗱 𝗮𝗻𝘆 “𝘀𝗽𝗲𝗰𝗶𝗮𝗹 𝗰𝗮𝘀𝗲𝘀” 𝗖𝗮𝗻𝗱𝗶𝗱𝗮𝘁𝗲 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗿𝘂𝗹𝗲𝘀, 𝘄𝗶𝘁𝗵 𝗮𝗻𝘆 𝗮𝗻𝗼𝗺𝗮𝗹𝗶𝗲𝘀 𝗰𝗹𝗲𝗮𝗿𝗹𝘆 𝗲𝘅𝗽𝗹𝗮𝗶𝗻𝗲𝗱 When this isn’t addressed, new recruiters can quickly become frustrated. Imagine joining a company full of energy, only to learn on your first deal that your manager takes 25% of placements at a certain client because they’ve “owned” it since 1975—or discovering that any placements above a certain salary go to your manager, while you’re confined to junior roles. Surprises like this kill trust and motivation. The solution is simple: be upfront, be consistent, and document the agreements where possible. Honesty and clarity should be the bedrock of every new hire relationship. Whether you’re building a team or considering your next step, I’d be glad to have a conversation—just drop me a message Michael Craven #rec2rec #japanjobs #honesty

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What’s the “market rate” for a Senior Developer in Thailand? It’s a question I get asked regularly. But most “market rate” debates here aren’t really about salary.. they’re about leveling. A Senior Engineer at: • A Thai bank • A Series B SaaS • A global product unicorn …are three very different propositions. Same title, completely different scope. Some Seniors execute well-defined tickets. Some own system architecture. Some influence roadmap, align stakeholders, and mentor 5–6 engineers. If your expectation includes autonomous ownership, production reliability, cross-functional alignment, and mentoring… You’re not benchmarking against execution-level Seniors anymore. You’re benchmarking against Staff-level capability. When leveling is unclear, two things happen: 1️⃣ You underpay and lose strong candidates. 2️⃣ You overpay and feel frustrated with output. In Thailand’s tech market, clarity on scope matters more than the job title. Compensation follows capability, not titles.

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Most BD advice doesn’t land in Japan. 🌸 It’s too aggressive - or too abstract. Especially if you’re in recruiting, legal, or other professional services. “Add value” gets thrown around like it means something. But here, nuance is the value. Here are 5 approaches that actually open doors 👇 1. Stop leading with your firm. Nobody cares where you work - yet. Start with something they care about: market info, a shift, a signal. 2. Ask for advice, not business. People love to share their take. It builds trust faster than any pitch 💭 3. Talk about people - not products. “This person just left Firm X” sparks curiosity. We humans are wired to pay attention to stories. 4. Be consistent, not clever. Most show up once, then disappear. In Japan, showing up again (and again) is the trust signal. 5. Follow up with memory, not pressure. Reference something they said - not what you need. It shows you listened. Japan isn’t a market you “crack.” It’s one that quietly opens if you act in the right way. What am I missing? 💬

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