Delve into the lives of the exceptional professionals within the PayPay Group through our Professionals Series. In this installment, we spoke with Taiki Danno, Senior Manager of the Service Planning Department at the Merchant Business Strategy Division, Business Operations Group. He shared insights into the allure of new business development, his private pursuit of an MBA, lessons learned during parental leave, and the secrets to achieving even higher performance upon his return.
Taiki Danno
Senior Manager of Service Planning Department, Merchant Business Strategy Division, Business Operations Group
He joined Softbank as a new graduate, gaining experience in launching and promoting multiple services. He joined PayPay in October 2018 and was involved in launching PayPay’s first online payment and mini-app, before taking his current position. He took about two months of parental leave starting in July 2024 and returned to work in September of the same year. His hobby is street dancing.
Driving New Service Development with a Strong Consciousness for Social Contribution
Can you tell us about a turning point in your life?
Initially, with a desire to promote businesses that solve social issues through the power of technology and to walk a career path where I could acquire the necessary skills, perspectives, and networks for that purpose, I joined Softbank as a new graduate. Even after joining PayPay, “self-growth” was my primary motivation in my work endeavors.
A significant turning point came when I entered a business school for an MBA. There, I didn’t just learn conventional academic knowledge but was also deeply influenced by the leadership and aspirations of predecessors like Sontoku Ninomiya and Konosuke Matsushita. I was profoundly moved by how they dedicated their lives to a greater cause (belief).
Reflecting on my career through various learnings, I realized that the initiatives in my department at PayPay have significant social implications, and I have the responsibility to lead them. While previously my motivation was to “self-grow” for future “social contribution”, I subconsciously realized that “social contribution” had become my primary motivation. It’s still a modest ambition, but it’s something I must wholeheartedly commit to.
Leveraging a Robust Business Foundation and Development Capabilities for Seamless New Business Engagement
Could you describe the role and mission of the Service Planning Department?
In the Service Planning Department that I oversee, we aim to enrich various stakeholders using the PayPay app, such as users, businesses, and local governments. We lead the way from conceptualizing new businesses to service planning, development promotion, and growth. Our mission is to create new value from the PayPay platform.
Specifically, using PayPay’s service foundation like “Business Accounts,” “Mini-Apps,” and “PayPay Gift Vouchers,” we brainstorm the type of value we can create, and push forward the development promotion and go-to-market (GTM) strategies involving all departments. We mainly focus on relatively new domains in the merchant business, aiming to contribute to creating a more convenient world through new services that enhance the quality of living for our customers.
The organizational atmosphere is characterized by many members who take ownership of their work. It’s not about passively executing tasks because they are assigned, but rather about proactively addressing what one believes should be done, regardless of organizational boundaries.
What makes PayPay’s new business development uniquely compelling and distinct from other companies?
PayPay, with over 67 million users and several million merchants as of December 2024, serves as a major platform utilized by a vast number of people. This environment offers a thrilling opportunity to pioneer new markets and needs through one’s own capabilities. In PayPay’s business development, you are involved end-to-endーfrom upstream tasks like conceptualizing and specifying service features to downstream tasks like development promotion, GTM, and service operations. This tangible impact on society is an experience not easily matched by other companies.
Moreover, as a frontrunner in fintech, PayPay not only maintains strict standards for service quality and anti-money laundering measures but also constantly takes on new challenges. Balancing offense and defense while striving for user-friendly services adds more strategic dimensions to our discussions. The proximity to the management team facilitates weekly interactions, providing me with multifaceted feedback and learning opportunities.
Tell us about your most unforgettable recent initiative.
The project related to donations and offerings was particularly memorable. CtoB fund transfer services, which do not involve the provision of goods or services, pose a higher risk of fraud and money laundering due to the obscured transparency of the remittance amount. Therefore, it requires more extensive risk mitigation strategies and must remain fair and empathetic to users by nature. This project offered significant learning in both perspective and methodology.
Addressing donations and offerings marked the beginning, not the end.
Charitable organizations and religious corporations can create a business-type PayPay account, akin to a corporate account at a bank, enabling them to adopt “PayPay” as a means for donations and offerings. Originally focusing on payment and collection agency sectors, PayPay, by constructing the “Business Account,” has now entered new markets like remittances and B2B transactions. If we can cashlessly facilitate B2B transactions in the future, combining it with other services could allow seamless service offerings to merchants from obtaining goods to promotion, sales, capital procurement as needed, and replenishing stock. Contemplating how to expand future possibilities for PayPay, users, and business operators is truly exciting and represents the essence of PayPay’s new business development.
Parental Leave and Work Style: Fostering Personal Growth in a Demanding Yet Self-Directed Environment
Were there any insights gained during your two-month parental leave that proved beneficial in your work?
As a fundamental aspect of taking parental leave, I feel that PayPay has an organizational culture that naturally fosters a flexible work style aligned with life events and encourages mutual support among members who need assistance. I would like to express my gratitude to my supervisors and colleagues who have kindly supported me in this transition. During my parental leave, I primarily dedicated my time to childcare and household chores. However, I utilized spare moments to immerse myself in books on parenting, marketing, and new business development, and even extended my MBA research by authoring papers.
As I revisited parenting topics, I often found parallels in how to engage and communicate with my team members. For instance, paying full attention to the conversation, including movement and tone, and striving to meet their emotional needs proved applicable. In terms of applicable work insights, Charles A. O’Reilly’s book mentions, “Executing a strategy involves fitting organizations appropriately,” which, along with corporate interviews conducted during my paper writing, made me realize the importance of fostering a culture conducive to sustained innovation by leaders. Valuing ownership and a proactive, bottom-up approach are vital, for example.
※ Charles A. O’Reilly, Michael L. Tushman (2022). “Leaders Are Designed to Surprise–The Strategist’s Guide to an Innovative Organization.”
I compile these “points to utilize in practice” into notes each time and implement them after returning to work. For topics I particularly want to instill within the team, I’ve also organized book clubs within the department, although attendance is voluntary. Just recently, we discussed Clayton M. Christensen’s “Competing Against Luck,” focusing on understanding users’ deeper motivations and how to apply that in practice. I intend to continue these efforts, aiming to create an environment that encourages members to actively learn and boost the department’s foundational strength.
How has the work style of PayPay suited you?
PayPay adopts both remote and in-office work styles, and we feel that a balance tailored to the team’s work characteristics and individual circumstances is necessary. In the Service Planning Department, we have about one optional office day per month. On these days, we make purposeful use of the time by engaging in brainstorming sessions and discussions that require in-person collaboration.
I aim to use my limited time effectively each day, focusing on work, learning through concentrated reading, and other productive activities. Thanks to my supervisor’s understanding, I am able to strike a balance between intense work hours and personal commitments, ensuring I have time for household and childcare responsibilities.
What mindset do you think is crucial for leading a department and staying at the forefront?
In recent years, I feel the pace of change, including technological advancements, is accelerating globally. Aligning with both internal and external environmental changes and continuously learning and evolving are indispensable. Approximately 1900 years ago, Roman Emperor Marcus Aurelius said, “What is not good for the swarm is not good for the bee,” emphasizing the importance of change. To avoid being left behind, I endeavor to accelerate both personal growth and learning speed.
Users, Businesses, Local Governments: Striving for a World Where Everyone Thrives
What do you aim to achieve going forward, and what world do you envision?
By utilizing PayPay’s services, I aim to create a world where all stakeholders, including users, businesses, and municipalities, can become more prosperous and happy. The term “DX” is frequently heard these days, and beyond the context of cost reduction, we want to contribute to maximizing customer outcomes leading to enhanced productivity through our services. The ultimate objective is to strengthen Japan, and contributing even a little to such a world would be immensely rewarding!
Finally, do you have a message for our readers?
The Service Planning Department is perfect for individuals who can proactively drive change without being hindered by organizational boundaries. If you aspire to engage with and launch unprecedented, socially significant services, we would love to collaborate with you. Let’s share in the excitement of impacting the world!
Current job openings
Business level Japanese is required for all the following positions below.
*Job openings and employee affiliations are current as of the time of the interview.