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Anthony Luna: Where Career Transformation Meets Innovation Anthony Luna did not set out to become a legal leader in Japan. His journey began far from corporate boardrooms, shaped instead by practical necessity, early responsibility, and courage to step into unfamiliar territory - the kind that could unsettle many, yet reveals its value only to those committed to excellence and continued self-transformation. He grew up in circumstances that necessitated early independence. Having financed his higher education entirely on his own, not uncommon in the U.S., for him law was initially a dream calling. But it was one with significant personal financial risk if he failed to succeed. It was also a rational decision - one of the few professions that offered both financial flexibility and, importantly, the opportunity to be useful to others. His commitment to doing work that mattered would remain a constant throughout his life. Despite being a familiar figure in Japan’s legal community today, Anthony’s connection to the country was anything but inevitable. His first encounter with Japan came unexpectedly in high school, when a Japanese-American friend invited him along on a family trip to Tokyo and Okinawa. At the time, it felt incidental - an interesting summer experience, nothing more. Only years later would that early exposure reveal itself as the opening chapter of a much longer story. Years later, that early encounter with Japan resurfaced in a practical way. Looking for initial employment after university - and to grow and experience life beyond California - Anthony applied to overseas English-teaching programs in both Europe and Japan. He was selected for the Japanese government’s JET Programme (Japan Exchange and Teaching Programme), an initiative that places young professionals in schools and local governments across the country to support education and international exchange. Anthony was initially assigned to a high school in Yokohama, but after intensive self-driven Japanese study and later successfully passing the Level 1 Japanese Proficiency Exam after approximately two years of self study, he transitioned into Yokohama City Government, working directly with the mayor’s office at the Office of International Relations. What began as basic support on international matters quickly evolved into a far more demanding role. He found himself taking an active role in meetings including senior local politicians, mayors and chambers of commerce presidents, executives from Japan-based companies, and visiting U.S. military officials - often as the youngest person in the room, and often the only foreigner on the Japanese side of the table. One of his first assignments was to help greet and interpret for the former U.S. Vice President Walter Mondale and the Mayor of Yokohama City, a great moment for him that also humbled him and made him realize how much more he would need to grow in so many ways. “That was actually one of my first assignments. I didn’t do very well, to be honest - but the experience opened my eyes - both to the opportunities ahead and to how much I still had to learn, and how quickly I would need to grow to be a professional in any setting.”

Lunch with Eshima-sensei - Before I realized it, nearly 20 years had passed since we first met. Perhaps because we’ve shared so much time over the years, I can say this with confidence: his presence has always been consistent. Calm in demeanor. Thoughtful in his words. Never making others feel guarded. He brings humor when appropriate, yet never disrupts the atmosphere of the room. Today, the value and significance of in-house lawyers—especially General Counsel as part of senior management—are widely recognized. But when Eshima-san moved in-house more than 20 years ago, that perspective barely existed in Japan. In fact, there was even a bias that going in-house meant you hadn’t succeeded in private practice. Against that backdrop, he steadily built credibility through both hands-on legal work and management, earning the trust of those around him. The respect that the in-house legal profession now commands is the result of efforts by pioneers like him. I believe Eshima-san is one of those who quietly helped shape that evolution from the inside. What often comes up in conversation is his ability to make decisions. But “decision-making” is a complex skill. Personally, I see Eshima-san as a business leader who excels at eliminating "noise." He is careful not to introduce unnecessary friction into stakeholders’ time or decision-making processes. To do that, one must accurately distinguish signal from noise. Sometimes this shows up in very small things—how an approval request is framed, for example. Yet each of these small choices accumulates into trust, eventually leading people to think, “If he’s handling it, we’ll be fine.” I feel that this is the source of his calm presence. As a recruiter who meets many lawyers, this difference becomes apparent very quickly. Those who have been involved in real decision-making—and who have carried both accountability for explanation and responsibility for outcomes—have a distinct sense of gravity. Eshima-san is exactly that kind of person. He shared with me that recently, a younger lawyer had come to him for career advice. He admitted that, at first, he wondered how helpful he could really be. But once they started talking, he realized how many common threads there were—the path they are walking as lawyers, the challenges and rewards, the anxieties and sense of purpose. He said he was struck by how much overlap there was with today’s younger generation. To younger professionals, someone like Eshima-san may seem as though he exists “above the clouds.” But in reality, where he stands today and where younger lawyers stand now are not disconnected. They are on the same ground—he simply happened to be ahead of them. Because he himself has traveled that path, he deeply understands the situation young professionals find themselves in today. He is now hoping to create more opportunities to share his experiences with the next generation. He measures value not by title, not by authority, but by what one can give back to their community. I believe that mindset is one of the reasons he comes across as a leader who transcends the traditional boundaries of being a lawyer.

UBS 証券の取締役法務部長、江島文孝弁護士とランチをご一緒しました。 江島様とは、気づけばもう20年近いお付き合いになります。長い時間を共有してきたからこそ分かるのですが、彼の印象は昔から一貫しています。落ち着いた佇まい。言葉は丁寧で、相手を構えさせない。必要な場面ではユーモアも交えつつ、決して場の空気を乱さない。 今でこそインハウス弁護士、とくに経営の一部としてのゼネラル・カウンセルの存在意義やバリューの高さは広く認識されていますが、江島様がインハウスに移られた20年以上前の日本では、そのような見方はほとんどありませんでした。むしろ、「事務所で成功しなかったから企業に行く」という偏見すらあった時代です。 その中で、実務とマネジメントの両面から地道に価値を積み上げ、周囲を納得させてきた。今、インハウス弁護士という職域が尊敬をもって語られるようになった背景には、こうした先駆者たちの積み重ねがあります。江島様は、まさにその流れを内側から静かにつくってきた一人だと思います。 お話の中で話題になるのは決断する力です。「決断力」と一言で言っても、その中身は複雑です。個人的には、江島様は“ノイズを消すこと”に長けたビジネスリーダーではないか、と思います。ステークホルダーの時間や意思決定プロセスに、余計なノイズを入れない。そのためには、何がシグナルで何がノイズなのかを正確に見極める必要があります。 それは時に、承認申請の仕方といった、ごく小さなことかもしれません。ただ、その一つひとつの積み重ねが信頼となり、結果的に「この人に任せれば大丈夫」という評価につながっていく。江島様の落ち着きの正体は、そこにあるように感じます。 リクルーターとして多くの弁護士と会っていると、この違いはすぐに分かります。意思決定に関与し、説明責任と結果責任を引き受けてきた人には、独特の重心があります。江島様は、まさにそのタイプです。 最近、江島様は若手弁護士からキャリア相談を受けたそうです。その際、ご自身がどれほど役に立てるのか不安に思う瞬間もあったと話してくれました。しかし実際に話してみると、弁護士として通ってきた道、面白さ不安、やりがいなど、今の若者とも多くの共通点を見出したとおっしゃいます。 若い人から見ると、江島様のような存在は「雲の上」にいるように見えるかもしれません。しかし、彼がいる場所と、今の若手が立っている場所は、決して断絶していません。同じ陸地の上を歩き続けた結果、今そこにいる。かつて自分自身が通ってきた道だからこそ、今の若手が置かれている状況をよく理解している。 今は、これまでの経験をもっと若い世代と共有する機会を持ちたいと考えているそうです。 肩書きではなく、権限でもなく、コミュニティに何を残せるかで価値を測る。 その姿勢が、江島様が弁護士の枠を超えたリーダーだと感じさせる一つの理由だと思います。

BuySell Technologies執行役員・法務コンプライアンス室長の尾崎健吾氏に、キャリアの転機、法務組織づくり、現場に寄り添うインハウス法務の実践とリーダーシップを聞く。

An in depth conversation with Kengo Ozaki, Executive Officer and Head of Legal and Compliance at BuySell Technologies, on career inflection points, in house leadership, and building legal functions close to the business in Japan.

変革を推進できる弁護士は日本では少ない——そう言われがちですが、実際には確かなリーダーが存在します。 Just Legalでは、日本の法曹界で活躍する50名のリーガルリーダーにお会いするプロジェクトを進めています。今回ご紹介するのは、半導体関連のグローバル企業で活躍されている児玉薫さんです。 児玉さんは英国弁護士資格を持ち、Big Lawで研鑽を積んだ法務プロフェッショナルです。いわゆる「先生」的な立ち位置ではなく、“サービス・ソリューション提供者”としてビジネスに伴走する姿勢を大切にされており、これまでのインハウス経験を通じて培われたリーダーとしての視点が非常に印象的でした。 「法務の役割は、ビジネスを前に進めるために寄り添うことだと思っています。」 これまで複数の企業でインハウス法務として経験を重ね、直近ではスタートアップにおいて法務部門をリード。環境やフェーズの異なる組織の中で、実務と意思決定の双方を支えてきた実績をお持ちです。 「仕組みを変えるには、まずその仕組みが“なぜ存在するのか”を理解することが必要です。」 この言葉のとおり、拙速な改革ではなく、理解・共感・対話を土台にしながら、組織に前進をもたらしていく——その姿勢こそが、児玉さんのリーダーシップの核だと感じました。 グローバルな基準とローカルな感覚を併せ持ち、調和を大切にしながらも着実なアップデートを重ねていく。現職では、組織に前進をもたらす役割を担われていることがうかがえ、その進め方は、まさに時代に求められるリーガルリーダー像の一つだと感じました。 児玉さん、お忙しい中お時間をいただき、貴重なお話を本当にありがとうございました。次世代のリーガルリーダーにとって、大きな示唆となる内容でした。

It is often said that lawyers who can also contribute to an organization’s forward progress are rare in Japan. And yet, such leaders certainly exist. At Just Legal, we are continuing our project to meet 50 legal leaders active in Japan’s legal community. Today, I’d like to introduce Ms. Kaoru Kodama , who plays a key legal role at a global company closely connected to the semiconductor industry. Kodama-san is a UK-qualified lawyer with Big Law training. Rather than positioning herself as a traditional “sensei,” she approaches her role as a service and solution provider, working closely alongside the business. That mindset, shaped through years of in-house experience, was particularly striking. “Legal should stay close to the business and help it move forward.” Over the course of her career, she has held several in-house legal roles, and most recently led the legal function at a start-up. Working across organizations at very different stages has given her a balanced perspective on both execution and decision-making. “You can’t improve a system unless you first understand why it exists.” True to this view, her approach is not about rapid or disruptive change, but about building understanding, trust, and dialogue — and from there, enabling steady forward movement within the organization. Combining global standards with a strong sensitivity to local context, she values harmony while continuing to raise the bar in a thoughtful and measured way. In her current role, it is clear that she is contributing as a leader who brings forward momentum to the organization, in a manner well suited to today’s environment. Kodama-san, thank you very much for taking the time to share your perspectives. Your insights offer meaningful guidance for the next generation of legal leaders in Japan.

Finding lawyers who also possess the qualities of a true leader is often said to be difficult in Japan. But the reality is — such leaders do exist. At Just Legal, we’re launching a project to meet and highlight 50 leaders in Japan’s legal community. Today, I’m pleased to introduce Robyn Nadler, the Representative Director of Payoneer Japan . Robyn is a qualified Australian lawyer who began her career in Big Law at global firms — and what stands out is not the titles she has held, but her ability to move seamlessly between legal, compliance, regulatory, and leadership roles. Being a representative director is simply one chapter in a broader career built on capability, judgment, and adaptability. “Leadership isn’t a title. It’s the ability to bring clarity in complex situations and help people move in the same direction,” says Robyn. Having spent many years in Japan and fully fluent in Japanese, Robyn has earned a strong market reputation for her understanding of the Japanese regulatory landscape — especially the mindset and behaviors of financial regulators. This is a rare set of skills. “Japan’s regulatory environment isn’t just about rules — it’s about understanding how regulators think. Once you understand that mindset, the whole landscape becomes far more navigable.” Her progression from transactional lawyer to compliance lead, to guiding a regulated financial entity reflects a professional who grows with every environment. Ruth Porat of Google noted once that lawyers are often the strongest cross-functional communicators — able to translate between risk, business, operations, and regulation. Robyn is a textbook example of that in practice. “Lawyers can translate between departments in a way few others can — risk, operations, product, compliance. The value comes from connecting dots that usually stay separate.” Robyn, thank you for taking the time in your busy schedule — your insights are much appreciated, and will continue to inspire the next generation of legal leaders.

弁護士でリーダーの資質を持った方を見つけるのは難しい。そう言われる日本の法曹界ですが、リーダーたる弁護士は間違いなく存在します。Just Legalでは、日本の法曹界で活躍する50人のリーダーにお会いするプロジェクトをスタートします。今回紹介するのはPayoneer Japanの代表取締役であるRobyn Nadlerロビン・ナドラーさんです。 ロビンさんはオーストラリアの弁護士としてBig Lawでキャリアをスタートし、法律・コンプライアンス・規制対応・組織運営と、携わるポジションごとに自在に変化されてきた方です。現職の「代表取締役」という役職はその変化の一つにすぎず、状況に応じて弁護士、ビジネスパーソン、リーダーと変容しています。 「リーダーシップとは肩書きに表れるものではないです。複雑な状況に明確さをもたらし、皆を同じ方向へ導く力を持つことがリーダーシップだと考えています。」（ロビン） 日本での経験も長く、日本語も流暢。外国人としては極めて稀で、日本の規制環境や金融当局の思考を深く理解されており、国内企業でも難しいこの領域で確かな評価を築いています。 「日本の規制環境は、単にルールや法律を理解するだけでは不十分です。重要なのは、規制当局がどのように考えているのかを理解することです。その思考の枠組みを掴めば、全体像は一気に見通しやすくなります。」（ロビン） また、GoogleのNigel Parker氏が「弁護士は部門横断のコミュニケーションに最も長けている職種の一つだ」と語ったという話も紹介してくださいましたが、ロビンさんはまさにその体現者です。 「インハウス弁護士は、リスク部門、オペレーション部門、プロダクト部門、コンプライアンス部門など、通常は分断されがちな領域をつなぎ、部門間の“翻訳”ができる存在であるべきです。我々の価値は、バラバラに見える点をつなぎ合わせられるところにあると考えています。」（ロビン） ロビンさん、お忙しい中お時間をいただき、貴重なお話をありがとうございました。ロビンさんのコメントは次世代のリーガルリーダーにとって大きな励みとなるはずです。