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.