The Power to Move Ideas: Onward Kashiyama’s Executive Ochi on the Essence of Execution

Hello! This is Medium from the Onward Group.

In this article, we spoke with Daisuke Ochi, Executive Officer and Deputy General Manager of the Third Company at Onward Kashiyama.

After joining Onward Kashiyama in 1998, Ochi started his career at the Hiroshima branch, working in women’s apparel sales. There, he gained firsthand experience on the front lines, listening to customers and store staff. In 2002, he transitioned to sales for the women’s brand “Jiyuku,” and the following year, moved into merchandising, where he learned the true essence of planning through training at a vocational school. He then advanced to Assistant Manager, Manager, and in 2013 became General Manager of the Jiyuku Division. In 2020, he was appointed Executive Officer of the First Ladies’ Group, and since 2024, has been serving as Executive Officer and Deputy General Manager of the Third Company. Drawing on his experience in both sales and planning, he is now exploring new possibilities for cross-brand fashion business.

We asked Ochi, who has paved his way with action and a positive mindset, about his philosophy as a brand-building leader and the messages he wants to share with younger employees.

The Starting Point: Pursuing a Dream from Hiroshima to Tokyo

Editor: What inspired you to join Onward?

Ochi: I’ve always been interested in fashion, but more than that, I wanted to do something big — something that could make an impact on society. When I started job hunting, I bought a special edition magazine at a local Hiroshima bookstore featuring major apparel companies. That’s where I first read about Onward Kashiyama’s “Kumikyoku.” It said, “At department stores, the most frequently asked question by staff isn’t ‘Where’s the restroom?’ but ‘Where’s Kumikyoku?’” I remember being shocked by that (laughs). The brand was often featured in the media, so I realized Onward was a major company and became interested.

Back then, the hiring process involved about seven rounds of interviews, and I came to Tokyo for the first time for them. The process was tough, and the competition was fierce. With each round, I became more and more determined — “I absolutely want to join!” In 1998, I joined the company and started out in women’s apparel sales at the Hiroshima branch, where I worked for five years.

Editor: We heard you were in a band during your student days. Did you ever consider pursuing music professionally?

Ochi: Absolutely. I was serious about becoming a professional musician from high school, but at that time, the music industry was full of “wild” people, and unless you were ready to give up everything — studies, sports — and devote yourself entirely to music, it was a tough world to succeed in. Growing up in a rural town in Hiroshima, I didn’t have that level of commitment. So, I quit the band partway through high school and immersed myself in karate. In a year and a half, I earned a black belt and competed in the regional tournament. I entered university on a karate sports scholarship, but there I picked up music again and considered pursuing it as a career. After some twists and turns, my desire to go to Tokyo and do something big won out, and I decided to join Onward Kashiyama.

Ideas Alone Don’t Move Brands: The Power of Execution

Editor: What is the most memorable project in your career so far?

Ochi: When I moved from sales to become an merchandiser for “Jiyuku,” I was thrilled to see my ideas take shape, and I was excited every day. One project that stands out is the planning of a jacket made with premium tweed.

At the time, styling tweed jackets with denim was trending, so we started planning tweed jackets for “Jiyuku.” However, using European luxury tweed — the kind Gabrielle Chanel loved — in mass production was costly, and the team was hesitant. But I convinced them, saying, “The concept of ‘Jiyuku’ is to create something genuine. If we don’t insist on authentic materials, it’s meaningless.” So, we took the leap and ordered high-quality British tweed.

It was a time when SPA brands were emerging, and department stores were filled with affordable brands. Plus, with a mild winter, people said, “Expensive, warm items won’t sell.” But by involving sales staff and carefully communicating the concept, the jackets became a huge hit.

Another memorable achievement was launching the new brand “UNFILO” in 2021 and growing it to a 10 billion yen business in four years. During the pandemic, people’s lifestyles and clothing needs changed dramatically, and I felt it was the right time to develop a new brand.

I always believe, “Even the best ideas are meaningless if you don’t take action.” Turning marketing-driven ideas into reality with speed — those accumulated efforts lead to results.

Leadership That Brings Out the Best in Teams: The Power of Positivity

Editor: What do you value most as a leader?

Ochi: Raising the overall strength of the team. Whether inside or outside the company, I’m always conscious of building teams with people who achieve results together. Titles are just roles, so I focus on letting each person do what only they can do. I also make it a point to treat our partners not as “vendors,” but as equal “business partners.” We share our brand goals and hold strategy briefings, presenting directly to our partners. I believe it’s my role to think about “how to help others maximize their strengths.”

Editor: Is there a particular perspective you value when leading teams or conducting interviews?

Ochi: The most important thing is being positive. Everyone has different levels of talent and effort, but I believe the key to maximizing them is a forward-looking attitude. For example, when picking up trash, do you think, “I’m touching something dirty,” or “If I pick this up, the place will be cleaner”? When you fail, do you think, “I’m no good,” or “I learned something I can use next time”? These small differences in mindset, I believe, translate into differences in the ability to take action.

The Future Beyond Challenges: Expanding Brand Diversity

Editor: What challenges do you want to take on in the future?

Ochi: Right now, I’m excited to see how big “UNFILO” can become. There are many tough challenges, but I see them as opportunities for growth. I also want to further diversify our business models. Onward Kashiyama is a multi-brand company, so I believe each brand should have not only its own taste and worldview, but also its own unique business model. This year, we launched a new brand, “ANY.”My belief is, “When you create a new brand, you should also create a new business model.”

Editor: Thank you. Finally, do you have a message for younger employees?

Ochi: I hope when people look at me, they think, “You can do things like this at Onward,” or “It’s okay to try something new here.” Whether your challenge succeeds or fails, there’s value in taking action itself. I want you to embrace that positively, not just nurture ideas but take the first step. That action can change your team and move the brand forward.

Ochi’s Must-have Item

My smartphone wallpaper is a photo of my beloved dog, Punon. She’s adorable, of course, but what I cherish most is that she never lies or tries to act cool. That’s precious to me — unlike humans… (laughs).

Author of this article Takahashi: Public Relations for Onward Holdings Co., Ltd

As a student who spent most of my time learning multiple languages and bellydance, I was impressed by the diversity of Onward’s brands and thought, “This is democratic!” In 2020, I joined Onward Kashiyama as a new graduate and was assigned to the Public Relations Division of Onward Holdings the following year.