Profile
After joining a general contractor as a new graduate, S. H. was involved in sales for industrial property construction projects, including logistics, R&D and manufacturing facilities. Through that experience, he developed an interest in real estate asset management—supporting business growth even after buildings are completed. After gaining hands-on experience in facility operations and tenant sales support at a property management company, he joined KJRM to pursue his long-held goal of becoming an asset manager. Within three years, he was promoted to manager and now oversees the ongoing management of industrial properties held by a listed REIT.
Department
Asset Management Department, Industrial Division
KJR Management
KJR Management
The Asset Management Department of the Industrial Division is responsible for enhancing the value of industrial properties owned by Industrial & Infrastructure Fund Investment Corporation (IIF). The properties the department handles include logistics facilities, manufacturing and R&D facilities, data centers, port and airport facilities and energy-related facilities. Working closely with highly specialized middle- and back-office professionals under a “One Team” structure, the division is committed to managing assets and enhancing their value.
Managing a Large-Scale Life Science Facility
as Deputy Asset Manager
While training at a property management company with the goal of becoming an asset manager, I happened to reconnect with a former supervisor from my time at a general contractor. At that time, the industrial property market was expanding rapidly, and I decided it was the right moment to pursue a career in real estate management. KJRM was managing the only listed REIT in Japan specializing in industrial properties—IIF—and I applied for a mid-career asset manager position.
In my first year, I had the opportunity to serve as a deputy asset manager responsible for the ongoing management of one of Japan’s largest life science facilities owned by the listed REIT. The property is IIF Shonan Health Innovation Park, a pharmaceutical R&D hub aiming to foster open innovation beyond corporate boundaries.
At first, it was difficult to find a common language between life sciences and asset management, and I struggled to propose appropriate measures to enhance the asset value. While deepening my own understanding of the life science industry, I maintained continuous communication with tenants and other stakeholders. Through improvements to the facility’s operational efficiency and stronger collaboration with the local community, new synergies have gradually emerged, contributing to asset value enhancement.
Advancing Large-Scale Redevelopment Projects and Having an ESG Perspective
After being promoted to manager, I became more aware of my responsibility to maximize investor returns as an asset manager. Specifically, my mission is to maximize the returns of IIF, the listed REIT I am responsible for. This involves strategic initiatives for enhancing the value of existing assets incorporated into IIF’s portfolio. These initiatives include rent revisions, cost optimization to improve net operating income (NOI), and preservation of asset value through timely repairs. Each effort requires steady, disciplined execution.
Today, enhancing asset value from an environmental, social and governance (ESG) perspective is also essential. This requires comprehensive initiatives, such as introducing equipment that reduces environmental impact, contributing to local communities and ensuring a management structure for legal compliance.
When these efforts translate into measurable performance improvements reflected in financial results, I feel a strong sense of accomplishment.
Finding Fulfillment in Executing Self-Developed
Management Strategies with Responsibility
Among the many projects I have worked on, a large-scale logistics facility redevelopment completed on Christmas Day in 2023 remains particularly memorable.
It was IIF’s first on-balance-sheet redevelopment project. We demolished an existing logistics facility and constructed a new temperature-controlled warehouse with three different temperature zones. The project involved numerous stakeholders, including tenants, trust banks and general contractors. Discussion and coordination required significant time and effort. It was a valuable experience that deepened my understanding of both the challenges and depth of project management. Overcoming various challenges and achieving completion on December 25 felt like the best possible Christmas gift.
Being able to formulate a management strategy myself and take responsibility for executing it—while working as “One Team” with internal and external members toward a shared goal—is what makes asset management at KJRM truly rewarding.
Being Inspired by Colleagues Who See Things Through
Asset management is not a job that can be completed alone. At KJRM, professionals from diverse backgrounds collaborate closely. While each individual brings unique expertise, what they share is the ability to take initiative and see things through independently.
If I were to use a soccer analogy, many people here are like players who can drive forward independently, coordinate with teammates and score when it counts. Even when facing unprecedented challenges, we devise our own approaches, collaborate with others and proactively take on challenges by forging our own path.
I am constantly inspired by such senior and other colleagues in the Asset Management Department, as well as middle- and back-office members such as engineering, legal and tax specialists. Even when working on complex structures that are new to me, I can rely on one another’s expertise. The approach to collaborating as “One Team” to improve the quality of our work is unique to KJRM, and that is what I find most appealing.
Aiming to Become a Professional Who Can Manage the Entire Asset Lifecycle
Looking ahead, I hope to expand my role beyond ongoing asset management to include new asset acquisitions. Ultimately, I aspire to become a professional capable of overseeing comprehensive fund management—handling institutional and individual investors as well as lenders such as banks.
I strongly resonate with IIF’s mission: to invest in infrastructure and industrial properties that are the source of the Japanese economy, and support Japanese industry from a real estate standpoint. This is a challenge that is rarely experienced at other asset management companies.
The logistics facilities, R&D facilities, aircraft hangars and tank terminals owned by IIF are assets most people rarely encounter in daily life. Working closely with tenant companies to enhance the value of these assets provides a level of fulfillment that is difficult to experience elsewhere.
The employee’s department and interview content are as of the time of the interview.
