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On November 3, 2025, Tomoshige Mizutani, Senior Advisor and Honorary Chairman of Nitto Tire USA, was inducted into the Tire Industry Hall of Fame—one of the highest honors in the U.S. tire industry. The Hall of Fame is organized by the Tire Industry Association (TIA), a respected organization founded in 1921.

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Last July, Ichiro—one of the most iconic figures in baseball and a global ambassador for the sport— became the first Japanese player ever to be inducted into the U.S. Baseball Hall of Fame. In that same year, you were inducted into the Tire Industry Hall of Fame—what was the very first thought that came to your mind?

The Tire Industry Association (TIA), headquartered near Washington, D.C., is a prestigious organization with a history of over 100 years, having been established in 1921. The Tire Industry Hall of Fame was founded in 1985 and celebrates its 40th anniversary this year.

Past inductees have all achieved remarkable accomplishments and are widely respected as true “superheroes” within the industry. To date, only one Japanese individual —Shojiro Ishibashi, the founder of Bridgestone —has been inducted, making this recognition particularly significant as a rare honor for a Japanese leader in a global industry.

To receive such a historic award this time is an immense honor, and I am truly delighted.

The key points for which I was recognized for this induction are:

1. Innovation – Pioneering the luxury segment in tires for luxury SUVs and large pickup trucks
2. Inclusiveness – Promoting many women into executive leadership roles
3. Good Citizenship – Contributing to academia through lectures at universities and graduate schools, as well as giving back to the Japanese American community

At a time when division within the country is often a topic of discussion, I was deeply impressed by the fairness, openness, and generosity of the United States. At the selection committee meeting held near Washington, D.C., I was chosen immediately from among many candidates—based on my very first nomination as a non-American.

Was there a moment in your career in the tire industry that you would consider a true turning point?

It was an encounter with people that led to a complete 180-degree turnaround for the company.

At a time when we were struggling through a severe crisis and facing the possibility of liquidation, I had the fortune of meeting the late Andy Ando, president of a wheel distribution company, and Hiroaki Ichiki, a pioneer in Japan’s off-road scene. They sincerely showed me that opportunities were lying much closer than I had realized, and that insight changed everything.

The very day after we met, Andy personally took me to the front lines of what was becoming a major boom in Japanese sport-compact cars in the early 1990s and guided me through it firsthand.

Mr. Ichiki encouraged me by saying, “Young people are looking for something different from the previous generation. If the product and marketing align, being an unknown brand can actually be a great advantage.” Despite his busy schedule, he generously spent days teaching me about consumer mindset and vehicle structure.

I’m truly grateful to both of them.

What philosophy or mindset has been most important in growing the Nitto Tire brand to where it is today?

In general, tires are considered a “negative purchase” product—something people feel they have no choice but to buy, like paying for electricity or gas bills in order to maintain daily life.

We, however, have pursued a “positive purchase” segment—products that people genuinely want to buy, like jewelry or luxury brands.

Internally, we deliberately refer to our customers not as “consumers,” but as “fans.” We see driving as part of a lifestyle and identity, not just a utility. By understanding that mindset, we aim to create products that go beyond function and truly connect with people.

What were the key factors you focused on in order to succeed in the U.S. market (such as cultural understanding, customer engagement, and marketing)?

The answer is “being on the ground” and rigorous data analysis. We analyzed the market as thoroughly and logically as possible, visualizing and quantifying everything to formulate our strategies.

First, we purchased detailed sales data by state and by vehicle model from data banks. We also built strong, trust-based relationships with adjacent, non-competing industries— such as wheels, tuning, and lift-up products —and frequently exchanged information with them to better understand market trends and characteristics.

For data that we truly needed but could not obtain, we took matters into our own hands. For example, to understand the mindset of our fans at a grassroots level, we quantified and visualized their preferences by conducting extensive field research. At popular enthusiast events—such as shows and races—we spent entire days surveying parking lots, manually recording the types of vehicles and tires on every car. We gathered detailed data on popular tire models and competitors’ market share without sparing any effort.

By identifying which wheel brands had high share in those parking lots, we could determine which retailers carried them—and therefore which stores were influential in that region. We would then immediately approach those retailers. This kind of “live” data proved invaluable, becoming quite literally part of our lifeblood, with endless applications.

There is also a memorable episode from those days: while surveying cars in a parking lot, someone reported us to the police as “suspicious individuals inspecting vehicles,” suspecting we were a theft ring—our staff nearly got detained.

By combining firsthand insights gathered from the field with data collected from various research institutions, and analyzing them together, we built our own proprietary frameworks. This approach enabled us to accurately anticipate untapped markets that no one else had yet recognized.

This method of independently gathering and analyzing the data we needed from multiple angles is entirely rooted in the teachings of econometrics that I learned from my university seminar advisor, Professor Amano.

How do you see tires evolving in the future amid rapid technological innovation? And what kind of tires do you think customers will demand going forward?

Tires are, ultimately, just one component of the automobile, so it is essential first to understand the future vision of the automobile itself.

This is my personal perspective, but here’s how I see the future of the automotive market. Key lenses include ultra-high-net- worth individuals vs. the general population, urban vs. rural areas (metro vs. rural), Upper States vs. the Sun Belt, as well as autonomous driving and EVs.

First, for ultra-high-net-worth individuals, I believe the practical use of flying cars—emerging from drone technology—is approaching. Once regulations are established by the FAA (Federal Aviation Administration) and safety is fully validated, commercialization will be imminent. Most likely, autonomous flight without pilots will become the norm. For this segment, safety and convenience are paramount, and with potential changes in tax treatment such as depreciation, price will likely not be a concern.

Next, in metropolitan areas of the Sun Belt, autonomous vehicles based on EV platforms are expected to spread rapidly. The average price of a new car has already exceeded $50,000, placing a heavy burden on households. Meanwhile, services like Waymo are expanding quickly across the United States. As economies of scale make such services more affordable and widely available, the shift from privately owned vehicles, leases, and rentals toward on-demand use of robotaxis is likely to accelerate. One day, driving a car may become a specialized skill—much like horseback riding is today.

However, in the colder Upper States, winter heating significantly increases energy consumption, reducing EV range. As a result, rural areas in these regions may not adopt this trend as readily.

In this way, the automotive market itself is likely to diversify rapidly—into flying cars, autonomous EVs, and conventional internal combustion engine vehicles (reciprocating engine vehicles*)—with each segment pursuing its own optimal solution. I believe we are on the verge of entering an era of fragmentation.

Could you share the most difficult experience you faced over the course of your long career, and how you overcame it?

When I was first assigned to the U.S., it was one of the toughest periods of my life. My peers would say, “You’re so lucky to be stationed on the West Coast,” but the company I joined was, quite literally, on the brink of collapse. I worked late every day, even going into the office on Thanksgiving. However, what made it even harder was that no matter how much I worked, I couldn’t see any hope ahead.

People can push themselves when they see even a small light at the end of the tunnel—but living day after day without any sense of hope is mentally and physically exhausting. Thoughts like, “Why am I even here?” and “What is the meaning of this struggle?” crossed my mind again and again.

During that painful time, I had the chance to meet Andy Ando and Hiroaki Ichiki. Because I persevered and continued to give my all without giving up, I truly feel that their appearance in my life was a “gift from heaven”—a blessing of good fortune.

That said, I would add one more thought: “Fortune has only bangs.” In other words, opportunity must be seized in the moment. When I encountered Mr. Ando and Mr. Ichiki, I grasped that fleeting opportunity— and never let it go.

What is the most important advice you would like to share with Japanese people living and working in the United States?

In the United States—the land of opportunity —many people strive to achieve the American Dream. Working hard is a given. To break through and succeed, I believe what truly matters is the determination to never give up and see things through, along with speed.

In my case, I stayed close to the market, picked up insights on the ground, and moved quickly to act on them. Above all, I prioritized moving faster than competitors—acting before they could enter the space. At the end of the day, it’s all about who moves first.

And if you do achieve success and move up to the next stage, it is crucial to be prepared to work even harder. Just like in school sports—winning at the city level leads to prefectural competitions, and then to the national stage—each step up brings stronger competition. Success raises the bar, and unless you continue to improve yourself, you can quickly be overtaken and pushed back.

Finally, as a nation of immigrants, the United States places great importance on the concept of community. As a member of the communities you belong to—whether industry, Japanese-American society, or your local area—you must never neglect giving back and contributing in return for what you have gained from society.

Ultimately, success requires the determination to see things through, the speed to act ahead of others, and the discipline to keep improving as competition intensifies. And above all, it’s essential to give back to the community that makes that success possible.

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CONGRATULATORY MESSAGES

Your belief that “failure only becomes true failure when you give up,” along with your accomplishments in rebuilding a brand from the ground up and developing it into a strong and enduring business in the U.S. market, truly embodies the spirit of taking on challenges.

Here in Southern California, the success of Japanese players with the Dodgers has contributed to growing enthusiasm for Japan, creating exciting opportunities for Japanese companies. At the same time, with only about one in six Japanese citizens holding a passport, cultural and psychological barriers to expanding overseas remain a reality. That is precisely why I believe it is so important to show the next generation what it means to take on challenges without being afraid of failure.

While I still have much to learn from your example, I too hope to continue taking on new challenges and, through JBA, support our members and other Japanese companies as they pursue even greater success.

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One of Mr. Mizutani’s greatest strengths is his ability to act based on strategic vision and careful analysis of information, combined with the determination to never give up, no matter how difficult the circumstances. He has the extraordinary ability to accomplish things that others might consider impossible. The English expression “out of the box” comes to mind. His ability to conceive ideas that most people would never think of and then put them into action is something I greatly admire. To me, the phrase “bold yet meticulous” describes him perfectly.

My understanding is that the Tire Industry Association selects Hall of Fame inductees based on a broad range of criteria, considering not only business achievements but also contributions to society and personal character. This honor therefore offers tremendous courage and hope both to Japanese professionals working hard in the United States and to young people in Japan who dream of building their futures here.

Congratulations again on this truly well-deserved honor.

About TOYO TIRES
Nitto Tire (www.nittotire.com) develops high-performance tires for a wide range of applications, including racing, off-road, and street use. Leveraging state-of- the-art manufacturing and testing facilities in Japan and the United States, Nitto Tire delivers innovative, high-quality performance tires for the most demanding automotive enthusiasts.

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A Japanese Tire Brand Thriving in the US.Tomo Mizutani: Behind the Scenes of a Pioneer