【Exclusive Interview: Part 2】

Born in America: From $6Million to $1Billion!

From the Brink of Bankruptcy to a Thriving Business

Targeting the “Enthusiasts” Market

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BIO: Tomoshige MIZUTANI (水谷友重)

BIO:
Tomoshige MIZUTANI (水谷友重)

Chairman & CEO, TOYO TIRE HOLDINGS OF AMERICAS INC.
Born in Kobe, Hyogo Prefecture, Japan, Tomo Mizutani graduated from Kobe University’s School of Business Administration. He began his career in 1984 at Nissho Iwai Corporation (now Sojitz Corporation), where he specialized in the export of mining tires, traveling to over 40 countries worldwide. In 1992, he was tasked with revitalizing the Nitto brand and relocated to the United States. He joined TOYO TIRE Corporation in 2000 and became President of Nitto Tire U.S.A. Inc. in 2005. In 2011, he was appointed as an Executive Officer of TOYO TIRE Corporation and currently serves as Chairman & CEO of TOYO TIRE HOLDINGS OF AMERICAS INC.

Awards:

• Special Congressional Recognition for Outstanding Business Leadership (2013)
• International Citizen Award from the Japan America Society of Southern California (2014)

Speaking Engagements: Tomo Mizutani has delivered lectures at various prestigious institutions, including USC MBA, UCLA MBA, UCI, United States Air Force, Chapman University, Clemson University, Pepperdine University, Loyola Marymount University, and Harvard Business School Alumni events (New York, Dallas Petroleum Club, and various locations in Southern California), among others.

【Exclusive Interview: Part 1】https://japanupmagazine.com/archives/15061

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

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During his twenties, Mizutani was given a daunting mission: travel alone to 30 countries and sell mining tires. His remarkable achievements in this role led the company to assign him an even greater challenge—reviving NITTO TIRE, once the company’s cash cow but now on the verge of collapse. However, the situation only worsened. The wholesale company they had acquired as a key part of the reconstruction plan was rapidly accumulating losses, creating an entirely new crisis.

“I honestly didn’t want to go to America. The company we acquired was in such bad shape that it might not have lasted another six months—it was like a sinking ship. On top of that, in 1992, Japan was still feeling the afterglow of the bubble economy, while the U.S. was struggling with a recession. In contrast, Europe was thriving, with its single market integration nearing completion. Many of my European acquaintances questioned my decision: ‘Why would you go to a country with such a short history and no deep culture—where people don’t even spell ‘tyre’ correctly?’

At the same time, an opportunity was emerging within my company to transfer to one of its top-performing divisions. I couldn’t help but feel torn—should I move to an elite sector competing at the top of the industry, or take on the near-impossible challenge of saving a failing company in America?”

A Life-Changing Decision: A Mentor’s Words That Led to America

Despite his initial hesitation, Tomo Mizutani ultimately decided to take on the challenge in the U.S., influenced by the words of his mentor, Professor Amano of Kobe University.
“I had scored high enough in my first-round university entrance exams to be accepted into the University of Tokyo, but due to financial circumstances and my father nearing retirement, I chose Kobe University to stay close to home. Another appeal was Professor Amano in the University. I was drawn to Professor Amano’s seminar in the Faculty of Business Administration, as he had developed the ‘Amano Model’—a foreign exchange rate prediction system utilizing advanced econometrics. His seminar was structured like an American university class, using specialized textbooks in English, a reflection of his Ph.D. studies at the University of Rochester in New York.”
During Mizutani’s first one-on-one meeting with Professor Amano at the end of his sophomore year, he asked a rather audacious question: “Why do we spend an entire year writing a thesis? How is that useful in the real world?”

After a brief pause, Professor Amano responded, “You may not need it as a working professional. However, the process of studying the wisdom of predecessors, gathering data and facts, thinking critically, and reaching your own conclusions will be an invaluable asset if you ever become a leader in an organization.”
Inspired, Mizutani requested to work on a prediction model similar to the Amano Model for his thesis. Professor Amano handed him two English textbooks and instructed him to take essential courses in statistics and computing, adding with a smile, “Many students have attempted this before, but none have succeeded.”
Determined, Mizutani completed the required courses in his junior year. By his senior year, he was using the professor’s research lab to develop a coffee bean price prediction model. “The biggest challenge was finding statistical data on coffee beans. No matter how many libraries I searched in the Kyoto-Osaka-Kobe area, I couldn’t find the necessary materials. Finally, I discovered the data I needed at UCC Ueshima Coffee’s headquarters. The excitement I felt when they provided me with their research materials was unforgettable. This experience later helped me track down global mining data in my professional career.”

Even after entering the corporate world, Professor Amano remained an invaluable mentor. “He continued to offer me guidance at key turning points in my life—including my overseas assignments, career changes, and even when I gave a speech at a graduate school.”

In October 1998, Nissho Iwai Corporation (now Sojitz Corporation) announced a loss of approximately 160 billion yen due to financial derivatives trading. In response, a large number of officers from its main creditor bank were dispatched to thoroughly inspect all business operations within the company. As part of this restructuring Nissho Iwai Trading House, the creditors were looking for any cash-in transactions. At that point, more than six years had passed since Mizutani’s arrival, during which he successfully revitalized Nitto’s business through unwavering dedication and strategic effort, ultimately leading the company to profitability. The creditors wanted to move a new step with Nitto Tire for sale to its manufacturer, Toyo Rubber Industries (now Toyo Tire), and negotiations began immediately.
During this process, Senior Executive Director Hosoda of Toyo Tire personally invited Mizutani to join the company. However, many around him were skeptical about him giving up his career as a “shosha man” (trading company professional). Seeking guidance once again, Mizutani consulted Professor Amano.
At this turning point in his career, Mizutani faced a pivotal decision: to remain within the structured environment of a trading company or to embrace a new challenge in the manufacturing sector. Professor Amano responded, “You’ve had the privilege of experiencing the essence of American business—that’s an incredible asset. Why not make NITTO a brand you can be proud of?” With this, Mizutani’s hesitation disappeared. He proposed two conditions to Toyo Tire—obtaining permanent residency and securing his position in the U.S. until retirement. When both requests were accepted, he made the bold decision to transfer to Toyo Tire.
Reflecting on his journey, Mizutani expresses deep gratitude to Toyo Tire, not only for fulfilling their promises regarding his permanent residency and long-term employment in the U.S., but also for entrusting him with executive leadership roles for over a decade, from Executive Officer to Senior Managing Executive Officer.

In early 2008, Tomo Mizutani received an unexpected email from Clemson University, a powerhouse in college football with three national championship titles. The request was for him to be one of 40 speakers at a seminar attended by approximately 300 top executives from the tire industry. Astonished, Mizutani inquired further, and the response was clear: “The seminar’s organizing committee recommended NITTO TIRE as a topic due to the growing attention it has been receiving in the industry. The event spans three days, and attendees pay a $2,000 participation fee—everyone takes it very seriously.”
The idea of delivering a speech in English to American executives had never crossed his mind. Unsure of how to decline respectfully, he sought advice from his mentor, Professor Amano. However, Amano’s response was quite the opposite. “Receiving such an invitation from a prestigious American university is a great honor. This is a once-in-a-lifetime opportunity in the corporate world—give it everything you’ve got.” He then gave two crucial pieces of advice: “First, delivering a speech is like playing in a single-elimination tournament at Koshien, the national high school baseball championship. If your speech is well-received, another university will invite you. If not, that’s the end. Approach this as a one-time chance and dedicate yourself completely.”
“Second, even after the speech ends, you’re only halfway done. The remaining 50% is the Q&A session with the audience. Prepare for the toughest and most challenging questions they might ask, and have your answers ready.”

For the next two months, Mizutani meticulously refined his speech, incorporating Kansai-style humor to make it engaging. He had native speakers review and polish the script, then practiced it out loud hundreds of times. Thanks to his preparation, he successfully handled the sharp Q&A session on the day of the event. After each lecture, feedback sheets were distributed to all attendees, collected immediately, and later analyzed by the university. A few weeks later, Mizutani received an email: “Your speech ranked number one in the evaluations.”
From that moment on, Mizutani was invited to deliver his story—how he turned a struggling business with $60 million in revenue and $80 million in excess inventory into a billion-dollar enterprise—at numerous prestigious institutions. He has since spoken at UCLA, USC, UCI, Harvard Business School alumni events in NY, Dallas, LA, and Orange County, the U.S. Air Force in Nevada, and the Japan Business Association (JBA), among others.
“When I was invited to speak at USC Marshall’s MBA program, the professor informed me that I had to first pass a preliminary interview with the dean. With students paying over $50,000 per year and taking time off work to attend, they would not hesitate to complain if the lecture was subpar. Regardless of reputation or referrals, the dean insisted on personally assessing each speaker.”

At another graduate school, Mizutani was initially met with a near-empty lecture hall, with only about 30% of the seats occupied. He later learned that for guest lectures by external speakers, students often studied in the library or cafeteria while waiting to hear feedback from those who attended. However, within the first five minutes of his talk, attendees began messaging their classmates that the lecture was interesting, and soon, the hall filled up.
“Every speaking engagement in the U.S. has been a rigorous challenge, with audiences listening intently and critically. Whenever I am invited, I commit myself fully to ensuring that attendees leave with valuable insights.”

Now, as the leader of an American organization, Mizutani constantly gathers data, analyzes underlying causes, and predicts market trends to plan his next strategic moves.
“This process directly reflects the lessons I learned from Professor Amano—my thesis research, my time in the university lab, and the discipline he instilled in me. He remains one of the most important mentors in my life.”

U.S. Assignment: From a Clouded Start to a Turnaround

In 1992, Tomo Mizutani was assigned to the United States. At the time, Nissho Iwai Corporation’s tire division faced two major challenges: rebuilding a nearly bankrupt American wholesale company they had acquired and restructuring NITTO TIRE’s U.S. sales, which was under constant discussion for withdrawal. While the former never achieved profitability, the latter—NITTO TIRE—eventually made a remarkable comeback in the U.S., gaining global recognition in the tire industry. However, that success was still far in the future.
When Mizutani took charge of NITTO TIRE upon his arrival in the U.S., its future looked bleak. The brand was drowning in unsold inventory, facing massive financial losses, and was regularly debated for closure during company meetings. By 1993, there was still no path to profitability. NITTO TIRE was virtually unknown, and despite making countless cold calls, Mizutani couldn’t secure a single appointment. Waiting for the phone to ring was a death sentence.
Determined to take action, he decided to visit tire retailers in all 50 states, going door-to-door. Armed with a city map bought at the airport and using the Yellow Pages to locate potential clients, he marked each store on the map and visited them in person. Yet, even when he managed to speak with store owners, the response was brutal.
“Nobody knows NITTO. The name reminds me of the worst-smelling thing I ever ate in Japan—’Natto.’ I hate it. Come back when you change the name!”

By 1994, Nissho Iwai had decided to liquidate the failing wholesale company they had acquired, leaving only two employees to relocate from San Jose to Nissho Iwai’s Los Angeles office to continue working on NITTO TIRE. It was during this time, on Memorial Day of that year, that Mizutani’s fate took a major turn.
While promoting NITTO TIRE at a garage sale event hosted by a local retailer in Anaheim, Mizutani noticed a Japanese man at a neighboring booth selling custom wheels. The man was incredibly popular with young American car enthusiasts, and Mizutani couldn’t resist striking up a conversation. When the man learned that Mizutani was a corporate expat from a major trading company, he smirked.
“So, you’re from a big Japanese trading company, and here you are selling tires at a garage sale on a national holiday? That’s rare to see. I’m busy today, but if you’re interested, visit my office next week.”
That man was Andy Ando, a pioneer in the Japanese wheel industry who had recognized the growing demand for Honda Civics and Integras among young car enthusiasts.
“The hottest trend among young car lovers in California right now is ‘hashiriya’—street racers. Drag racing is booming, and Japanese wheels are getting a lot of attention. But no Japanese tire brands are making moves yet. Why don’t you give it a shot?”
Mizutani had never considered this world before, but he immediately saw potential. “This could be a huge opportunity!”

Guided by Ando, Mizutani dove deep into the enthusiast market. He quickly realized that Honda Civics and Integras dominated the Asian-American car scene. Through a connection, he met a top enthusiast leader, Hayama, who explained why these Honda models were so popular in the U.S.: insurance costs.
“In Japan, sports cars like the Toyota Supra were the top choice for racers. But in the U.S., insurance companies classify cars based on accident risk. Supras are considered high-risk, making them unaffordable for most young drivers. In contrast, Civics and Integras are mainstream vehicles with reasonable insurance costs, so even students can afford them.”
Still curious, Mizutani reached out to a Honda engineer to understand why these cars were so well-suited for racing. The response surprised him.
“Founder Soichiro Honda always insisted that our engines be built to perform even on the circuit. Honda engines have superior cylinder head cooling, which makes them ideal for high-performance driving.”
With all this information—the sales trends of Honda cars, the insurance landscape, and the technical advantages explained by Honda engineers—Mizutani compiled a detailed report and shared it with Japan. This led to a major shift: NITTO TIRE accelerated its product development, focusing specifically on the Honda enthusiast market.

Finally, in 1995—three years after its darkest days—NITTO TIRE achieved profitability. But the story was far from over.

Next Generation Strategy

In the mid-1990s, under the leadership of Tomo Mizutani, NITTO TIRE conducted an in-depth analysis of the U.S. market, identifying the growing Honda car boom and developing new tire products that captured the hearts of car enthusiasts and street racers.
“Thanks to Andy Ando, a pioneer in the Japanese wheel industry, we found a clear direction for our brand. Even after launching new products tailored to this market, our biggest challenge remained—lack of brand recognition. While our competitors, the tire industry’s ‘Big Three,’ dominated the mainstream market with massive advertising campaigns, we had a mere $300,000 annual budget.
Goodyear sent its iconic blimps flying over major events like the Super Bowl. Bridgestone secured its spot as the title sponsor of the Super Bowl Halftime Show. Michelin flooded the airwaves with television commercials. Meanwhile, we had virtually no presence.”
Realizing that traditional POS marketing and industry publications wouldn’t be enough, Mizutani made a bold decision—to abandon conventional strategies and focus entirely on magazines and events specifically targeting Honda enthusiasts. This shift proved to be a game-changer, marking the beginning of NITTO TIRE’s unique and unconventional approach to marketing.

The Genius Designer: Hiroaki Ichiki

If Andy Ando was the mentor who guided NITTO TIRE into the Enthusiasts market, then Hiroaki Ichiki, a pioneer of Japan’s off-road industry, was the master of light trucks.
“Back when I was a trading company employee at Nissho Iwai, I was introduced to Ichiki-san while he was visiting the U.S. to purchase Jeeps. His words shocked me. The moment I introduced myself as the person in charge of NITTO TIRE, he immediately said, ‘A tire with no distinct features can only be sold by discounting it. If you feel out of place at your company because of that, let me give you a great idea—sneak into the container yard late at night and dump the entire container into the ocean. That way, you’ll make more money from the insurance than from actually selling the tires.’
His words were brutally direct, yet I was instantly drawn to how precisely he identified the truth. Instead of being discouraged, I engaged him in conversation, and we quickly found common ground. Over time, he became both a mentor and a strategist, frequently sharing insights about automotive trends, the psychology of retailers and consumers, and the evolving market landscape.”

Selling the World’s Most Expensive Tires

Tomo Mizutani continues to be invited to speak at top universities and business schools because his story of transforming a struggling, unknown brand with $60 million in revenue into a market leader selling the most expensive tires in the industry—surpassing $1 billion in sales—is one that everyone wants to hear.
“If I had to sum up our success in one phrase, it would be this: ‘We were among the first to recognize major industry shifts, and we were fortunate to be surrounded by incredibly talented partners.’”
In the late 1980s, during Japan’s economic bubble, the economic gap between Japan and the U.S. had significantly narrowed. However, after the bubble burst, Japan struggled to find a way out, while the U.S. surged ahead with the IT boom. As the American consumer market expanded, Ford introduced groundbreaking models that created major trends. “First, the Lincoln Navigator revolutionized the luxury segment, shaking the industry. Its rival, Cadillac, was forced to respond, and dealers across the U.S. pressured GM to convert an entire factory—previously producing police cars—into a production line for the Escalade. As a result, for a time, GM’s police cars disappeared from the streets.”
Another major development was the 1997 debut of the Ford Super Duty, which laid the foundation for America’s off-road boom. Unlike conventional trucks, it prioritized toughness over fuel efficiency and ride comfort, utilizing a straight-axle chassis. Despite its rugged nature, it became a massive success, selling nearly 400,000 units annually.

In early 2003, Kevin Wilson, editor-in-chief of Truckin’ magazine—the most influential publication for customized light trucks—shared a critical insight with Mizutani: “For years, we’ve led the industry by focusing on lowering trucks. But now, reader demand for lifting trucks, especially the Super Duty, is skyrocketing. We tried featuring lifted trucks, and our sales broke records. This market is about to change. Enthusiasts will stop lowering their trucks and start lifting them. Tires will shift from street models to off-road. No one is making off-road tires for this market yet, but if you combine them with large wheels, you’ll drive enthusiasts crazy!”
Until then, off-road vehicles had been completely outside Mizutani’s expertise. “But with 400,000 units sold annually, the opportunity was too big to ignore. This had to be our next move.”
With Hiroaki Ichiki’s expert guidance, Mizutani’s market research confirmed that 20–22-inch off-road tires had huge potential. He compiled a detailed report and proposed developing off-road tires to Nitto’s headquarters in Japan. However, at the time, the company had no experience in this segment. The cost of investing in the necessary production equipment was equivalent to the company’s total annual profit, making failure an unthinkable risk.
“I understood why headquarters rejected the proposal. The potential loss was enormous. But the more I analyzed the market, the more convinced I became that this was the future. Every month, I gathered new data and refined my presentations, carefully addressing each of their objections. No matter how many times I was turned down, I refused to give up. This cycle continued for nearly two years until I finally secured approval for development.”

With that approval came a bold condition from then-Senior Executive Director Hosoda:
“If no other brand has entered this market yet, and you’re so confident in its success, then sell it at the highest price in the world.”
When the long-awaited product was finally ready, wholesale distributors outright rejected it.
“This price is absurd—it’s even higher than tires for heavy-duty trucks and buses!”
Recognizing that wholesalers did not share his vision of the vast market potential, Mizutani ultimately abandoned his traditional approach to persuading them despite his persistent efforts. One wholesaler owner even dismissed his idea outright, exclaiming, “You must have lost your mind. No one in the world would ever pay more for light truck tires than for commercial medium truck tires.”
Undeterred, Mizutani shifted his strategy and engaged directly with key retailers of the wholesalers and were eager to stock the new tires. Leveraging their enthusiasm, he conveyed a powerful message to the wholesaler owner:
“If you don’t carry Nitto’s innovative tires, I’ll have to source them elsewhere and grow my business with those who do. Add them to your inventory now.”
Soon after, orders began pouring in.

A pivotal moment came when Mizutani visited a leading off-road wheel manufacturer in Kansas. The company’s president told him:
“We’ve been trying to pitch this same idea to major tire companies for years, but every single one of them rejected us. And now, a tire company is coming to us with the same vision? This is incredible. We’ll provide any data you need to convince your headquarters—just get these tires on the market as soon as possible. Let’s create this new segment together!”

Trusted Ally: Jody – “Leave the Expansion to Me”

Even with the Super Duty selling nearly 400,000 units annually and the ability to manufacture compelling tires, high prices posed a significant barrier to market expansion. The biggest bottleneck was wheel pricing.

The Super Duty, built for strength and durability, required equally robust wheels. Automakers opted for steel wheels, but when paired with 20-inch or larger off-road tires, only high-strength forged aluminum wheels were viable. However, forging costs five times more than casting, making it difficult to produce affordable wheels. To expand the market, a more cost-effective wheel solution was essential.
In pursuit of every possible solution, discussions with multiple wheel manufacturers revealed a fascinating technology—Counterpressure Casting.
“This technology was invented in Russia, where the mold is first vacuum-sealed before liquid aluminum is poured in. Interestingly, this innovation played a crucial role in wartime. It allowed the mass production of lightweight yet highly durable aluminum parts, significantly enhancing tank performance. While other nations struggled with increasingly heavy, steel-plated tanks that sacrificed speed and maneuverability, Russia leveraged the technology to produce lightweight steel that they developed to build huge bells in Russian Orthodox Churches.”
Believing this method could revolutionize Super Duty wheel production, Mizutani pitched the idea to all major U.S. and Japanese manufacturers. Despite presenting strong market potential and real customer demand, every company hesitated. The high capital investment and unfamiliarity with the technology led them to hold back.
Out of options and feeling completely stuck, Mizutani shared his frustration with longtime business partner, Jody Groce, the president of a major tire and wheel distribution company.
At that moment, Jody’s pupils dilated, and he uttered a single phrase: “Give me the data. Leave it to me!”
Mizutani and Jody’s relationship dated back to 1995, when Mizutani walked into Jody’s Oklahoma store unannounced, without an appointment. Rather than turning him away, Jody welcomed him warmly, engaged in conversation, and even invited him to lunch. That act of kindness sparked a lasting business partnership.
“Jody convinced Chinese wheel manufacturers to take on the challenge, bringing in a series of affordable yet strong wheels with compelling designs. These wheels became a massive hit, fueling the explosive growth of Super Duty-compatible tires and propelling our company to rapid success.”
Statistics reveal just how significant this shift was. In 2001, China exported 3 million wheels globally. By 2017, that number had surged to 230 million, essentially dominating the global wheel market.

Jody’s story perfectly embodies the famous words of Ray Kroc, the legendary founder of McDonald’s franchising:

“Be Daring, Be First, Be Different.”

Epilogue 2: Never giving up and being fortunate to meet the right people—these two things sum up my entire life.

Community – Terry Hatada

One day in 1994, a registered letter arrived from U.S. Customs. The content was alarming:
“Your company failed to respond to our inquiries. As a result, a 25% punitive tariff will be imposed.”
If enforced, this would mean instant bankruptcy.
Panicked, Mizutani immediately reached out to the customs broker assigned by Nissho Iwai Corporation to understand the situation. However, the response was dismissive:
“We don’t know anything about this. It’s not our problem.”
With no one taking responsibility, Mizutani was on the verge of breaking down. Then, he suddenly remembered a man who had recently dropped by his office for a sales call—Terry Hatada, the owner of JJB Corporation.
Desperate, he contacted Hatada and explained the crisis. Without hesitation, Hatada replied:
“Our company has in-house legal counsel. I will instruct him to fully support you immediately. Don’t worry.”
Without mentioning anything about compensation, he simply hung up the phone.
Following the guidance of Hatada’s attorney, Mizutani navigated the situation and, within a few weeks, the crisis was resolved.
Later, as Nitto prepared to do business with JJB, Mizutani cautiously confessed:
“To be honest, our company is still operating at a loss, and I don’t know when we might have to shut down. Could we proceed with this amount?”
Hatada simply replied: “That’s fine.”
Even when Nitto’s operations expanded and Mizutani couldn’t get approval to hire additional staff, JJB sent their own employees to help.

The Power of Community

At a lecture co-hosted by Jiji Press and the Japan Business Association (JBA), Masaki Tanaka, President of Union Bank, concluded his speech with a powerful message: “When doing business in America, maintain a humble attitude and recognize that you are part of the local community. Give back. For those who struggle to understand what that means, why not start by contributing to the Japanese-American community?”
Upon hearing these words, Mizutani immediately thought of Terry Hatada and began engaging with the Japanese-American community.
“I have learned so much from the pioneers who built the Japanese-American community in the U.S. There was a moment when I truly felt the significance of ‘community.’ It was when I was shown a map of the old Japanese district in Oregon. The map revealed that nearly half of the area consisted of hotels.”
Back then, discrimination was severe, and finding housing was nearly impossible for Japanese immigrants. To support newcomers, those who had already settled in the area established numerous hotels, ensuring that new arrivals had a place to live. “That was the essence of community.”

Words That Stirred My Heart

During Nitto Tire’s near-collapse in San Jose, the only salesman they could afford to hire made a blunt statement: “Texans hate Japanese people and Japanese products. Selling and investing in Texas is a complete waste of time and money. Business trips there are pointless.”
At the time, I was newly assigned to the U.S., struggling with my English, had almost no experience in the tire industry aside from mining-related work, and had zero business knowledge in America. Those words struck me hard. Yet, more than 30 years later, Texas has become our No.1 market in terms of state-wide sales.
I’m extremely delighted to have proved that the salesman’s biased opinion was totally untrue.
And then, last year, while having a business meeting with an important client at a high-end restaurant in Texas, something incredible happened.
“A gentleman from a nearby table had been eyeing the ‘Nitto’ logo on our polo shirts. After a while, he approached our table and said, ‘Excuse me, but are you with Nitto Tire? I’ve put Nitto tires on my truck three times in a row. I absolutely love them. I don’t mean to interrupt, but I just had to say thank you for making such a great product.’”
At that moment, I felt a deep, overwhelming sense of emotion.

Words Engraved in My Heart

The year was 1994, shortly after Nitto Tire had relocated its office from San Jose to Los Angeles. One day, a close friend and CEO of a mining tire distribution company in South Africa visited Mizutani in Los Angeles. As Mizutani took him on a tour of local retail stores, the South African CEO became visibly excited.
“There are so many valuable insights here!”
He eagerly began taking photos, despite most stores having a strict no-photography policy. Store employees repeatedly warned him, but he passionately negotiated, eventually securing permission from several stores to continue taking pictures.
That evening, over dinner, he shared words that left a lasting impact on Mizutani: “Throughout my life, I have turned countless ‘No’s into ‘Yes’s. If you want a fulfilling life—whether in love or business—never give up too easily. Find a way to turn a ‘No’ into a ‘Yes.’ Think creatively and approach the situation from a different angle. One day, you will look back and be grateful that you kept trying.”
Holding onto those words, Mizutani has continued to push forward, never giving up on his goals.

Crossing Cultures Through Communication: The Power of “Analogy”

In any industry, increasing sales is essential for a company’s growth and survival. However, Mizutani believes there is something even more important:
**”If you ask me what I am most proud of at NITTO TIRE, it’s not just the sales growth—it’s the company culture. The core leadership team that drives our business has remained together for 15 to 25 years. Many could have left for higher compensation, yet when asked why they stay, they all say the same thing: ‘We love the culture of fairness and transparency.’
In 1992, I was suddenly assigned to a struggling U.S. company on the verge of bankruptcy. At the time, the cultural and business differences were overwhelming, making it an incredibly difficult experience. However, I am now grateful that we started with an American corporate culture rather than a traditional Japanese-style subsidiary. That foundation has helped shape the unique culture we have today.”**

Mizutani remains the only Japanese expat at NITTO TIRE USA. To build strong, lasting relationships with employees, he has continuously experimented with different communication methods, never giving up. In his interactions, he frequently relies on four key concepts:

1. Sales
2. Management
3. Storytelling and Analogy – Using relatable examples for impactful presentations

Sales: A Chef’s Approach

One analogy Mizutani often shares with his sales team is: “A salesperson is like a chef.”
Imagine you have the finest Kobe beef. Just because it’s top quality and delicious doesn’t mean everyone wants it. A vegan, for example, wouldn’t eat it. No matter how good you believe your dish is, if it doesn’t satisfy the customer, your business won’t succeed.

A great chef must:

• Understand the customer’s taste and budget
• Select the right ingredients from the available stock
• Use their knowledge, experience, and creativity to craft a dish that delights the customer

“In the same way, we must fully understand what our customers need and what they can afford. Then, we determine which of our products best fits their needs and tailor our presentation accordingly.”

Management: Like Gardening

Mizutani also compares management to gardening:
**”Managing a team is like gardening. First, you envision the design of a blank canvas, carefully selecting seeds and seedlings to plant. Then, you provide water and fertilizer, nurturing them with care.
But following a manual mechanically won’t work. You must constantly observe and adjust.

• Is the plant getting enough water?
• Too much?
• Are there weeds, pests, or disease?

Plants can’t speak, so you must listen to their silent messages to understand what they need.
Over time, buds will bloom, and seeds will carry forward their energy. In the same way, a manager must observe, listen, and understand their team before providing the right advice at the right time.
This is the true essence of management.”

A Diamond Ring Shines Brighter with the Right Presentation

The final key concept is “Clicking Presentations.” Mizutani recalls an unforgettable story: “One of our employees was incredibly knowledgeable, yet his presentations were terrible. I advised him repeatedly, saying, ‘Your content is excellent. If you make your presentations clearer, you’ll achieve even greater results.’
However, he always pushed back: ‘The way I present doesn’t matter. It’s the content that counts. That’s where I want to focus.’
One day, he proudly announced that he had finally proposed to his girlfriend after saving up for a long time to buy her a ring. He eagerly shared the details: ‘I booked a famous fine-dining restaurant, arranged for a live band, and set up a spotlight for a special moment.’
Mizutani then pointed to a newspaper on the desk and asked: ‘Wait… you didn’t just wrap the ring in this newspaper and hand it to her?’
Shocked, the employee exclaimed, ‘No way! That would be ridiculous!’
Mizutani smiled and replied: ‘But you always insist that content alone matters and that presentation isn’t important. If the ring is beautiful, shouldn’t its presentation be just as important? Whether it’s a proposal or a business presentation, isn’t it the same?’
At that moment, his perspective clicked. From that day forward, his presentation skills improved dramatically.

40 Years in the Tire Industry

For four decades, Mizutani has navigated economic shifts and global transformations, always moving forward. Mentors and guiding figures have illuminated his path with invaluable words, pushing him toward new opportunities. “During the pandemic, I conducted an in-depth analysis of the sudden shifts in the U.S. market and economy. When I shared my findings with a television network contact, my analysis was featured twice on nationwide TV in Japan. In that moment, I realized how much my mentor, Professor Amano, had influenced me.” Mizutani reflects on the lessons he has received and the experiences he has accumulated, thinking about the future: **”The world is constantly and rapidly evolving. In sales, we must adapt to each new era. The times I lived through and the times you will navigate are vastly different. However, the essence of human life remains unchanged. If even one of the stories I’ve shared today ‘clicks’ with you, I hope it helps you observe global and economic trends and take steps toward a future that aligns with your aspirations.”**

Final Reflections

Looking back on my life, it all comes down to two things: never giving up and being incredibly lucky to have met such amazing people.

To our customers across the U.S., and to my special mentors and friends:
Professor Amano, Mr. Nakajima, Mr. Ando, Mr. Ichiki, Mr. Hatada, Ms. Goto, Mr. Saito, Mr. Kasai, Mr. Yamazaki, Mr. Ishihara, Ms. Kaifu, Mr. Hayama, Mr. Nakanishi, Mr. Tanabe, Mr. Justin Choi, Mr. Adam Saruwatari, Mr. Lance Stuart, Messers. Oyama, Bergenholtz Bros., Shibakawa, Tsutsumi, Inoue, Yoshida, Sato, Edie, Mike, Jackey, Ricky, Dario, Campi, Vinnie, Steve, Charlie, Kevin, Matt, Dennis, Jody, Terry, Doug, Greg, David, Myles, Anderee, Peter, Yukari, Shu, John & Bill, Jimmy, Benny, and more.

To those who shaped me at Nissho Iwai Corporation:
Mr. Eiiji, Mr. Tsukatani, Mr. Ohashi, Mr. Arimura, Ms.Funo, and everyone who guided me through those formative years.

To Toyo Tire’s headquarters, where, during the most challenging times, Mr. Kazuo Yamada (then-manager) dedicated himself to preserving the Nitto brand, and Mr. Hosoda (then-executive director) gave me the opportunity to continue this journey.

To my trusted business partner, Keiko Brockel, with whom I have shared countless discussions on management and strategy.

To Conrad & Angelo, my longest-standing colleagues of 25 years, who have been by my side through every hardship and triumph.

To Gloria, who always steps in with unwavering support, even on weekends in times of emergency.

To all of Toyo Tires Costa Mesa headquarters family, including:
Efrain, Kaori, Koji, Stephen, Harry, Alan, Martha, William, Kathryn, Mayumi, Jason, Elena, and everyone else who has been part of our journey.

To Susan and the entire Georgia team, whose dedication continues to drive our success. And finally, to my late parents, to my wife Kyoko, whose unwavering support has never wavered, and to my son Satoshi, who has been by my side throughout this journey—from the bottom of my heart, thank you.

“I am truly grateful.”

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