What isRight-Hand Partner for CEOs?
Right-Hand Partner for CEOs
In a nutshell
From outside the company, we step into management as the CEO's right hand (No. 2) and work with your executives, store managers and front-line staff to carry decisions all the way through to execution.
VERY GJ's Right-Hand Partner for CEOs is support focused on one question: "Will people actually move?"
Get to the bottom of most business challenges and you will find the same issue: whether people take action. You attend consultants' seminars, hire experienced people from big companies, gather information instantly with AI, and yet, somehow, the way the organization moves and the results it delivers do not change. It is a frustration many business owners share.
So why don't people move?
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Reason01
What you learn doesn't take root
Knowledge from seminars and other companies' success stories stays a one-off effort unless it is adapted to fit your own front line.
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Reason02
The CEO's vision doesn't reach the front line
Policies stop at the executive level and never reach store managers or part-time staff. When only a few people push hard, the organization as a whole does not move.
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Reason03
Problems are only solved one "point" at a time
Hiring, training, store operations, new businesses: these challenges are connected, yet when they are tackled separately, fixing one simply moves the bottleneck somewhere else.
That is why VERY GJ provides support that clears all three of these walls at once.
"All-level commitment" support that moves your company from the top to the front line
01 Replicability approach
Know-how proven across Japan in branding local cuisine and small restaurants, multi-store expansion and organization-building
From branding local food to building organizations where people grow, all the way to multi-store expansion. We adapt the replicable systems we have built up on the ground across Japan to the way your company works, and stay alongside you until they take root.
02 Alignment approach
One-stop support at every level that carries your vision through the whole organization, from the CEO to part-time staff (PA)
From being the CEO's sounding board to developing executives, building systems that let store managers act, and turning part-time staff into a real asset. By working directly with every level, not just some, we strengthen unity and execution across the organization.
03 Scope approach
Partnering across every area to support the full range of restaurant management challenges
From designing hiring, training and evaluation systems to site selection, franchising and new businesses. We look at challenges not as isolated "points" but across the whole restaurant business, and as the CEO's right hand we take on the wide range of work that growth requires.
Right-Hand Partner for CEOs
The engine that drives your business
forward in every direction
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Know-how proven nationwide: branding local eateries, then scaling stores and teams
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Alignment × Replicability: runs even without executives, with a culture that takes root
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From the CEO to part-timers, your vision reaches everyone: one-stop support at every level
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Replicability × Scope: ideas that don't stop at ideas, launching and scaling the business
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Scope × Alignment: measures the front line accepts, executed company-wide, right away
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Wide support for restaurant management challenges: we work alongside you in every area
Know-how (replicability) means nothing if the front line (alignment) doesn't move.
And even when the front line moves, growth stalls if support covers only certain tasks (scope).
Replicability×Alignment at every level×Full-scope coverage
The right strategy and AI analysis produce no results unless people move. Moving the organization together with you as your right hand, with all three at once: that is VERY GJ's support.
Comparison
How we differ from other options
Each of these is a valuable option for making a company stronger.
The difference lies in who moves with you, and how far.
| Item | Management consultant | Hiring executives | Using AI | Right-Hand Partner for CEOs |
|---|---|---|---|---|
| Main role | Proposing strategies and measures | Handles day-to-day work in-house | Analysis, documents and organizing information | Acts as the CEO's right hand to carry out decisions across the organization |
| Front-line involvement | Mainly briefings and training | Involved as a member of the company | Depends on the user | Works directly with management, executives and store managers |
| Execution | Up to the proposal (execution is in-house) | Depends on the person's experience and ability | Does not execute | Works with you until it leads to results |
| Ramp-up | Relatively fast | Hiring and settling in take time | Ready to use right away | Sounding board and direct work with executives from the first month |
| Cost structure | Often contracted per project | Fixed costs: salary plus recruiting fees, social insurance, etc. | Relatively low cost | Monthly fee. Adds an executive function without fixed costs |
| Strengths | Expertise and an objective perspective | Stays with the company long-term and builds up experience | Speed and accuracy | Moving people and embedding systems in the organization |
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AI × Right Hand
Combined with AI, your organization grows even stronger
AI brings speed and accuracy. A right hand brings the power to move people.
VERY GJ also uses AI in our support, and helps you until a way of using it that suits your company takes root.
What AI does well
- Data analysis and documents
- Automating tasks
- Sharing knowledge
- Organizing minutes and information
What Right-Hand Partner for CEOs takes on
- Sounding board and support for the CEO's decisions
- Working with executives and store managers
- Embedding plans on the front line and following up
- Building relationships between people
Put them together, and here is what changes
More time for discussion and execution
AI handles analysis and documents in a fraction of the time. The time saved goes into discussions with the CEO and executives, and into execution on the front line.
Everyone can act the same way
AI organizes and shares meeting decisions and front-line know-how. Your right hand makes sure it is actually used, moving you toward an organization that does not depend on specific individuals.
Spot changes early and act fast
AI quickly picks up changes in the numbers, and your right hand checks the causes together with the front line and puts the next move into action.
How we work
How we work with you
Monthly visits and meeting support
Talk things through and set the direction
Day-to-day execution support (phone, LINE, etc.)
Respond promptly to issues as they arise
Remote support (analysis, production, etc.)
Keep analysis and documents moving between visits
Centralizing internal information
Organize company information so anyone can use it
* Additional fee
Track Record
Track Record
- Support area
- 0prefectures
- Companies supported
- 0companies
- Stores supported
- 0stores
- Store openings
- 0stores
- Hands-on experience
- 0years
FAQ
Frequently Asked Questions
Q.What is a right-hand partner for a CEO?
A.A right-hand partner (No.2) is someone who understands the CEO’s vision and moves the organization toward it. They support the CEO’s decisions as a sounding board, bridge executives and the front line, and drive problem solving, people development and system building. The role lets a company grow as an organization, rather than leaving everything on the CEO’s shoulders.
Q.What kind of service is Right-Hand Partner for CEOs?
A.It is a service in which we take on, from outside the company, the role of the right-hand partner (No.2) your company needs. VERY GJ tailors its support to each restaurant company’s stage and challenges: thinking decisions through with the CEO, running executive meetings, following through on what has been decided, building systems for store management, and developing executives. We think alongside the CEO and work with executives and front-line staff to build an organization that runs on its own.
Q.How is this different from a general management consultant?
A.Beyond advice and proposals, we engage with the organization from the perspective of the CEO’s right hand and stay involved through execution until new ways of working take hold. Some consultants support execution too, but we are not limited to one theme: we face the company’s challenges from both the management and the front-line side. We consider not only what should be done, but who should do it and how, and drive improvements together with executives and store managers.
Q.Is it better to hire an executive or to bring one in from outside?
A.Hiring, when it works, leaves a person inside the company. It also means recruiting fees on top of salary, and the risk that the person does not fit your culture and leaves early. Bringing the function in from outside means you use as much of it as you need, and can stop if it does not fit. Starting with an outside right hand to shape the organization, then growing your next executives within it, carries less risk and gets moving faster.
Q.How should a restaurant company develop its executives?
A.Before adding more training, start by building a structure in which decisions actually get carried out. The order is: 1) put roles and evaluation criteria into words, 2) turn store manager meetings from reporting sessions into decision-making sessions, 3) build the habit of judging from both the numbers and the state of the floor, and 4) share what the CEO looked at when deciding, to raise everyone’s perspective. Executives grow through the number of decisions entrusted to them, more than through the amount of knowledge they gather.
Why not take some time to think it through together?
(Mon–Fri 9:00–18:00 JST / closed weekends, Japanese holidays and New Year)