Business Development

We own every part of business development—finding the seeds of company growth, proving them, executing, and scaling them. Concretely, this spans the full range of work needed to establish and grow a business: market research and business strategy, designing business models and partnership schemes, alliance negotiations with major financial institutions, building business plans, improving unit economics, and building operations and running growth initiatives after launch.

It is to keep increasing the very “means” by which we support challengers, toward UPSIDER's earnest goal of “creating a world-class financial platform that supports challengers.” The walls that challenging companies hit—cash flow, payments, credit—are not just one, and no single product can solve them all. By establishing new businesses and partnerships and continually increasing the ways we solve users' problems, we turn the “platform” from a word into a reality. That is our reason for being.

Rather than simply executing a predetermined setup, our style is for each person to act from their own will: “I want to make this business win, in this way.” In unprecedented businesses and partnerships, no amount of analysis reveals a single right answer. That is exactly why we insist on thinking things through and, in the end, proposing and deciding with conviction. The same member owning everything from strategy and quantitative analysis to contract negotiation and execution is also meant to keep this ownership of intent from being fragmented. With partner companies, too, we practice “sitting on the same side of the table as the customer,” stepping into and understanding their business structure before designing and proposing a setup that works for both sides.