New Book Launch: 'The Job of an Owner-Manager' by Naokazu Fukui Published by President Inc.

Realize Co., Ltd. (Headquarters: Fujimi City, Saitama Prefecture; Representative Director: Seiji Fujima) announces that the second book by business partner Naokazu Fukui, titled 'The Job of an Owner-Manager,' was published by President Inc. on May 20, 2026. This book is the first to systematically clarify the overall picture of the 'owner-manager' profession, which serves as the core of small and medium-sized enterprises that make up 99.7% of Japanese companies.

'President,' 'Manager,' 'Entrepreneur'—how many people can truly explain the work behind these labels? This book systematically reveals the profession of 'owner-manager,' a role that has been ambiguously defined until now.

Owner-managers are more than just operational managers. They integrate the three-layered structure of management, capital, and family to continuously increase enterprise value over the long term.

In reality, many owner-managers are caught up in daily operations without clearly articulating what their work is or where they are heading. Addressing this, the book treats the journey from founding to succession as a single 'undertaking,' providing answers to key questions:

- What is the role of an owner-manager? - What is management that continuously increases enterprise value? - What needs to be prepared when moving from 'building' to 'inheriting'? - What is family governance to ensure a successful succession?

The conclusion is singular: the goal of owner-management is to build accumulated assets and realize a 'reliable succession' to the next generation.

This book is a more concrete and comprehensive expansion of chapters 2 through 8 of the author's previous work, 'Life is an Investment' (Diamond, Inc.). It targets 'owner-managers and their families' who possess 'ownership'—from startups to medium-sized non-listed companies with annual revenues of up to approximately 100 billion yen.

Part 1, 'Building,' begins by helping owner-managers realize what they are staking their lives on and what they are building, then shows them how to build it. Part 2, 'Inheriting,' positions the act of passing on these 'built' assets to the next generation—or 'succession'—as the final great task of an owner-manager, detailing its practice and reality.

Specifically for 'succession' in Part 2, the book positions the process not just as tax or inheritance planning, but as a major undertaking that owner-managers and their families should 'design themselves,' including management philosophy, family governance, and the transfer of decision-making authority.

The book is intended as a guide not only for owner-managers and their families, but also for professionals such as tax accountants, attorneys, private bankers, and M&A advisors who support owner-managers throughout their growth stages.