Investment & Asset Management
Sourcing and evaluating opportunities, structuring investments with domestic and overseas investors, and managing portfolios to defined financial and operational objectives.
Key RolesBusiness & Strategy
Building a Scalable Tourism-Driven Real Estate Platform
Shintatsu's strategy is to build a focused, scalable platform for tourism-driven real estate, starting from Hokkaido and extending to other regions with similar characteristics. The platform integrates investment, development, and operating capabilities, allowing us to evaluate assets not only as property but as long-term tourism infrastructure.
Our strategy rests on four pillars:
- Unlocking underutilized tourism potential - targeting locations where natural capital and culture are strong, but where real estate and tourism infrastructure are still underdeveloped or fragmented;
- Operating a dual profit engine - combining value-add development and exits ("Flow") with recurring income from management and operations ("Stock"), enabling capital recycling and earnings stability;
- Scaling through area-based platforms - moving from a single flagship project ("point") to clusters of complementary assets ("line"), and ultimately to integrated regional platforms ("area");
- Embedding ESG & governance as growth enablers - treating environmental stewardship, regional revitalization, and strong governance as core elements of our value proposition.
By integrating these pillars, Shintatsu aims to deliver risk-adjusted returns to investors while supporting the long-term vitality of Hokkaido and other regions in which we operate.
Strategy Framework
Our Main Business Domains
Development & Value-Add
Planning and executing conversions, renovations, and new developments - embedding local stories and natural capital into project concepts.
Key Roles
Property & Service Management
Operating and managing assets to deliver strong occupancy, revenue, and guest satisfaction - for owned and third-party assets alike.
Key Roles
B2C Real Estate Services
Brokerage, purchase, and consultation services for individual property owners and buyers, delivered through a dedicated B2C site.
Key RolesInvestment & Asset Management: Key Roles
The Investment & Asset Management function is responsible for connecting real assets on the ground with capital from investors.
Opportunity sourcing and evaluation
- Identifying properties and locations where tourism-driven value can be created;
- Assessing legal, market, and environmental factors.
Investment structuring
- Designing structures that accommodate domestic and foreign investors in compliance with relevant laws and regulations;
- Coordinating with financial institutions, advisors, and legal counsel.
Portfolio and asset management
- Setting business plans, budgets, and KPIs for each asset or vehicle;
- Monitoring performance and taking corrective actions in cooperation with development and operations teams.
For investors, this function serves as the central point of contact and oversight, supported by our IR and governance framework. Detailed information on investment vehicles, risks, and performance is provided through our IR section and regulatory filings.
Development & Value-Add: Key Roles
Our Development & Value-Add function turns investment ideas into concrete projects. We focus on creating assets that are financially robust and that fit the character of their locations.
Concept and planning
- Defining the position of each project: hotel, resort, residence, or mixed-use;
- Incorporating local nature, culture, and community needs into design.
Design and execution
- Working with architects, engineers, and contractors to deliver projects that meet both guest expectations and investor requirements;
- Managing timelines, budgets, and quality across construction and refurbishment.
Value realization
- Stabilizing operations to demonstrate performance;
- Preparing assets for potential exit or long-term hold, depending on strategy.
Examples include hotel developments supported by overseas capital, resort projects, and villa subdivisions in areas such as Niseko, Otaru, and Furano.
Property & Service Management: Key Roles
Property & Service Management ensures that assets perform consistently after opening. Our objective is to protect and enhance asset value through disciplined operations.
Property management
- Managing building operations, maintenance, and repairs;
- Coordinating with tenants, hotel operators, and service providers;
- Planning and implementing capital improvements to sustain performance.
Service management and operations
- Working with hospitality partners to design guest experiences that match each property's positioning;
- Tracking key metrics such as occupancy, average daily rate, revenue per available room, and guest feedback;
- Adjusting pricing, marketing, and service levels based on data and local insight.
ESG alignment
- Using energy and resources efficiently;
- Reducing waste in daily operations;
- Supporting local employment and suppliers when feasible.
B2C Real Estate Services
In addition to our institutional and project-based activities, Shintatsu provides real estate services for individual clients through a separate B2C platform.
These services include:
- Brokerage and advisory for individuals seeking to sell or purchase homes, land, or vacation properties;
- Purchase of properties directly from owners in cases where speed and simplicity are required;
- Consultation on issues such as inheritance, vacant houses, and underutilized land.
These B2C activities support our broader mission by:
- Offering solutions to property owners facing complex situations;
- Creating opportunities to revitalize underused assets;
- Strengthening our network and understanding of local markets.
Detailed explanations of service menus, processes, and legal aspects are provided on our dedicated B2C site.
The combination of these domains supports our dual profit engine and allows us to capture value at multiple points in the asset life cycle.
Dual Profit Engine: Flow & Stock
Our business model is built around a dual profit engine that balances cash generation and recurring income.
Flow - value-add, development, and exits
- Acquiring assets with potential for repositioning or redevelopment;
- Executing renovation, conversion, or new development projects;
- Stabilizing operations to demonstrate sustainable performance;
- Monetizing value through asset sales, fund contributions, or other exit formats.
Stock - recurring fees and operating income
- Asset management fees from managing portfolios and investment vehicles;
- Property management fees from day-to-day building and tenant operations;
- Service management and operating income from hotels and lodging where appropriate.
This component provides a recurring earnings base that can support the platform across market cycles.
Business Model
Balancing Flow And Stock
Capital Recycling
We can recycle capital out of mature projects into new value-add opportunities.
Recurring Income Base
We can build a diversified base of recurring income.
Flexibility Across Cycles
We can maintain flexibility in response to changes in tourism demand and capital markets.
Segment revenue figures will be published in alignment with the Company's SEC filings.
The Trinity of Value Creation: Founder x Organization x Governance
Shintatsu's approach to management can be summarized in a single concept: the Trinity of Value Creation. We believe that sustainable value arises when three elements work in balance.
Management Philosophy
Founder
Provides vision, sets long-term direction, and anchors the company in a clear purpose rooted in Hokkaido and regional revitalization.
Organization
Builds capabilities across investment, development, operations, and corporate functions. Encourages learning, collaboration, and professional growth so that performance does not depend on any single individual.
Governance
Establishes structures for oversight, risk management, and compliance. Ensures transparency to investors and stakeholders and supports access to global capital markets.
This trinity is particularly important for a founder-led company preparing to serve overseas institutional investors. Our objective is to preserve entrepreneurial agility while meeting the governance expectations of global capital markets.
Why Hokkaido
Natural Capital and Tourism Growth
Hokkaido combines rich natural capital with strong and evolving tourism demand. Snow, forests, coastlines, and food culture make it attractive to both domestic and overseas visitors across multiple seasons.
Tourism and demand drivers
- Winter sports, including skiing and snowboarding on high-quality powder snow;
- Summer and shoulder-season tourism focused on nature, outdoor activities, and gastronomy;
- Increasing inbound tourism supported by improved air access and international recognition.
Investment Characteristics
For long-term investors, Hokkaido offers:
Stable Legal Framework
A stable legal framework and clear property rights, open to both domestic and international investors.
Relative Affordability
Relative affordability compared with many global resort markets, with room for value appreciation.
Coordinated Upgrade Potential
A mix of mature locations and emerging areas where coordinated investment can significantly upgrade the tourism offering.
Shintatsu concentrates on selected areas within Hokkaido where tourism fundamentals are strong, there is room to improve quality and capacity, and our platform can play a meaningful role in regional revitalization.
Key Areas
01 / HOKKAIDO
Otaru: Our Home Base
A historic port city on Hokkaido's western coast, with its canal, stone warehouses, and hillside views over the sea - a blend of heritage and scenery within easy reach of Sapporo. Otaru is where Shintatsu first developed its approach: converting underutilized buildings into lodging and hospitality assets, working with local stakeholders on district-level improvements, and testing concepts that can be scaled to other areas. It will remain both our operational base and a key stage for future area-based initiatives.
02 / HOKKAIDO
Niseko: Global Gateway
An internationally recognized powder-snow destination attracting visitors and capital from around the world, anchoring Hokkaido's position on the global resort map. Niseko is a proving ground for our scaling engine - from flagship projects to clusters of complementary assets connected through branding, design, and guest journeys.
03 / HOKKAIDO
Furano: Four-Season Potential
Located in central Hokkaido, Furano is known for seasonal landscapes and growing four-season appeal: flower fields, farms, and cycling in summer; quality snow in winter; food, wineries, and rural experiences year-round. Opportunities span hotels and resorts, vacation residences, serviced apartments, and experiences connecting guests with agriculture, nature, and local culture. We view Furano as a core area for building a balanced portfolio that extends visitor stays and diversifies demand.
ESG & Governance
Shintatsu's ESG approach is rooted in the reality that tourism-driven real estate depends on natural capital, local communities, and trust. We organize our ESG thinking around three interconnected themes.
Natural Capital
Recognizing the value of Hokkaido's landscapes and climate; considering environmental impact and climate-related risks in project selection and design.
Regional Revitalization
Developing assets that support local employment, small businesses, and community resilience; viewing tourism as a long-term driver of regional economies.
Governance
Maintaining structures and processes that support transparent decision-making and risk management; aligning management incentives with the interests of investors and stakeholders.
Our projects are located in environments where nature is the primary attraction. We therefore view environmental considerations as an essential component of value creation - not only a responsibility but a long-term investment in the sustainability of our assets and regions.
Key focus areas
- Site and project evaluation: considering climate, topography, and environmental risks early in the investment process;
- Resource efficiency: promoting energy-efficient building designs and equipment where feasible;
- Operations: working with operators and partners to manage waste, water, and emissions in daily operations.
Shintatsu's projects are closely tied to the future of the communities that host them. We aim to design and operate assets that contribute to regional revitalization, not just to short-term visitor numbers.
Collaboration with local stakeholders
- Local governments and tourism organizations - aligning projects with regional plans and infrastructure;
- Local businesses and suppliers - integrating local products and services into guest offerings;
- Residents and property owners - addressing issues such as vacancy, succession, and neighborhood quality.
Economic and social contributions
- Supporting employment in hospitality, construction, and related services;
- Lengthening visitors' stays by offering more diverse and higher-quality experiences;
- Helping preserve and reinterpret local culture in ways that resonate with global visitors.
Strong governance and compliance are essential to Shintatsu's ability to work with global investors and to operate across jurisdictions.
Governance
- Board oversight of strategy, risk, and major transactions;
- Defined roles for executive management and key committees;
- Policies addressing conflicts of interest, related-party transactions, and disclosure.
Compliance and ethics
- Complying with applicable laws and regulations in Japan and other relevant jurisdictions;
- Maintaining internal controls over financial reporting and information handling;
- Enforcing policies that prohibit corruption, improper benefits, and relationships with anti-social forces.
More detailed information on governance structure and policies, including board composition and committee mandates, is provided in our IR section and regulatory filings.
We are strengthening our internal frameworks in line with evolving international standards for sustainability and climate-related disclosure. As these frameworks mature, more detailed information will be provided through our IR communications.
Scaling Engine: From Point To Area
Scaling Engine
To move beyond one-off projects, Shintatsu applies a Scaling Engine that systematically expands from single assets to area-based platforms.
Point: Flagship Project
Execute a high-quality project in a carefully selected location. Validate demand, pricing, and operating model.
Line: Cluster Of Projects
Develop additional assets that complement the flagship - for example, hotel + residences + experiences - and connect them through branding, design, and guest journeys.
Area: Integrated Platform
Build a portfolio that upgrades the overall tourism ecosystem in the area. Coordinate with public and private stakeholders to enhance access, infrastructure, and services.
Growth themes. We apply this engine across resort and boutique hotels in Otaru, Furano, Niseko, and other tourism hubs; resort residences and serviced apartments for medium- to long-stay guests; and mixed-use projects that combine lodging, retail, and community spaces.
Our near-term focus is on deepening our presence in Hokkaido's key areas. Over time, we aim to adapt this model to other regions that share similar characteristics.