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最後に↓をポチっとお願いします♪
にほんブログ村
Hello there. I’m President Yasui, running a one-man company specializing in inspections of high-pressure gas facilities.
Today, we had something like a meeting.
Nothing was decided, and we simply ended up talking about the current situation.
We can’t stay focused, and when it’s time to discuss important matters, we don’t.
And as for preparation—well, that’s barely there.
Why am I the one who has to take on such enormous risks...?
It doesn’t feel like anyone sees this as their own business.
Everyone seems detached, as if it’s someone else’s problem.
We only have three months left. Time feels like it’s there, but it really isn’t.
I believe there are three rules to sustain a company:
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Do not carry inventory
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Do not own a storefront
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Do not increase fixed costs
That’s why I dislike leases, and why I prefer not to carry stock.
If there’s no inventory, all you need is a warehouse to store equipment—no need for a storefront.
But it won’t stay that simple anymore.
If the business grows in scale, the physical footprint must grow as well.
So the rule of “not increasing fixed costs” now needs an added qualifier: as much as possible.
I realized today—this is what running a company truly means.
When transaction volume and revenue expand, financial operations can no longer function like a sole proprietorship.
My mindset—and honestly, my heart—must shift.
To be frank, it feels overwhelming.
Even if the work itself isn’t unprofitable, misaligned payment schedules can cause a profitable business to collapse.
And if you take on unprofitable work on top of that, the impact doubles.
You pay upfront, and receive only a deficit in return.
I simply don’t have a tolerance for that kind of thinking.
Loose financial management and razor-thin margins mean it only takes a tiny shift to fall into the red.
Yet feelings get in the way—I want to do this job, this could lead to future opportunities.
Those thoughts tempt you forward.
But think carefully.
If you suffer through an unprofitable job, enduring constant strain just to occasionally land a profitable one—
Does that trade-off really balance out?
I understand the logic, but I don’t live by it.
This is this. That is that.
Saying “there are other jobs” becomes an excuse—
an excuse for not pursuing fair profit, for avoiding the numbers, for not facing reality.
The era where “working = surviving” has ended.
Back then, when labor was abundant, survival meant taking whatever work appeared.
But now the situation is different.
People are fewer, wages are higher, and we must choose.
A micro-business cannot afford work that consumes people and yields no return.
It might be something we simply must not do.
And yet, there are jobs we are obligated to take.
That’s what makes this difficult—there is no single correct answer.
So we must use our heads.
How can we take on this work sustainably?
How do we survive—not emotionally, but strategically?
Perhaps that’s the challenge placed before us.
Thank you very much for reading to the end.
See you next time!
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