Our division is responsible for creating SEGA's most notable IP, Sonic. As one of the top game-IP-inspired films in the U.S. box office, Sonic has a considerably larger following overseas than in Japan.

Even though Sonic is an action game at its core, we can't keep players entertained by simply producing carbon-copy sequels. Our job is to venture into various game genres and open up new possibilities for Sonic. It's vital that we select a genre of game that complements the blue speedster. The same applies to our other IPs as well. What sets us apart is our capacity to explore different genres, including sports, action, simulation, and RPG.

Another one of our objectives involves our legendary IPs. We aim to bring back some fan favorites from the past. We're utilizing our knowledge and experience of turning Sonic into a worldwide sensation to create the next big thing.

Our main target is the overseas market. 95% of Sonic's sales are attributed to overseas. We're also making efforts to expand into regions, including Japan, where Sonic has not been as successful. Ensuring that we divide our attention equally to these regions and the overseas market is also one of our priorities.

Countries where Sonic has already garnered a dedicated fan base have their own image of Sonic. Countries where he's not as popular, on the other hand, haven't been as receptive to our strategies so far, so we have to take a different approach. To succeed in our ventures, we must innovate while also preserving the classic image of Sonic.

Not at all. Sonic's strategy and marketing teams are based in the Los Angeles area, but we've never had any issues communicating because an interpreter is always present.

The conversation might proceed more smoothly if you can speak English, but you should be able to do just fine without it.

To put it simply, we want Sonic to surpass Mario. Sonic was originally created to compete against Mario, but he has yet to beat him. It is precisely that we place Mario on such a high pedestal that we hope to surpass him.

We aim to develop a game that can emulate Mario's global success and one-up him at the box office. We would even love for Universal Studios Japan to dedicate an area to Sonic. As some of Sonic's biggest fans, it would be a dream come true.

In addition to expanding the Sonic IP, our goal is to build a team capable of creating globally successful titles that can follow in Sonic's footsteps. We aim to use the expertise we've acquired through Sonic's global success to develop a replicable framework that can be applied to other characters and produce more internationally acclaimed hits.

The general atmosphere of our team is friendly and wholesome. That may be because we design our games specifically for families in mind.

Our staff have a strong connection with our games, which is why they set such high standards for themselves.

I'm mindful of creating an environment that promotes game development while also allowing each employee to make the most of their abilities. As someone who began their career in development, I've never felt like I was ever on the all-star team. If anything, we had to push ourselves harder because so many of our talented members were always snatched away by other teams.

I remember wishing for a better work environment to make more exciting games, and now I'm in a position where I can make that happen. Creating an environment where our creators can work comfortably and feel at ease is a big priority to me. To me, there's no "I" in "team". I believe that bolstering our performance as a unit will be our key to producing new hit titles every year.

That's why I think that every good team originates from a good work environment.

Yes, I believe the most important thing is ensuring an accurate and feasible timeline. When I used to work in game development, I was often hit with ridiculous deadlines. I would work myself to death trying to turn everything in on time, and sometimes that would mean dropping the quality. Even then, I would miss some deadlines here and there.

Having experienced the pressure of such work conditions myself, I do my best to ensure that my employees don't have to endure the same. While I understand that more time doesn't necessarily guarantee a better game, I still try to establish a reasonable schedule for my team members.

I always remind everyone to report to me right away if an issue occurs so I can address it immediately. Good news can always wait. If we can catch the problem at its inception, we can minimize the damage.

It takes courage to report a problem, but Ohashi has done an incredible job of creating an environment where we can easily voice our concerns.

We look for someone who can express their ideas and opinions. We recognize that our method of doing things may not always be the best. That's why we appreciate it when employees who have joined us from other companies aren't afraid to share their ideas for improvements.

We look for people who are committed to not only improving the way we make games but are also willing to offer suggestions on improving the development environment as well as the company's policies.

Yes, we're very open-minded and don't pay much attention to tenure here. There are many mid-career employees who have demonstrated exceptional performance and have gone on to become managers. I, too, became manager after briefly leaving the company.

In fact, I was able to identify areas that could be improved based on my own experience working elsewhere. It's exciting to see what new ideas others might bring to the table. We're always optimistic about finding new ways to improve our organization.

Yes, we're actually in the middle of developing our own game engine, and we're currently rebuilding the software for it based on a suggestion from one of our members. We're constantly listening to input from our newer members as we try to build our ideal engine.

There aren't many companies that would develop a game engine on their own, but I think it's what makes SEGA such a fun and exciting company.

I think the core components that make a game captivating remain the same at the end of the day. However, the way that a game is received will vary from country to country.

For example, there was a time when something considered cute in Japan would be seen as childish in other parts of the world. Nowadays, there's a better understanding across the globe about what we consider "kawaii," but it still serves as a reminder that we may not perceive things the same way.

At the same time, what other parts of the world consider cute may find a completely different reaction in Japan. It would be great if we could incorporate these different nuances into our game creation process.

In this day and age, it has become the norm for games to compete globally. Titles that have never competed in the global market must now follow in Sonic's footsteps and go head-to-head on the global stage.

If you're up for the challenge, we'd love to have you.

If you are interested in creating exciting games, please come and speak to us. New technologies emerge every day, but ultimately, they are just tools to assist us in the game creation process. Those who can hone in on what makes a game fun, without being swayed by technology, will enjoy the game creation process here at SEGA.

We're living in an era in which gamers are increasing around the world. If coming up with new ways to provide entertainment to a worldwide audience sounds like you, we urge you to join us.