Leadership Corner: Brian K. Tanigawa
Interviewed by Catherine E. Toth
Advertiser Staff Writer
Name: Brian K. Tanigawa
Age: 46
Title: President and director
Organization: Aloha Shoyu Company Ltd.
High school: Iolani School
College: Bachelor of science in pharmaceutical sciences, Purdue University
Breakthrough job: Working as the pharmacist in charge of Kaiser Permanente's Nanakuli clinic, where he met Glenn Furuya, president of Leadership Works. "He's the guy who gave me the incentive or understanding to take on this position (at Aloha Shoyu)," Tanigawa said, adding that Kaiser "impressed me because they are forward-thinking, willing to adapt and embrace change."
Little-known fact: Tanigawa worked as a pharmacist for Longs Drug Stores for about 20 years.
Major challenge: Changing the culture within the company, which was met with its share of resistance. "Going from a status-quo situation to growth and expansion isn't easy," Tanigawa said.
Mentor: His father, Walter K. Tanigawa, who passed away in 1996. "Parents, you take them for granted," Brian Tanigawa said. For two years his father battled lung cancer. During that time Tanigawa said they would sit around and talk, often about business. "I probably got to know him better in those two years," he said. "I'm very grateful for that time."
Q. What started out as a small, family-owned shoyu factory in Kalihi in 1946 has grown into a midsize company with warehouses in Pearl City, Campbell Industrial Park and now California. How has the company handled the growth in the past few years since you've taken over?
A. It was one of our biggest challenges ... The first step was to instill in our employees a culture change, which has permeated the company for the past 15 to 20 years. That's taken us probably 2 1/2 to 3 years to change the mindset ... In order to progress or move forward, you cannot do it by yourself, so you need everybody on the same page. The first thing we had to do is try to get our people to believe in what we're doing, believe in the changes that we're making. Not everything is going to be accepted or embraced. The idea is to be flexible and adapt and take feedback and turn that into a more positive momentum. It's not an easy thing. It's not easy for people who are set in their ways for years to change the way they do things or the way they think. It takes awhile.
Q. What have you done so far to grow the company?
A. We've been able to revise our process to lower our sodium content in our product and yet maintain the same profile. We've been able to try to build capacity into our production. We are doing construction and renovation, buying new equipment, upgrading equipment.
Q. How was leasing the warehouse in Hayward, Calif., part of your growth plans?
A. Right now we're using it as a storage, distribution and staging area for our products and products of other companies locally here. Right now we have Hawaiian Sun and Island Princess. Diamond Bakery will be coming on very soon. It's a direction we're going into in terms of expansion. Just this past week we got a verbal (commitment) from Safeway to take us nationwide. We're hoping that's going to work out. We're looking to go mainstream. For years we've been in that Asian or international niche ... We're trying to maintain that niche but get into mainstream retailers and markets. Our competitors obviously have the lion's share of the market. Hopefully we can earn a more positive presence in the U.S.
Q. What are your newest products?
A. Aloha Gold was our first new product we released in over 10 years. That came out last year. We introduced another product in January, a cane vinegar product. We'll be coming out with a new line of products probably next month, which is our teriyaki glaze. We're excited about that line. It probably took us over a year to develop it, do the testing and lab work, do the focus group. We're close to where we want to be; now it's a matter of putting it into production and getting it out there.
Q. In 2003 your company's board of directors implemented an employee stock ownership plan, or ESOP. How has that impacted the company?
A. It was a real major statement, I think, by the board in terms of the commitment to our employees. Yes, it does benefit the company with respect to tax strategy. It did benefit existing shareholders in terms of a buy-out that was done. So it was really a win-win-win situation. Only thing is ESOP only works if you're profitable. So we need to focus on profitability.
Q. Why continue to sell a product like shoyu?
A. We have a product that can go global, as evidenced by our competitors. We hope that we're doing the right thing (in expanding) for the company. When you believe in it or buy into that vision, the level of commitment is very high. They go hand-in-hand. Right now it's a real exciting time for us.
