The recipe media industry is fiercely competitive, with multiple platforms vying for attention. Amid this landscape, Nadia Inc. (hereinafter referred to as Nadia) has emerged as a startup powerhouse, operating a recipe media site that attracts 20 million monthly users.
“We’ve positioned the chefs and influencers who share their recipes as artists—known as Nadia Artists—and built a strong foundation of trust with them,” says Yoshiki Katsuragi, the founder, president, and CEO of Nadia.
Remarkably, Nadia has never raised external funds. Behind its massive growth lies the mindset and philosophy that Katsuragi cultivated from his experiences in the music industry and business world. In this exclusive interview, Kosei Okubo, the CEO of Sogyotecho, sits down with Katsuragi to discuss how he built his company, the secrets to its success, and his vision for the future.
Yoshiki Katsuragi
President & CEO, Nadia Inc.
Yoshiki Katsuragi is the CEO of Nadia Inc. Born in Osaka Prefecture in 1980, he graduated from Doshisha University before beginning his career at Sony Music Entertainment Inc. There, he worked as a music promoter for top artists, including L’ArcenCiel, The Gospellers, and ASIAN KUNG-FU GENERATION.
At 24, he set his sights on entrepreneurship. To gain business expertise, he worked at Tohmatsu, an accounting firm, before joining Recruit. At Recruit, he played a key role in internet media management, real estate business planning, and new business development.
While at Recruit, Katsuragi founded a company that would later evolve into Nadia Inc. In 2012, he left Recruit to fully establish OCEAN’S Inc. (now Nadia Inc.), where he continues to drive innovation and growth.
Kosei Okubo
Founder and CEO of Sogyotecho
Kosei Okubo is the CEO of Sogyotecho Co., Ltd. While working as an executive at a major IT venture, he noticed that many entrepreneurs faced common challenges after launching their businesses. This inspired him to create Sogyotecho, a comprehensive guidebook for startups.
He later founded Sogyotecho Co., Ltd., pioneering a unique business model that has achieved remarkable success. The printed edition of Sogyotecho has sold 2.5 million copies, while the website attracts over 1 million monthly visitors—making it Japan’s most visited platform for entrepreneurship resources.
Okubo also developed the “Entrepreneurship Concierge” Sogyotecho app, offering free startup consultations. He serves as a permanent member of the Cabinet Office One-Stop Company Establishment Review Committee, teaches at universities, and is widely recognized for his commitment to supporting new business owners. He’s also famously known for wearing a Sogyotecho T-shirt every day.
From Music Industry to Entrepreneurship: The Journey to Founding Nadia
Okubo: First, let’s start with your journey. Did you always have the desire to start your own business?
Katsuragi: Actually, I never set out to be an entrepreneur—I just wanted to do what I loved. Since my student days, I’ve been passionate about music and martial arts.
After graduating from Doshisha University, I pursued my love for music by joining Sony Music Entertainment, where I worked as a promoter for L’ArcenCiel, The Gospellers, ASIAN KUNG-FU GENERATION, and PUFFY.
In the beginning, I had to take on a lot of apprenticeship work, but I loved both music and Sony. I was grateful to work in a field I was passionate about. However, over time, I realized that loving what you do isn’t enough—what truly fulfills me is contributing to others and personal growth. That realization sparked my interest in starting a business.
Okubo: You later transitioned to Recruit, which is a completely different industry from Sony Music. What prompted that move?
Katsuragi: It might seem like an unusual shift, but around the time I started considering entrepreneurship, Recruit happened to be hiring for a new business initiative, and I was intrigued.
At Recruit, I started with cold calling for new business ventures. Later, I worked alongside the Boston Consulting Group on business planning and strategy.
Okubo: Recruit is a large company but has a startup-like culture. Did that experience help you prepare for running your own business?
Katsuragi: Absolutely. The skills and mindset I developed at Recruit were invaluable. Cold calling taught me the importance of resilience, while my experience in business planning and long-term strategy development has been essential since launching my own company.
That’s why I believe that gaining experience as an employee in your 20s—whether in organizational management or understanding human behavior—can be incredibly beneficial before starting a business.
To be honest, quitting Recruit was tough. The work was fulfilling, and the salary was great—I even considered staying. But I reminded myself that I had joined Recruit with the goal of starting my own company, and if I didn’t make the leap, I might never do it. So, I took the plunge and left.
A Business Without External Funding: The Power of Ownership
Okubo: What led you to start a business centered around recipes?
Katsuragi: Initially, I launched a web production and system development agency, but it had no competitive edge. Since I wasn’t an engineer, I had to outsource development, which cut into profits. I could sustain myself, but hiring employees was nearly impossible.
That’s when I realized that I needed to create my own unique service.
At the time, I was consulting for various companies when I came across food researchers and chefs. Their expertise fascinated me, and I saw potential in the cooking industry. That’s when I decided to build a service around cooking.
Okubo: Starting your own service must have come with financial risks. How did you manage?
Katsuragi: It was definitely a concern. Fortunately, my background in real estate-related business at Recruit allowed me to secure contracts from real estate agencies for web development, which provided the working capital I needed while developing Nadia.
How Nadia Grew to 20 Million Monthly Users
Okubo: Was there a turning point when Nadia suddenly gained traction?
Katsuragi: There wasn’t a single breakthrough moment. Growth was gradual because we didn’t rely on external funding or massive traffic injections.
The key was leveraging food bloggers and influencers—before the term influencer was even widely used. Many of these bloggers already had massive followings, so I traveled across Japan, meeting them in person and inviting them to contribute to Nadia.
More and more influencers agreed, and that organic network brought users to Nadia.
Okubo: Many startups chase funding, but you’ve built a company without it. What are the benefits of that approach?
Katsuragi: The biggest advantage is freedom. Without investors, we can make decisions based on our long-term vision rather than short-term returns.
Lack of funds also forces creativity. Many businesses would simply buy content with capital, but since we didn’t have that luxury, we built relationships with food experts and influencers instead.
Because Nadia Artists voluntarily post recipes, content creation costs are minimal. If we had relied on paid content, we would have needed a massive budget to sustain the platform.
Motivating Influencers and Employees Beyond Money
Okubo: It seems like keeping people motivated is crucial for a startup.
Katsuragi: Absolutely. Nadia thrives because of its 900+ artists who share recipes. They’re not just motivated by money—many want to share their passion and contribute.
That’s why we provide value beyond financial incentives—helping them grow, gain exposure, and realize their dreams.
The same goes for employees. While salaries matter, people are ultimately driven by purpose. We focus on creating an environment where employees feel they’re making an impact.
Of course, not everyone has the same passion as the founder, so it’s important to strike a balance between inspiring people and respecting their personal goals.
Expanding Globally: The Future of Nadia
Okubo: Managing 900+ artists must be challenging at this scale. How are you adapting?
Katsuragi: I’m no longer directly managing Nadia Artists. Instead, we’re building a system that empowers contributors to succeed while keeping our core values intact.
It’s similar to designing a talent development framework—creating a path where artists can grow and achieve their goals through Nadia.
Okubo: What’s next for Nadia?
Katsuragi: Currently, I own 100% of the company, but I don’t plan to keep it that way forever. At some point, I’d like to partner with the right people to scale the business even further.
One major area of interest is global expansion. We’re seeing increased demand from international restaurants looking to develop Japanese food menus.
Japanese culture is something we can proudly export—just like anime and manga, Japanese food is a powerful global asset. I want Nadia to be at the forefront of promoting Japanese cuisine worldwide.
Okubo: That’s a bold and inspiring vision. Thank you for sharing your journey and insights!
Final Thoughts
Yoshiki Katsuragi’s journey—from the music industry to leading one of Japan’s top recipe media platforms—demonstrates the power of passion, persistence, and strategic thinking. By building Nadia without external funding, he proved that a business can grow organically through strong relationships, innovation, and a deep understanding of its community.
His philosophy emphasizes that success isn’t just about raising capital—it’s about creating value, empowering contributors, and maintaining a clear vision. Whether working with influencers, employees, or strategic partners, Katsuragi believes that the most meaningful growth comes from purpose-driven motivation rather than financial incentives alone.
Looking ahead, his ambition to promote Japanese food culture globally signals an exciting future for Nadia. His story serves as an inspiration for entrepreneurs—showing that with the right mindset, you can turn a vision into a thriving business, even without external funding.
Disclaimer: This article is an English translation of the original content published on the website sogyotecho.jp, which is the parent company of the Founders Guide website. The translation aims to provide information to English-speaking readers while maintaining the essence of the original article. Please note that any discrepancies or inaccuracies in the translation are unintentional. For the most accurate and up-to-date information, kindly refer to the original article in Japanese on sogyotecho.jp
