{"id":5055,"date":"2026-01-26T14:19:36","date_gmt":"2026-01-26T13:19:36","guid":{"rendered":"https:\/\/www.centrepeople.com\/jp\/article\/?p=5055"},"modified":"2026-01-26T14:19:37","modified_gmt":"2026-01-26T13:19:37","slug":"centrepeople-ceo-interview-en","status":"publish","type":"post","link":"https:\/\/www.centrepeople.com\/jp\/article\/centrepeople-ceo-interview-en\/","title":{"rendered":"Celebrating 40 Years of Centre People – Interview with the MD on the Philosophy Behind Sustainable Growth"},"content":{"rendered":"\n
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For the past 40 years since its founding, Centre People has been consistently providing recruitment support across the UK and Europe. <\/p>\n<\/div><\/div>\n\n\n\n

Centre People currently operate offices in London and Amsterdam and, to mark its 40th anniversary, will further strengthen its recruitment and HR services with the planned opening of a new office in D\u00fcsseldorf, Germany, in March 2026.<\/p>\n\n\n\n

In this article, Centre People share an interview conducted as part of an overseas collaboration with our Japanese parent company QUICK (a global HR services firm.)
This interview of Mr Tsuchiya the Managing Director of Centre People; is to understand the philosophy and strategy underpinning the company\u2019s continued growth in a rapidly changing market.<\/p>\n\n\n\n

The article also includes voices of local team members who put this philosophy into practice in their daily work.<\/p>\n\n\n\n

(Note: This article is based on an interview originally published in an external media outlet and has been re-edited and published as official content by Centre People.)<\/p>\n\n\n\n

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<Centre People’s Overview (as of January 2026)<\/span><\/span>><\/strong><\/h4>\n\n\n\n
  • Established in 1986; joined the QUICK Group in 2017<\/li>
  • European headquarters in London, providing professional HR recruitment services across the UK and Europe<\/li>
  • Three offices (UK, Netherlands, Germany), covering all 27 EU countries<\/li>
  • 40 years of recruitment experience in the UK, with strong recognition among Japanese companies operating in Europe for both permanent recruitment and temporary staffing<\/li>
  • Number of employees: 30<\/li>
  • Official corporate language: English (Japanese, French and Spanish also supported)<\/li>
  • Recruitment Business model: End-to-end recruitment, vacancy-led approach \u2013 \u201cNo Success, No Fee\u201d<\/em><\/li><\/ul>\n\n\n\n

    Our Services<\/span><\/span><\/strong><\/h4>\n\n\n\n
    • Candidate scope:<\/strong> From new graduates to executive level, sourcing talented professionals fluent in Japanese, English and local European languages<\/li>
    • Support industry:<\/strong> Finance, manufacturing, trading, IT, logistics, audit, professional services and more<\/li>
    • Vacancies:<\/strong> Over 60% of roles do not require Japanese language skills<\/li>
    • Solutions:<\/strong> From short-term temporary staffing to permanent hires, we provide flexible and timely solutions tailored to each client\u2019s needs<\/li><\/ul>\n\n\n\n
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      London Office – 80 Cheapside<\/figcaption><\/figure><\/div>\n<\/div>\n\n\n\n
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      Amsterdam Office – Strawinskylaan 4117<\/figcaption><\/figure><\/div>\n<\/div>\n<\/div>\n\n\n\n
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      \u2014 Thank you for your time today. To begin with, could you share your perspective on the current market environment? In Europe, we\u2019ve seen significant changes in recent years, including the COVID\u201119 pandemic and Brexit.<\/strong><\/h4>\n\n\n\n

      \u201cYou are absolutely right. The past few years have been extremely volatile, and the pandemic in particular was a very challenging period. Centre People primarily supports Japanese companies expanding into Europe, and immediately after the first lockdown in spring 2020, the number of new vacancies dropped dramatically to around 5 per month. Before COVID, we were consistently handling around 50 new vacancies a month, so the impact was severe. Some competitors were unable to adapt to this change and ultimately exited the market.\u201d<\/p>\n\n\n\n

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      \u2014 Given all of that, how has Centre People managed to stay competitive and succeed in such challenging conditions?<\/strong><\/h4>\n\n\n\n

      \u201cWe saw this period of adversity as an opportunity to rethink our approach. Since there were fewer vacancies available, we shifted our focus to a candidate-led<\/em> model. The quality of our candidate registrations ultimately determines how well we can support the companies we work with. Getting to know people \u2014 the very essence of recruitment \u2014 is where we devote our time and investment, without compromise. Employers, too, understood that strong talent was becoming available due to the pandemic, and when we confidently recommended candidates, they were willing to hear this from us. Our counter-intuitive strategy of \u201ctalent-based proposals\u201d, breaking free from the traditional \u201cjob vacancy-driven\u201d business model, proved successful.”<\/p>\n\n\n\n

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      “Although it was also a period of patience for all of you during the height of the pandemic, it became a major turning point in the organisational strategy as well.

      As market conditions grew increasingly challenging, we returned to a fundamental principle that \u201cpeople are the true source of a company\u2019s value\u201d<\/em>. Rather than pursuing short-term results, we focused on building an organisation capable of generating sustainable value over the long term. This period made us realise once again just how important it is to remain committed to people and to strengthen our organisation through that commitment.”<\/p>\n<\/div><\/div>\n\n\n\n

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      “Rather than relying on individual ability, we focused on building a structure in which knowledge and experience are shared across the team, allowing each member\u2019s strengths to be fully utilised. As a result, we can now engage with every candidate as a unified organisation, enabling us to deliver the most suitable matches.<\/p>\n\n\n\n

      We believe that this approach is precisely what has allowed us to maintain a stable placement rate and earn continued trust, even in an increasingly challenging market.\u201d<\/p>\n\n\n\n

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      \u2014 It sounds as though both strategic flexibility and a strong focus on people have driven Centre People\u2019s growth. I heard that at the beginning of 2024, you introduced a new philosophy\u2014could you tell us more about that?<\/strong><\/h4>\n\n\n\n

      \u201cOur vision is to become the most trusted, comprehensive HR services partner for all Japanese companies operating across Europe. <\/em>To achieve this, we defined two guiding principles: to become a \u2018global recruitment agent delivering Japanese-standard service beyond language barriers\u2019, and to \u2018remain a pioneer in creating the best possible workplace\u2019.<\/em><\/p>\n\n\n\n

      Within the idea of being a \u2018pioneer of the best workplace\u2019, we wanted to embed a strong message: instead of assuming the grass is greener elsewhere, we should first embody a workplace that others aspire to. <\/em>Whenever we see good practices emerging on the ground, we make sure to capture them as internal knowledge or organisational initiatives\u2014and, where relevant, we share.\u201d<\/p>\n\n\n\n

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      \u2014 Was there any particular turning point behind this new philosophy?<\/strong><\/h4>\n\n\n\n

      \u201cThe key trigger was our first \u2018Management Camp\u2019 held in 2024. Separate from our usual meetings, we gathered over a weekend to seriously and openly discuss our ambition of becoming the No.1 HR services provider in Europe within the next ten years.<\/p>\n\n\n\n

      As we asked ourselves, \u201cGiven our current organisational structure and growth path, this is absolutely achievable. We\u2019re facing the biggest opportunity yet, so what exactly do we need to do to seize it?\u201d<\/em> Through these discussions, our guiding principles became much clearer and more concrete.<\/p>\n\n\n\n

      We shared the full discussion record with the entire team and invited their thoughts. Many responded positively: \u201cFor the first time, the leadership\u2019s dream felt real and tangible.\u201d, \u201cI could clearly picture new office openings and revenue targets, and it clarified what I personally need to work towards.\u201d<\/em><\/p>\n\n\n\n

      Rather than allowing our vision to remain merely aspirational, we began translating it into concrete milestones and connecting them to individual growth. This cycle is now starting to take root.\u201d<\/p>\n\n\n\n

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      \u2014 Sharing a collective vision and linking it to individual goals truly reflects an ideal organisational model. Are there specific values you prioritise in daily operations?<\/strong><\/h4>\n\n\n\n

      \u201cYes. We have defined 3 core company values<\/strong> that guide our actions:<\/p>\n\n\n\n

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      1. Consideration<\/strong><\/li>
      2. Imagination<\/strong><\/li>
      3. Improvement<\/strong><\/li><\/ol>\n\n\n\n

        To genuinely make everyone involved happy, these 3 elements are essential. Conversation alone can easily become one-sided. True communication requires empathy for the other person\u2019s position, the imagination to understand their background and context, and a continuous drive to improve.

        Only when all three come together does meaningful communication occur. If even one of them is missing, I\u2019ll ask the team, \u201cWhy do you think we weren\u2019t able to anticipate this?\u201d or remind them that \u201cIt\u2019s precisely when things feel frustrating or tough that we should speak up and put something out there so we can move forward.\u201d
        After all, we\u2019re one team.<\/p>\n\n\n\n

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        \u2014 Are these values also important when hiring your own employees?<\/strong><\/h4>\n\n\n\n

        “Absolutely. While we naturally consider hard skills such as academic background and professional experience, we place even greater emphasis on personal qualities. If we feel someone aligns strongly with our culture, we may approach them even if they originally registered with us as a candidate.<\/p>\n\n\n\n

        Although I make the final decision, the process leading up to it is highly collaborative. Team members from different roles and areas of expertise assess candidates from multiple perspectives, building a well-rounded understanding. Much like the \u201cFour Eyes principle\u201d, having multiple perspectives allows us to look beyond surface impressions and gain a more accurate understanding of a person\u2019s true qualities and suitability.<\/p>\n\n\n\n

        And more than anything, when team members are involved in the selection process, they naturally feel a sense of responsibility \u2014 \u201cWe chose this colleague.\u201d  That mindset naturally leads to a warm and supportive onboarding environment. No matter how much the organisation grows, we intend to preserve this collective approach to welcoming new colleagues.”<\/p>\n\n\n\n

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        \u2014 We\u2019ve heard that the number of Japanese professionals working in Europe has been declining due to factors such as COVID-19 and the weaker yen. What are Centre People\u2019s prospects going forward?<\/strong><\/h4>\n\n\n\n

        “The market for Japanese professionals in Europe is indeed shrinking due to factors such as reduced expatriate assignments and changing attitudes among younger generations towards working abroad. Reflecting this, the ratio of Japanese to local talent we now support has shifted to around 40:60. Fortunately, as we have always operated primarily in English, this transition was smooth.<\/p>\n\n\n\n

        However, we strongly believe that recruitment alone is not sufficient to support long-term business growth or employee retention. This is why we are focusing our efforts on comprehensive HR services<\/strong> that allow us to address organisational challenges and needs more deeply.
        This includes coaching delivered by a senior member with international licences, support to strengthen communication between expatriates and local employees, and the design of performance evaluation systems.  Our aim is to strengthen organisational capability as a whole.<\/p>\n\n\n\n

        Through this approach, we move beyond traditional recruitment to become a long-term partner, helping to build the foundations for sustainable growth.<\/p>\n\n\n\n

        Many Japanese companies operating in Europe \u2014 even when their headquarters are large enterprises \u2014 run relatively small local subsidiaries, where HR systems may not be fully established. By leveraging the expertise we\u2019ve built up over the past 40 years, we help solve these organisational challenges, contributing to improved retention and stronger overall performance. This is not merely about generating revenue from new services; it\u2019s a strategic step towards building deeper, long-term relationships of trust with our clients.<\/p>\n\n\n\n

        Although our HR services are still relatively new, we have received far more enquiries than expected. We\u2019re also seeing a growing number of cases where our HR services lead to opportunities in recruitment and staffing \u2014 a clear sign that individual services are beginning to connect into a broader, more integrated offering. Moving forward, while continuing to value recruitment as our core pillar, we aim to be a partner that supports organisations in addressing all kinds of HR challenges and in creating workplaces where employees can thrive for years to come.”<\/p>\n\n\n\n

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        \u2014 That sounds like a wonderful cycle. You described supporting clients as a \u201cline\u201d rather than individual points, but are there initiatives where you contribute more broadly \u2014 on an even wider, community level?<\/strong><\/h4>\n\n\n\n

        “Yes, indeed. If our efforts can contribute even in a small way to strengthening the presence and success of Japanese companies operating in Europe, that would be extremely rewarding for us.<\/p>\n\n\n\n

        This year marks Centre People\u2019s 40th anniversary. Over these four decades, we\u2019ve had the privilege of earning a strong reputation among our clients. Building on that foundation, we have been working in collaboration with Japanese consulates, chambers of commerce and major consulting firms to host joint seminars for Japanese companies across Europe.”<\/p>\n\n\n\n

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        A seminar hosted by Centre People Netherlands<\/figcaption><\/figure><\/div>\n\n\n\n

        “Recently, we held a seminar for newly assigned expatriates, which attracted as many as 150 participants. Moments like this, when our expertise and network can serve the wider community, help build new layers of trust that ultimately connect back to our core business. It truly feels like a positive cycle.<\/p>\n\n\n\n

        While we continue to build strong, direct connections with each individual client, we also hope that these wider initiatives will allow us to contribute to the community as a whole \u2014 supporting not just individual lines, but the entire surface. That is the kind of presence we aspire to have.”<\/p>\n\n\n\n

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        At Centre People’s London office, our consultant Kota<\/span><\/a> interviewed fellow consultants William<\/span><\/a> and Caspian, as well as Mayo<\/span><\/a>, who leads our comprehensive HR services.
        They speak candidly about why they joined Centre People, the company\u2019s strengths, and the values they hold dear.

        We invite you to watch the video and hear their perspectives first-hand!<\/p>\n<\/div>\n\n\n\n

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