Meeting prep · TYO: 8411 · Mega Diamond · Hideki.Jin
Mizuho Financial Group, Inc.
Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages
Masahiro Kihara
CEO · Executive on file
Relationship
Not mapped
Likely agenda
Enterprise-wide priorities
Account health
40 Build · Mega Diamond account; about $63M of planned deals (est.); 3 plans not yet started
Their priorities
Masahiro Kihara's plan grows global CIB (Americas investment banking via Greenhill, 2023), retail and wealth through partnerships (Rakuten Card and Rakuten Securities stakes), and higher ROE. unverified
IT stability and resilience after the 2021 outages (FSA business improvement orders, now lifted). unverified
Recent news
No dated news on file. Check the brief's signals before the meeting.
Talking points
Resilience is a board topic after the outages. Pair resilience engineering with AI-driven operations.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 4-week resilience assessment against the client's main regulatory regime (for example DORA, the UK operational resilience rules or FFIEC): important business services, impact tolerances, and a prioritized remediation plan.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: An 8-week modernization blueprint: application portfolio scan, target architecture, migration waves and a self-funding business case, using Accenture tooling for code and dependency analysis.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 6-week digital proposition sprint: customer research, a clickable prototype of the priority journey, and a release plan with acquisition and cost-to-serve targets.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 4-week resilience assessment against the client's main regulatory regime (for example DORA, the UK operational resilience rules or FFIEC): important business services, impact tolerances, and a prioritized remediation plan.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 4-week resilience assessment against the client's main regulatory regime (for example DORA, the UK operational resilience rules or FFIEC): important business services, impact tolerances, and a prioritized remediation plan.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 4-week resilience assessment against the client's main regulatory regime (for example DORA, the UK operational resilience rules or FFIEC): important business services, impact tolerances, and a prioritized remediation plan.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: An 8-week modernization blueprint: application portfolio scan, target architecture, migration waves and a self-funding business case, using Accenture tooling for code and dependency analysis.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 6-week digital proposition sprint: customer research, a clickable prototype of the priority journey, and a release plan with acquisition and cost-to-serve targets.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 4-week resilience assessment against the client's main regulatory regime (for example DORA, the UK operational resilience rules or FFIEC): important business services, impact tolerances, and a prioritized remediation plan.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: An 8-week modernization blueprint: application portfolio scan, target architecture, migration waves and a self-funding business case, using Accenture tooling for code and dependency analysis.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: An 8-week modernization blueprint: application portfolio scan, target architecture, migration waves and a self-funding business case, using Accenture tooling for code and dependency analysis.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 4-week resilience assessment against the client's main regulatory regime (for example DORA, the UK operational resilience rules or FFIEC): important business services, impact tolerances, and a prioritized remediation plan.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 6-week digital proposition sprint: customer research, a clickable prototype of the priority journey, and a release plan with acquisition and cost-to-serve targets.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: An 8-week modernization blueprint: application portfolio scan, target architecture, migration waves and a self-funding business case, using Accenture tooling for code and dependency analysis.
Other firms at the account: IBM, NTT Data, Fujitsu, Hitachimentions unverified
Head of the business line
Name not on file · Plan buyer
Relationship
Not mapped
Likely agenda
Enterprise-wide priorities
Account health
40 Build · Mega Diamond account; about $63M of planned deals (est.); 3 plans not yet started
Their priorities
Masahiro Kihara's plan grows global CIB (Americas investment banking via Greenhill, 2023), retail and wealth through partnerships (Rakuten Card and Rakuten Securities stakes), and higher ROE. unverified
IT stability and resilience after the 2021 outages (FSA business improvement orders, now lifted). unverified
Recent news
No dated news on file. Check the brief's signals before the meeting.
Talking points
Resilience is a board topic after the outages. Pair resilience engineering with AI-driven operations.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 6-week digital proposition sprint: customer research, a clickable prototype of the priority journey, and a release plan with acquisition and cost-to-serve targets.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 4-week resilience assessment against the client's main regulatory regime (for example DORA, the UK operational resilience rules or FFIEC): important business services, impact tolerances, and a prioritized remediation plan.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: An 8-week modernization blueprint: application portfolio scan, target architecture, migration waves and a self-funding business case, using Accenture tooling for code and dependency analysis.
Other firms at the account: IBM, NTT Data, Fujitsu, Hitachimentions unverified
IT resilience, rates and conduct.
Chief Digital Officer
Name not on file · Plan buyer
Relationship
Not mapped
Likely agenda
AI & agents, Cloud & core, Payments
Account health
40 Build · Mega Diamond account; about $63M of planned deals (est.); 3 plans not yet started
Their priorities
Masahiro Kihara's plan grows global CIB (Americas investment banking via Greenhill, 2023), retail and wealth through partnerships (Rakuten Card and Rakuten Securities stakes), and higher ROE. unverified
MINORI core system (Fujitsu, IBM, Hitachi, NTT Data). Cloud and AI. unverified
Recent news
No dated news on file. Check the brief's signals before the meeting.
Talking points
Resilience is a board topic after the outages. Pair resilience engineering with AI-driven operations.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 6-week digital proposition sprint: customer research, a clickable prototype of the priority journey, and a release plan with acquisition and cost-to-serve targets.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: An 8-week modernization blueprint: application portfolio scan, target architecture, migration waves and a self-funding business case, using Accenture tooling for code and dependency analysis.
Other firms at the account: IBM, NTT Data, Fujitsu, Hitachimentions unverified
CMO
Name not on file · Plan buyer
Relationship
Not mapped
Likely agenda
AI & agents, Cloud & core, Payments
Account health
40 Build · Mega Diamond account; about $63M of planned deals (est.); 3 plans not yet started
Their priorities
Masahiro Kihara's plan grows global CIB (Americas investment banking via Greenhill, 2023), retail and wealth through partnerships (Rakuten Card and Rakuten Securities stakes), and higher ROE. unverified
MINORI core system (Fujitsu, IBM, Hitachi, NTT Data). Cloud and AI. unverified
Recent news
No dated news on file. Check the brief's signals before the meeting.
Talking points
Resilience is a board topic after the outages. Pair resilience engineering with AI-driven operations.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: A 6-week digital proposition sprint: customer research, a clickable prototype of the priority journey, and a release plan with acquisition and cost-to-serve targets.
Why now: Global CIB push (Greenhill acquired) alongside domestic recovery and IT stability after past outages.
Ask: An 8-week modernization blueprint: application portfolio scan, target architecture, migration waves and a self-funding business case, using Accenture tooling for code and dependency analysis.
Other firms at the account: IBM, NTT Data, Fujitsu, Hitachimentions unverified
Sourcing. Built from the account brief, outreach plans, tracked intel and the relationship file. Items without a source link come from model knowledge and are unverified, and deal ranges are estimates. Confirm names and roles before the meeting.