Bridging Japan and the World
For the continuation of our Canada-Japan Business Scrolls series, we have the pleasure to welcome Tyson Garbe, Associate Director at JETRO Toronto. With his experience totaling more than 30 years of involvement with Japan, Tyson is unequivocally an expert in his field. He gladly accepted our interview offer in order for us to learn more about his journey that led him to where he is now, helping business relations flourish between Canada and Japan. We hope that his story can be inspiring for those who read this Scroll.
Also, in order to give some context, JETRO “…is a Japanese government-related organization that works to promote mutual trade, investment and innovation between Japan and the rest of the world”.
Established in 1958, with the initial goal of promoting Japanese exports, their mandate has evolved throughout the years to now attract foreign investments to Japan and allow Japanese SMEs and startups to maximize their potential internationally. In addition, JETRO plays a strong role in promoting innovation with Japan such as connecting foreign startups to the open innovation teams of large Japanese corporates.
FROM MONTREAL TO LONDON
I read that you were born in Montréal but moved to England until the end of your MA in International Studies. How do you think the mix of culture that you lived early in life sparked your interest for international relations/business?
It definitely sparked an interest in international matters, magnified by easily being able to visit France, Germany, etc. I think it is harder to be international in Canada but, from where I lived in England, I could go to France by ferry in a couple of hours…we even had school day-trips to France! I was good at history so it led me to do a BA in International Relations and MA in International Studies at university.
5 YEARS IN JAPAN, THE BEGINNING?
After your MA in International Studies, you went working in Japan for 5 years. What brought you specifically to Japan?
After my Masters, I was already thinking about maybe travelling for a couple of years and teaching English around the world before looking for a proper job. Then, by lucky chance, I came across a newspaper advertisement (no Internet back then!) looking for people to teach English in Japan. So, I applied and got a job as an assistant English teacher (AET) on the Japan Exchange and Teaching (JET) Programme.
Then instead of just staying for 1 year as originally planned and working my way around the world teaching English, I liked it so much that I stayed in Japan for 5 years. After that, I ended up working for JETRO in Toronto for 25 years so I have been involved in Japan for over 30 years, all due to that one newspaper advertisement!
By the way, I really recommend the JET programme for new university graduates to get a taste of life in Japan. You get a flight, job and accommodation all lined up and you don’t need any specific experience or even Japanese language ability, although it might be stricter to get in these days. When I joined JET, very few people wanted to go to Japan from England.
MULTIPLE BUSINESS SECTORS
You looked after projects in many sectors of activity such as automotive, aerospace, life sciences, cleantech and more. Do you have a sector of predilection? If yes, which one and why? If not, is there any sector of activity that you haven’t touched yet but would love to and why?
Despite being quite squeamish at first, I have grown to love life sciences and really enjoy attending events or meeting companies where I can learn about new life-saving medical treatments such as stem cell and gene therapies. Of course, my scientific knowledge of these technologies is very lay-man and simple, but life sciences research is an amazing world with amazing people researching extraordinary things.
I’m not too sure I have missed too many other sectors as I touch on most here and there but I would like to get a deeper knowledge into what some companies do. The disadvantage of working for an organization like JETRO is that you tend to just skim the surface of many technologies and never become an expert in any of them, as you would if you worked inside those companies.
BUSINESS SECTORS THAT INTEREST JAPAN
The organization you work for, JETRO, helps companies to establish offices, expand their operations, and facilitate collaborations and joint ventures with domestic firms in Japan. What do you think are some interesting sectors for Canadian entrepreneurs to look into if they want to establish a business in Japan? What can Canadian companies bring to the Japanese market?
Technologies around net zero have had a strong potential in Japan over the last few years. Under the Trump administrations, cleantech seems to have been downgraded in priority for US companies but I think they are still strong in Japan in order for Japan to reach its net-zero targets by 2050. That might change over the next few years but I hope not and I suspect Japanese companies will still be looking for cleantech and net-zero technologies because they know it is important.
Japan is also looking to find solutions to help its aging population, coupled with a declining population, and that will continue to be a strong focus in Japan.
Digital transformation in all areas of life and business in Japan are also priorities.
In general, Canadian companies can bring new ideas to Japan, that is both the technology itself and the way of approaching a problem. Japan needs to find solutions to issues it is having at a society level and within companies. So, it is more than just cool technology or a cool idea, but the solution needs to solve a specific problem.
3 KEYS FOR SUCCESS FOR CANADIAN COMPANIES IN JAPAN
According to your experience throughout your years working at JETRO, what would be 3 key factors to take into account for Canadian companies that want to expand in Japan?
1. Find a good partner or hire someone that knows the market well.
2. Adapt your product to fit the market. Seems simple but many foreign companies think they can just do the same thing in Japan that they have done in Canada and the US.
3. Adapt your company to work with a Japanese partner or customer, so pay attention to details, have patience and build trust, hire Japanese speakers, etc. It is amazing how many Canadian companies think they can be successful in Japan with no Japanese speakers.
3 KEYS FOR SUCCESS FOR JAPANESE COMPANIES IN CANADA
JETRO is also supporting Japanese companies who want to export and invest in the Canadian market. Since the business dynamic between the two countries are different, what would be the 3 key factors to take into account for Japanese companies that are interested in expanding their activities in Canada?
1. Localization of products to Canadian market is important. For example, fashion stores or car makers have increased sales volume in North America by selling different lines compared to other countries.
2. Hiring local Canadian staff is key. Actually, since 20-30 years ago, Japanese companies have gradually reduced the number of expats moving to Canada and local staff have taken more senior positions to the point where many Canadian subsidiaries of Japanese companies now have a Canadian CEO. But then there might be language and culture challenges between the Canadian operations and Japan headquarters so that needs to be addressed if you rely on local hires.
3. The new issue of trade barriers has emerged so Japanese companies need to consider how Canada fits into North America or global supply chains. Before under CUSMA, you could see Canadian operations as part of a wider North America strategy, but that might be changing.
BUSINESS OPPORTUNITIES IN JAPAN
What’s the best way to determine business opportunities in Japan? Going there? Online? Person-to-person? Going through an organisation for help? Another way?
Going there for sure. A first visit might be best as part of a government organized mission because trying to go alone and cold-calling can be very difficult.
Hiring a Japanese speaker or person with good knowledge of your sector in Japan is also very important.
MYTH OR REALITY
After 25 years working in International business for a Japanese organization, what is the biggest myth around doing business in Japan? Or something that you witnessed in the past but changed throughout the years?
The cost of doing business in Japan is not as high as some people imagine, certainly not as high as it was when I lived there or when I first started working for JETRO 25 years ago. Back then, Japan was seen by many Canadian companies as one of the most expensive places to visit and do business. Now it is much more affordable and there are ways to reduce costs but still have a presence there.
Canadian companies still think they need some return on investment (ROI) or many customers in Japan before they set up their office because Japan is so expensive. However, it is hard to get ROI by staying in Canada. It is a chicken-and-egg problem but often they are too « chicken », that is scared or cautious, to make the needed investment.
Of course, Canadian companies need to be careful and not just splash money around so I understand their point of view that they need some ROI before they set up in Japan but there are many ways to keep costs down if you want to start having boots on the ground. Then your business there should ramp up more quickly and hopefully pay for that initial investment.
Article written by John-William Blackburn, October 2025
