Ureru taps koujitsu CEO as adviser and No. 2 shareholder in ~5% deal
What's the deal? Ureru Net Advertising Group (TSE Growth: 9235) has agreed a capital and business tie-up with Yuhei Shibata, chief executive officer of koujitsuDealroom has a profile for this one. Try Dealroom →. Shibata will acquire roughly 5% of Ureru's common shares and join as an adviser from August 2026.
What changes: The stake makes Shibata Ureru's second-largest shareholder, behind founder Leo KatoDealroom has a profile for this one. Try Dealroom → (including his asset-management vehicle). Ureru says the purchase is a long-term holding rather than a pure investment.
Who is he? Shibata founded koujitsu in 2013 and has since built and sold multiple businesses, gaining experience in exits, mergers and acquisitions, and integrations. He has advised more than 1,600 companies on strategy, marketing, branding, and AI, runs a strategy school called Chisoku, operates an AI business, and published a book, Boost Business Strategy , through KADOKAWADealroom has a profile for this one. Try Dealroom →.
Why now? Ureru, based in Fukuoka, describes itself as a marketing-led growth company spanning advertising, AI, D2C, telecoms, healthcare, and Web3. As its group expands through acquisitions, it says post-merger integration and squeezing profit from acquired firms have become pressing tasks.
What's the endgame? As adviser, Shibata will lead group strategy, sourcing acquisitions, and driving faster post-merger profitability. Ureru also expects his network of 1,600-plus companies to feed leads into its existing ad and D2C services.
What could go wrong? Ureru expects the deal's impact on its consolidated results for the year ending July 2027 to be minor. It frames the payoff — cross-selling, AI-driven cost cuts, and future large acquisitions — as a medium- to long-term prospect.
The signal: By handing a senior operator a sizeable long-term stake and an advisory seat, Ureru is aligning management and shareholder interests to steady an acquisition-driven growth strategy — a bet that operational integration, not just dealmaking, will lift value.
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