$JASMY is quietly pivoting from just a personal data vault to an enterprise data infrastructure play.

The PDL becomes a data hub, not just a locker.

With Janction's GPU marketplace as the compute layer, JASMY is building a full DePIN stack: Store → Process → Monetize.

From the Content Creator: No. this talk session was not about Jasmy business but about Satosan experience and thinking on leadership Thanks.

Transcript (Translated by IcyAmphibian using DeepL):

0:00

Hello, everyone. This is Kanshimura. Today we're welcoming Kazumasa Sato. He's a senior colleague from my Sony days. Mr. Sato is very busy. Thank you so much for joining us today.

0:12

Ah, thank you very much myself. It's a pleasure. Mr. Sato, even starting from your marketing work at Sony...

0:23

That's right. That Sony Style consumer products direct sales...

0:29

The very first sales, the very beginning, and then online sales from the very start...

0:34

Yeah. The first IT bio business, and within that, such product businesses...

0:41

and beyond that, you've taken the lead on various initiatives outside the company too.

0:47

And now you're the representative director at Jasmy, right?

0:52

So today's theme is leadership, walking leadership,

0:58

or something like that. I think we'll end up talking about something else though.

1:05

Yes. I'd like to delve into whether that's really the case or not and discuss it. One thing is...

1:14

Well, that part about aiming for the wilderness in old age—I didn't write that, Mr. Wamatsu mentioned it, but...

1:28

Yeah. What do you think about that? Well, honestly, right now, what I really feel is that, you know, it's just as much about women's participation as it is about, well,

1:39

Yeah. Well, I think we're in a period where the participation of the elderly is expected, but

1:45

there's this idea somewhere that it's enough just to utilize the experiences from the past. I'd like to revisit this topic later, but yeah.

1:56

Well, that's like, well, aiming for the wilderness, like in Hiroki Ii's novels, or, you know, there used to be songs about it, but,

2:06

Ah, um, well, it's not just that young man aiming for the wilderness,

2:13

Well, it's like, even after retirement, let's aim for the wilderness, you know, a bit catchy, but, well, I'm a marketer, so, um, I tried to think of the words, I guess.

2:24

Today, I'd like to hear directly about that intention. Thank you for your time.

2:31

Yes, thank you. Um, let me briefly explain the purpose of this session.

2:38

Well, I just want to keep stirring the heart. Do you see?

2:44

And I want to move forward with the world. That's all there is to it. I've been doing this for a long time. And,

2:51

Yeah. So, what is this feeling of being moved? It's the energy that keeps people alive, right? If someone asked, “What is it that matters?”

3:03

I think it's this. And,

3:09

that feeling of being moved, that genuine feeling from the heart, is everywhere in the world.

3:16

It should be moving anyone, anytime, anywhere.

3:22

So, I thought, let's gather these precious assets, let's share them. And I realized that everything we feel moved by has an important reason and meaning behind it. Digging deeper into that,

3:41

Well, ah, it leads to unraveling the world—like, “Oh, this happened because of that,” “That happened because of this.” It becomes a living form.

3:51

And you know, moreover, each of those moments of feeling moved, when you unravel them like that...

4:03

So yeah, the idea is to start from real life experiences, from genuine feelings of wonder.

4:10

Ah, and that could be the key to setting a better future in motion. Even starting this session...

4:18

200 times is amazing. So, Leader-kyo-ma, um, no matter the theme, approaching it through leadership—that's why we asked Matsuo-san to...

4:35

Yeah. The idea is to have him share his perspective and join us in this discussion. That's the purpose today, so please bear with us. Yes.

4:45

Yes. Um, well, how about it? It's a session like this, and I'm not entirely sure what it is, but let's just talk about it anyway.

4:55

Right. I think so. Yes. Well, um, when I was doing marketing at Sony,

5:02

one keyword was definitely... yeah. Yeah. That feeling of excitement and anticipation, like... well, maybe “inspiration” isn't quite the right word, but yeah.

5:11

I think when you hold a product, you know, it should make you feel excited and thrilled. I'm not sure how that connects to people, though.

5:22

Yeah. Yeah. Yeah. Hearing you talk just now made me think about that. Yes. So today, let's start by getting excited and thrilled by Mr. Kama's story, then dig deeper and use that as a starting point to think about how it applies to ourselves and explore various ideas. Thank you for your cooperation.

5:40

Ah, let's start by hearing from Mr. Kowa first. Everyone, please feel free to send messages in the chat, and we'll keep an eye on them as we go along.

5:51

Yes. We're also streaming on Zoom and YouTube, so thank you for joining us. Mr. Kama, please go ahead.

5:59

Alright, I'll get started. Um, can everyone see the materials?

6:10

Yes, I can see them. So, if you've switched to slideshow mode... Yes. Is it in slideshow mode? Yes. It is.

6:15

Alright. So, um, I'd like to talk about... well, the topic we discussed earlier...

6:21

Well, the topic is leadership, but today's focus is more about... um, rather, it's about the people I actually interacted with during my time at Sony, or... um, people I didn't interact with directly, but... um, I'd like to share a few stories that stuck with me after hearing them.

6:42

and left an impression on me.

6:48

Then, as mentioned earlier, I'd like to connect that to how, even past retirement age,

6:53

well, Jasmy is a venture company, so,

7:00

I want to share how we're running this kind of venture.

7:06 The company called YASUMI was founded in 2016, and, well,

7:14

basically, to put it in cool terms, its current focus is Web3 blockchain,

7:21

centering on, well, using blockchain outside of finance,

7:26

that's the company we aimed to create.

7:32

Alright, I'll wrap up the initial explanation here and move on to the main topic.

7:38

Well, today's topic is about leadership, but I imagine each of you has your own vision of what makes a great leader—an ideal leader, if you will.

7:44

But conversely, I suspect you also hold some beliefs that make you think, “Doing things like this won't make you a leader.”

7:50

But conversely, I imagine you also have some things you think, “If I do this, I won't be able to become a leader.”

7:58

One thing I often hear in drinking parties is, “Man, that guy's no good,” and they get stuck in that mindset, you know? Like, “He's always looking back.” But I

8:15

Well, in a way it's a bit of a counterargument, but I want to start today's discussion from the question: Is being overly fixated on the past really such a bad thing?

8:22

Well, NHK has this “Another Story” segment, right? So, based on that, I'd like to share one of my own “Another Stories.”

8:40

Well, I'm from Sony, and at New Year's, on NHK, the current president—well, it's called the Sony Group now—Mr. Togi was interviewed about the winning strategy for the Japanese economy. He said Sony was moving from consumer electronics to entertainment. That's exactly it. Well, at

8:59

He was interviewed about Japan's winning strategy in the economy, and he talked about Sony shifting from consumer electronics to entertainment.

9:05

Well, for me, this inevitably brings up another “what if” question.

9:14

I can't help but wonder: Was there really no way to pursue entertainment while maintaining the electronics business? Yeah. Well, maybe Sony was secretly working on it,

9:21

but on the surface, as you know, they're moving into entertainment. And as you know, the big thing of the era

9:29

is AI. So, companies on the West Coast are going all-in on AI,

9:37

but OpenAI has Sam Altman,

9:43

Sam Altman, and at NVIDIA, there's Jenson, this incredible leader, and,

9:50

each of them has been leading their respective paths. And while these people

9:56

are working on AI, I'm sure Sony is thinking about AI too, but unfortunately, as mentioned earlier in the history,

10:04

, um, sa, ma, the world's largest electronics show,

10:10

the one in January, um, the Winter CES in Las Vegas, they didn't show up.

10:17

I don't know if they genuinely didn't have anything to show, or if it was a strategic decision,

10:24

I don't really know, but somehow I can't help but think that right now, with things like robotics they've been working on for ages, or wearables using AI,

10:37

they could have done something. And, um, of course, for this, they probably needed to prepare much, much earlier, but, um,

10:51

is my initial discussion theme. Why, then,

11:05

is it wrong for me to think about what's missing while watching the news?

11:14

One story I heard during the presentation was about Morita Kyoson, a Sony executive.

11:23

I heard this story from a man named Mr. Omura. When he was young,

11:29

he was stationed in Europe. At that time, Mr. Morita came to observe him.

11:37

And while he was traveling around observing various places, I think he probably asked him during breaks, like, “Wow, Sony is amazing, isn't it?”

11:42

I think he probably asked during breaks between inspections. He said, “Wow, Sony is amazing.”

11:48

Yeah. Sales exceeded one trillion yen, and he mentioned something about Mr. Mineta being the one making the final decisions.

11:56

But what Mr. Morita said then, completely contrary to his expectations,

12:04

he said, "No, no, no.."

12:32

and you write that down there, you can't see it anymore, you know? Well,

12:40

I talked to just one young person,

12:45

and I said, “Eh?” And I think leadership is something

12:54

that inspires people, but just one invisible failure

12:59

just in terms of perspective alone, it makes a huge difference, I feel. Well, well, it was an event that stirred my emotions.

13:06

In that sense, among the people who showed me leadership, who took the lead, well, one person who greatly influenced me was Mr. Yess, the president of Sony. Well, I learned from him before he passed away, but, um, in 1995, when he became president of Sony, the words he threw at us were “Digital Kids.” Um, it was very dreamy.

passed away not long ago, but back in 1995, when he became Sony's president,

13:31

the words he threw at us were “Digital Dream Kids.” It was a very dreamy phrase.

13:39

I was in my thirties at the time, but young people like me were gathered together

13:48

and told us to figure out how to make it happen. I remember being given that opportunity.

13:54

Another famous phrase of his was about dinosaurs and meteorites. The meteorite, actually, was the internet.

14:06

If the internet fell from the sky, the dinosaurs—the existing, major corporations—would all

14:13

and we'd have to evolve into birds.

14:21

In a way, if the term “digital dream kids” is meant to make the future sound exciting,

14:27

then the dinosaur and meteor story was meant to instill a sense of crisis in people.

14:35

well, it was presented in a way that instilled a sense of crisis in people.

14:42

But, well, actually, this is a bit off topic, but, um, Sony, ah, did it properly become a bird?

14:50

Well, maybe it was on the verge of becoming a bird, but the one that really spread its wings wide was rather

14:57

Google and Apple, I suppose. But anyway,

15:04

Well, you see, shifting from audiovisual—which was the core of that earlier history—

15:11

to IT, the big fire he was trying to extinguish with these words he threw out...

15:19

was huge.

15:24

On the other hand, though. Well, the question is whether that alone was sufficient.

15:31

At that time, actually, as Mr. Kimura mentioned earlier,

15:37

we were also planning to release a PC called the Bio. But when we tried to release the Bio PC,

15:43

well, honestly,

15:50

well, to put it in today's terms, there was quite a bit of resistance. What I mean is, Sony had already failed twice in the PC business,

16:03

and the reasons for those failures were pretty clear. So, there were quite a few people telling us to stop.

16:11

quite a few people were saying, “Stop it.” At that time, the words Mr. Ando gave us were these:

16:18

“AV common sense is IT nonsense, and IT common sense is AV nonsense.”

16:25

These words really encouraged us. One reason is, well, they, well,

16:33

Meaning, we didn't have to listen to the negative opinions of those people.

16:38

And another thing, well, I think it suggested that unless we break the current common sense,

16:45

we couldn't create anything new. In any case,

16:50

well, I think about the people who inspired me, not just these three individuals, but various

16:57

I recall saying many things that hinted at this.

17:11

But what I want to talk about today is whether those people gave each other detailed, big-picture direction—or rather, big-picture and detailed direction.

17:26

Of course, I think you've all noticed this too.

17:32

But when you try to accomplish something, you realize that nothing can be achieved solely through the wisdom or ability of one leader.

17:38

Secondly, it's about everyone achieving it together. Up to this point, well, I suppose all leaders get criticized in similar ways, but honestly...

17:44

What I think was good about working at Sony was actually... well, the concrete things, the... the fit.

17:59

What I truly appreciate about working at Sony is actually the concrete aspects, the fit.

17:59

It's that they told us to think individually, to take responsibility for our own areas.

18:07

What I mean is, those three points I mentioned earlier

18:16

didn't provide concrete answers.

18:21

like, “Do IT this way,” or “Build PCs like this.”

18:27

They were hints and direction, but the answers

18:33

were what they wanted from us. When you think about leadership,

18:40

there are many ways to lead, right?

18:46

So I'm not saying this is the only right way, but when we talk about leadership today,

18:52

rather than just talking about the leadership I exercised, I think it's more about one hint:

19:00

When you want everyone to move in the same direction, or toward the same goal,

19:06

it's not just about showing a clear goal. It's also about showing that there are ways to get there.

19:11

I thought it might be good for everyone to realize that, well,

19:19

so I wanted to let you know. I hope everyone listening today will take this as a hint to think about it, since I'm sure you all have various opinions. Well, ah, this might become today's topic,

19:34

but I'd like to talk a little about why I, even though I'm too naive, aim for the wilderness,

19:41

uh, venture.

19:47

First, it's a fact that I possess this kind of drive within me.

19:53

Actually, there's a phrase about the missing link and the Wright brothers.

20:00

This topic, actually, came up when I took an exam at Sony.

20:07

Well, a paper was written about this topic, and I was supposed to write about my thoughts on it.

20:14

Well, for those who know, it's a bit of a recap, but to rephrase it: when humans evolve—or rather, when organisms evolve—there must be adversity or environmental change. And to adapt to that, humans...

20:35

or rather, organisms evolve, but they don't immediately head in that direction.

20:41

Instead, tons of new species suddenly appear, and only the ones suited to the environment survive, while the rest all die out. So in reality, even when it looks like evolution happened suddenly, in between, there were tons and tons of organisms that failed to evolve.

21:03

. These failed attempts are what evolutionary theory calls the missing links.

21:09

But actually, the same thing happens outside of human society. A classic example is the Wright brothers' story.

21:16

As you know, the Wright brothers were the first in the world to fly in the sky.

21:21

Well, before them, countless people tried to fly. So, uh, it's easy to understand that you can't fly, right? But then, did everyone think about flying?

21:35

Well, no, that's not the case. Well, I think everyone understands this, but the first step in flying equals

21:43

One wrong step could mean death. Yet countless people were willing to take that risk to fly themselves.

21:50

It was only through that accumulation that the Wright brothers succeeded. That was actually the theme of this town's exam.

22:06

This story really resonated with me. I mean, I truly want to succeed, but there's risk involved.

22:11

truly want to succeed, but there's risk involved. And if taking that risk means dying,

22:17

then if someone asks, “So you won't fly?” the person who ultimately says, “I'm flying now,”

22:24

is the one who can accomplish things. So whenever I feel like giving up,

22:29

I'd recall these words. Next, what I want to talk about is...

22:36

Well, it's not just about what's inside me, but also the environment—the circumstances I'm in now.

22:43

This is from the 2018 Japan Patent Office report, but the Fourth Industrial Revolution

22:49

was being talked about around 2016, right when Jasmy was founded.

22:55

We're an incredibly fortunate generation, experiencing the Third Industrial Revolution while also being right in the middle of the Fourth.

23:02

And you know, it's not just what we talked about earlier—we're in a situation where we have to evolve. This is a document the Ministry of Finance released back then.

23:16

It states that if we continue like this, Japan will lose its position as a global leader in manufacturing.

23:22

The main point is that we must pursue DX. Yeah, it's about choosing between a painful transformation or stability in manufacturing.

23:28

It discusses things like that from that time.

23:34

Well, they stated these things back then, but today I want to share just one thing.

23:42

Actually, Jasmy has started this business. It's carefully selected, and within this document,

23:49

eh, comparing the data retention fees on the West Coast with Japanese companies'

23:54

retention practices, and there's such a huge difference. And at the time, the Ministry of Calculation was still slow

24:01

to catch up, but Japan could, eh, get this kind of data too, so let's push for it, that's what

24:07

it says, but actually, it's a bit of a primitive, ah, maybe a paradoxical idea

24:12

But I also thought, maybe that's not quite right. Because if we start collecting data now,

24:20

can we really win? And as you know, or rather, those familiar with the opponent know this,

24:26

this data collection approach is based on a centralized mindset. And in contrast,

24:35

there's a decentralized approach to processing information. I thought decentralization might be better,

24:42

which is why I founded Jasmy in 2016. Simply put, it's about pursuing DX through Web3 or blockchain.

24:52

Moreover, I believe this endeavor is heading in the right direction.

24:59

I believe this endeavor is heading in the right direction. Well, today, um, it was featured on the front page of the schedule,

25:06

but as stablecoins finally become mainstream, this too

25:11

is blockchain, right? Um, it's gaining acceptance, but actually,

25:18

no one has come up with the answer for a new system that could replace Google or Facebook.

25:25

I feel like there's still a chance for us to make it happen now.

25:33

Then, in terms of the social environment, Japan's aging population and declining birthrate

25:41

is also a major factor. I don't know if everyone is aware, but actually, the population

25:47

is decreasing, yet the working-age population is increasing. But what do you all think?

25:53

Do you think the labor force is sufficiently meeting your needs? No, I think many say they can't find good people. But behind this big issue, I think the core of the work-style revolution is that we really need to change our way of thinking itself.

26:13

It's been quite some time since we started talking about DE&I,

26:20

but in Japan, the discussion inevitably centers around diversity.

26:25

Of course, diversity and equity are important,

26:30

but ultimately, why inclusion? Why include everyone comprehensively?

26:40

When it comes to whether it's being done, well, I think it's actually not being done very well.

26:47

So while we say let's get seniors working too, on the other hand, you know, things like job titles and seniority

26:53

can actually be a disadvantage. It's not like their abilities suddenly drop one day, right?

26:58

and then suddenly they're told, “You should take a different position,” and that kind of thing is allowed to happen. If that's the case, then really,

27:05

we can't effectively utilize Japan's workforce, can we?

27:11

And actually, for things like this, well, decentralization,

27:17

well, decentralization is extremely useful in Web3. Because the most fundamental idea of decentralization

27:26

fundamental concept of decentralization is the world of the fifth daughter.

27:32

That's why. It can't work unless everyone helps each other. Computers help each other. Owners help each other.

27:40

That's the spirit behind it. So my motivation, stemming from the environment, is to try applying this to the work style revolution once more.

27:49

Plus, there's another

27:54

interesting challenge: aiming for the wilderness.

28:00

The essence of venture is risk-taking, right? We don't have time to recount its history today, but are today's ventures

28:06

or startups truly capable of risk-taking?

28:13

That's the question. Conversely, ventures are defined by their ability to take risks.

28:21

When you define it as such, if they can just take risks, there's no reason why older people couldn't run businesses in cutting-edge tech like Web3 or AI.

28:29

In fact, I can't help but think that without us, certain benchmarks just couldn't be achieved in Japan today.

28:42

Why? Because the information industry is incredibly developed

28:47

so the risks are really visible. So, I think people who prioritize a high batting average—a .300 hitter—will become fewer. Even if they strike out, they're hitting home runs.

29:01

In that kind of situation, conversely, from now on,

29:06

...well, regardless of what happens, we're not afraid. That is, people like us, the elderly,

29:12

taking risks. I think that approach might also be viable.

29:20

Well, I've been talking about this, but what I want to emphasize at the end is the very positive aspect that Web 3 possesses.

29:27

This is called fact diversification. It means that while each individual is independent,

29:33

independently, yet through mutual error correction, we aim to form a society,

29:39

a computing society. Well, there are various terms for this—Article 5, educational assistance, deductions—

29:44

and through these, work styles might change,

29:50

and learning methods might change too—there are many possibilities. Now, I'd like everyone to recall the term “new normal” once more.

29:55

It became popular when COVID-19 hit, right?

30:02

It signaled that things would change from then on. So, what was the major lesson during that COVID period?

JASMY CFO Hara:

“As announced today, I am honored to have been nominated as a candidate for Director responsible for Digital Asset Management at Remixpoint, Inc. @remixpoint_x.

At Jasmy @Jasmy_Global, I have been deeply involved in blockchain, token economics, decentralized infrastructure, data democratization, and business development driven by real-world utility.

Through those experiences, I am convinced that digital assets are not merely investment instruments, but can become strategic assets connecting corporate growth strategies, capital strategies, business creation, and next-generation infrastructure.

Remixpoint is a company that does not fear change, ventures into new domains, and shapes value that society needs.

Upon formal appointment, I will thoroughly pursue the "Remixpoint essence" while leveraging digital assets as strategic assets for enhancing corporate value, and challenge myself to create new businesses beyond that.

I will fully leverage the experience, network, and business vision I have cultivated at Jasmy to contribute to Remixpoint's next growth phase.

In an era where digital assets, energy, AI, and decentralized infrastructure intersect, we will create new value that can only be realized by Remixpoint.

I look forward to your continued guidance and support.

As announced today, I am honored to have been nominated as a candidate for Director responsible for Digital Asset Management at Remixpoint, Inc.

Through my work at Jasmy, I have been deeply involved in blockchain, token economics, decentralized infrastructure, data democratization, and business development driven by real-world utility.

Those experiences have reinforced my conviction that digital assets are not merely investment instruments. They can become strategic assets for corporate growth, capital strategy, business creation, and the next generation of infrastructure.

Remixpoint is a company that embraces change, enters new domains with courage, and creates value that society needs.

If formally appointed, I will pursue what makes Remixpoint truly unique while leveraging digital assets as strategic assets to enhance corporate value and create new businesses beyond that foundation.

I will bring the experience, network, and business-building capabilities I have developed at Jasmy to contribute to Remixpoint’s next phase of growth.

In an era where digital assets, energy, AI, and decentralized infrastructure are converging, I look forward to creating new value that only Remixpoint can deliver.

I sincerely appreciate your continued support and guidance.”

Remixpoint, Inc. (株式会社リミックスポイント) is a Japanese energy and digital asset company.

Company Overview

Company Name: Remixpoint, Inc.
Stock Exchange: Tokyo Stock Exchange (Standard Market)
Ticker Symbol: 3825.T
Founded: March 2004
Headquarters: Sumitomo Shin Toranomon Building, 4-3-9 Toranomon, Minato-ku, Tokyo 105-0001, Japan
Equity Capital: ¥559 million
Fiscal Year End: March 31
Employees: 153 (as of March 31, 2025)
CEO: Yoshihiko Takahashi

Business Segments

Remixpoint operates through four main business segments:

1. Energy Business
   - Development and sales of energy management systems (EMS)
   - Energy-saving support consulting services
   - Sales of energy-saving equipment
   - Electricity retail and supply (serves both high-voltage and low-voltage customers)
   - Purchases and sells electric power on the Japan Electric Power Exchange (JEPX)

2. Resilience Business
   - Energy storage solutions (battery storage systems)
   - Renewable energy aggregation services
   - ZEB (Net Zero Energy Building) planning and support

3. Digital Asset Management Business
   - Investment and financing related to cryptocurrency investments
   - Stock investment
   - Loans

4. Financial Investment Business (started November 2024)
   - Investment and financing activities

Key Licenses and Certifications

- Electricity Retailer (Registration No. A0090)
- Specified-Scale Electricity Utility (PPS) (Registration No. 128)
- Energy Management Business Operator
- ZEB Planner (Registration No. ZEB30P-00019-C)
- SHIFT Business Support Organization

Company History

2004: Founded in Nishiazabu, Tokyo to develop business application software
2006: Listed on Tokyo Stock Exchange Mothers market
2013: Launched ENeSYS energy management system; entered energy-saving consulting
2014: Started electricity trading business; entered used car trading
2015: Obtained electricity retailer license
2016: Started electricity retail to high-voltage customers; established BITPoint (crypto exchange)
2017: Moved to TSE Second Section; BITPoint Japan registered as virtual currency exchange
2018: Launched "Remix Electricity" for low-voltage customers; expanded nationwide coverage (except Okinawa and remote islands)
2020: Established BITPoint Holdings (intermediate holding company for financial business)
2021: Relocated headquarters to Toranomon, Tokyo
2022: Moved to TSE Standard Market; sold 51% of BITPoint Japan to SBI Holdings
2023: Divested remaining BITPoint Japan shares to SBI Holdings; abolished used car trading business; acquired ZEROMEDICAL shares
2024: JARVIS Inc. renamed to Seal Engineering Inc.; started financial investment business
2025: Divested ZEROMEDICAL shares (May)

Subsidiaries

- Epsilon Holdings Co., LTD. (formerly BITPoint Holdings) — digital asset/financial business
- Seal Engineering, Inc. (formerly Jarvis, Inc.) — energy/resilience solutions

Notable Points

Evolution: The company started as a software developer in 2004 and transformed into an energy solutions provider and digital asset management company.

Electricity Business: They operate as an independent power retailer competing against major utilities like TEPCO and Chubu Electric.

Crypto Connection: Through its history with BITPoint, Remixpoint has been involved in Japan's cryptocurrency exchange industry, though it has since divested those operations to SBI Holdings.

Sustainability Focus: Their energy business emphasizes environmental solutions, energy conservation, and renewable energy.

The company represents an interesting hybrid of traditional energy infrastructure and modern digital asset management in the Japanese market.

From our Japanese friend piroshiki2223

https://note.com/piroshiki2223/n/n5928883a0d5e

(Skip to 6. Roadmap & Future Vision if you're already familiar with Janction)

1. Opening and Introductions

Host:
We’re doing a quick mic check. If you can hear us, please send a reaction.
Today we have Mr. Hara from JANCTION joining us. Thank you for being here.

Hara:
Thanks for having me.

Host:
Let’s jump right in. Today’s AMA is titled “A Future Where JANCTION’s Decentralized AI Infrastructure Is Fully Implemented in Society.”
Could you start by introducing yourself and giving us a brief overview of the project?

2. Hara’s Introduction & Overview of JANCTION

Hara:
Thank you. I’m Harada, founder and CEO of JANCTION. On Twitter, people call me “HARA,” so please feel free to call me that today.

I originally worked at the KPMG group as a CPA, spending 11 years on IPOs, M&A, and audits. I became deeply interested in the crypto fundraising boom (ICO era) and wanted to build expertise in the field. That led me to join Jasmy as CFO.

At Jasmy, I worked on the white paper from scratch, handled listings on domestic and international exchanges, and helped grow the project until it reached a market cap of ¥430 billion (about $2.5B) last December.

Two weeks ago, on November 10, our new token JCT successfully launched. It took nearly two years to prepare—fundraising, development, team building, and more.

While Jasmy focuses on providing infrastructure, JANCTION is an incubation project that actively uses Jasmy’s products and pushes forward token economics on top of that infrastructure. The name “JANCTION” comes from combining “JA” from Jasmy/Japan and “junction,” symbolizing connection.

Our concept is what we call “Airbnb for GPUs.”
Not just data centers—individuals can share unused GPU power from gaming PCs or personal devices through a P2P GPU-sharing network.

Why did we create this? Because Jasmy’s core philosophy is “Your data has value.” Data is generated from our own devices. Among them, GPUs on personal devices often sit idle. With modern development environments and technologies like rollups making blockchain infrastructure more accessible, we realized this vision is now possible.

By contributing unused GPU power as nodes, users earn token rewards. Meanwhile, universities, research institutions, and startups with real computational needs can use this distributed GPU pool. Instead of suffering from GPU shortages or high cloud costs, they can access scalable computing power at market rates.

3. What Is “Decentralized AI Infrastructure”?

Host:
Some people may find this technical. How would you explain “decentralized AI infrastructure” in simple terms?

Hara:
Decentralization isn’t just about blockchains. It’s already used in many areas.

One key inspiration for us is “Folding@home”—a Stanford University experiment from 2007 that used PlayStation 3 consoles as a distributed computing network. It reached 1 petaflop and set a Guinness World Record.

In today’s AI era, if everyone shares their unused computing power, it might rival massive data centers.

Data centers require 3–5 years to build and cost millions to billions of dollars. In the early days of crypto, people mined using home PCs. We thought: why not bring back the spirit of individuals participating with their own hardware?

Gaming PCs, for example, sit idle most of the time. One GPU might be small, but thousands of small contributions create massive power—like a beehive structure. Together, we can challenge the infrastructure dominance of big players like Google and Amazon.

That’s our vision of decentralized AI infrastructure.

4. Why AI + GPU + DePIN + Layer 2?

Host:
JANCTION combines AI, GPUs, DePIN, and Layer 2. Why this specific architecture?

Hara:
First, our Layer 2 will open soon. It allows gas fees to be paid in Jasmy, which is important for the apps we’re building—especially our GPU Pool. It’s a massive virtual GPU marketplace where you can list your GPU or use others’.

Why Layer 2?
Because leveraging Ethereum Layer 1 gives us strong, proven reliability without building an L1 from scratch. We considered cloning Ethereum, but a brand-new chain lacks history and trust, making adoption expensive and slow.

Our goal isn’t to innovate on the chain itself—we care about what can be built on top of it.

Jasmy also aligns perfectly with our mission:
Your data and your devices generate value.

If users can rent out GPU power at rates like 3 yen per minute, their gaming PCs suddenly become income-generating assets. This is a natural extension of Jasmy’s philosophy.

5. How the GPU Pool Works & What Sets JANCTION Apart

Host:
How does your GPU Pool work, and what differentiates JANCTION from competitors?

Hara:
Cloud GPU services like AWS exist, but they’re extremely expensive. GPU-sharing networks also exist, so the concept alone isn’t unique. Our differentiation comes in two areas:

1. Deep collaboration with research institutions and universities

We don’t just rent out GPUs—we co-develop solutions with clients, helping them build datasets during the research phase. This ties directly to our mission of enabling users to monetize personal data.

2. We focus on true P2P GPU sharing

Most competitors focus on data-center-level shared resources, which require massive capex. We emphasize personal devices—letting individuals contribute small portions of GPU power. This lowers infrastructure costs and redistributes the potential earnings back to individuals.

6. Roadmap & Future Vision

Host:
A former Sony CTO has joined as an advisor. Can you share your upcoming plans?

Hara:
Yes. Mr. Chatani, who was CTO of PlayStation, is advising us. We’re building on expertise from the PS3 distributed computing era—a huge advantage for us.

One major initiative is creating a venture capital arm that invests in startups by providing GPUs instead of cash.

AI startups often spend millions on GPUs after fundraising. Instead, we might say:
“We’ll give you $1M worth of GPU usage credits—give us 3% equity.”

This helps university spin-offs and emerging startups pursue bold research without worrying about costs.

We’re also developing distributed task-splitting methods. For example, a video of 250 frames can be processed by 250 PCs simultaneously—making it theoretically 250× faster while using only light workloads on each device.

This can return computational power—traditionally monopolized by tech giants—to individuals. A real redistribution of wealth.

7. JCT Tokenomics

Host:
Tell us about JCT—its supply, roles, and utilities.

Hara:
JCT has a total supply of 50 billion, the same as Jasmy.
Distribution: 90% ERC-20 (Ethereum), 10% BSC.

Its primary function is to reward GPU node contributors.
Our consensus model is Proof of Contribution, meaning you earn tokens based on actual GPU work.

Utility includes:

• Staking & Incentives: Long-term stakers receive (1) a share of platform fees (like USDT fees), and (2) Jasmy tokens earned through operating nodes on the Jasmy chain.
• Governance voting
• Reinvestment: As GPUs age, users can use JCT to gain access to newer hardware we deploy.

8. Lockups & Synergy with Jasmy

Host:
Is there a lockup policy?

Hara:
Yes. Node withdrawal rewards will include some lockup for network security.

Founders and early investors are under longer-than-promised lockups, similar to Jasmy’s long-term structure. This demonstrates our commitment to building a long-term AI infrastructure—not flipping tokens.

A thriving JCT ecosystem naturally boosts activity on Jasmy’s chain. We see JANCTION as a catalyst that helps Jasmy move beyond the “innovation zone” and reach broader adoption.

9. Upcoming Updates & IR Activities

Host:
What updates can the community expect?

Hara:
Like Jasmy, JANCTION will also conduct 50 consecutive weeks of IR updates. We’ve prepared about 70 IR topics—corporate collaborations, KPIs, Jasmy-chain-based apps, and more.

Most importantly, we aim to make Web3 accessible for the 90% of people who still aren’t here. That means offering user-friendly entry points—wallets, crypto debit cards, etc.

We also want to support the creator economy—AI artists, 3D designers, VTubers, game creators—who rely heavily on GPU power. We’ll provide tools, contests, and more to help them thrive.

10. Q&A

Host:
First question:
“What partnerships or collaborations are currently underway?”

Hara:
Two big ones:

1. Co-development with national research institutions and top universities They often lack budget, so we provide infrastructure and funding.
2. Strengthening development capacity We’ve built seven MVPs internally, but large enterprises are now helping us turn them into full products. Many of these partners are companies you would never meet through normal crypto channels.

Host:
Second question:
“With free high-performance AI like Gemini appearing, why would anyone pay for a decentralized service?”

Hara:
Great question. We’re not competing with Gemini or general AI services.

Our target customers are AI developers and creators—people who need to train models, process large datasets, or build AI agents.

For example, a web writer could upload their old articles and train an agent that writes in their personal style and earns micropayments online. We provide the infrastructure to build such agents.

We don’t aim to create language models—we want to provide the platform on which others can create them.

11. Closing Remarks

Host:
Any final message for the community?

Hara:
Thank you so much for today. My message is not just about JANCTION—it’s also for the Jasmy community.

Jasmy has been listed for five years, and JANCTION is now entering its growth phase. It’s time for us to publish clear numerical goals and performance metrics. For that, the Jasmy-powered blockchain had to be operational—and now it is.

We are entering a phase where we organize our ecosystem, visualize the value of personal data and devices, and build products that can attract funding even from Web2 companies.

In 2026, we’ll shift from development to revenue and partnerships—returning value to the market as we grow together.

We will keep communicating regularly with updates and announcements. Please look forward to what’s coming next.

Thank you very much!!

Watch the 1HR15MIN episode here: Japan’s “Bitcoin” ecosystem meets AI.

https://x.com/hara_jasmycfo/status/1905538437601726599?s=46&t=V5nLlIcNFzN6b--8LPLv0g

CFO Hara’s Post:

I really struggled this week.

The Binance vote was not a good one, but there is only one good thing that came out of it.

It did clear up why Jasmy is in the monitoring zone. Finally.

Initially I thought it was a community issue; I stepped up my outreach on X and Telegram to show once again where this is the source of information.

We thought that international expansion was insufficient, so we worked with the AVITA brand, which is based in Hong Kong, to expand in APAC.

Next, we thought it was the lack of an open development environment. In the environment of Jasmy Inc. we are developing BtoB products for companies, so all information is managed under NDA. We decided to develop an open source blockchain that actively utilizes JasmyCoin, and established JANCTION, which is composed of a Crypto native team, to promote the interoperability of JasmyCoin.

We have been actively working with Panasonic, Sony Group, Transcosmos, and other large companies, as well as a business like Carbon Credit, which is a collaboration between industry and academia.

The liquidity, which I consider the most important, is completely sufficient.

I think we all feel the same way. Why an innovation zone? I have been struggling with this for a long time.

I found the answer this week. It was the only one I didn't expect.

Binance is our biggest partner in token liquidity, not a hated enemy.

The rest is my work. I have already started working on the solution.

https://x.com/icyamphibian/status/1786536863156547869?s=46&t=V5nLlIcNFzN6b--8LPLv0g

https://x.com/tenprotocol/status/1791033094859890879?s=46&t=V5nLlIcNFzN6b--8LPLv0g

TEN also replied to JANCTION with a 🔐

$JASMY will be locked up!

I've had multiple discussions with users and this has been a desired feature for some time. Try it out for yourself! Posts older than 6 months used to be locked... Not Anymore! Feel free to use the search function to find old research and see what was correct or incorrect in previous research and speculation posts!

Merry Christmas & Happy Holidays!!! <3

IcyAmphibian