Fumio Fujisaki is shaping the future of Japanese writing instrument titan, Pilot Corporation, with creativity and a strong team
When Fumio Fujisaki wants to commit his thoughts to paper, he reaches for a fountain pen. For ideas that are still taking shape, he prefers a Frixion pen, whose erasable ink serves as a reminder that some concepts are meant to be refined or revisited.
As representative director and president of Pilot Corporation, Fujisaki speaks with authority on writing instruments. He joined the company in 1984 and has since progressed through a succession of leadership roles. Today, he is guiding Pilot towards its next chapter as it approaches 110 years of innovation in 2028. The company traces its origins to 1918, when Ryosuke Namiki and Masao Wada founded the Namiki Manufacturing Company in Japan, which later became Pilot.
“My hope is that everyone at Pilot will unlock their creativity and flourish,” he says, “bringing new value to the company.” Diversity, he adds, is central to that process. When different perspectives come together, ideas evolve and progress follows.
My career at Pilot has been a steady rise. I am always looking for ways to improve within the company. This mindset has helped me become who I am today. My vision for Pilot in the next century is to make it profitable through our core business of writing instruments and to use that profit to invest in other businesses, enabling sustainable growth.
I cannot share the specifics of the new businesses yet; all I can say is that we have a toy business from the past. Another new area of focus is ceramics, which is utilised in other parts of semiconductor instruments and machines. Both the toy industry and the ceramics industry are based on the knowledge we have gained from writing instrument manufacturing.
What sets our Namiki Collection apart is its artistry. Specifically, maki-e, a traditional Japanese lacquer decoration technique in which designs are painted with lacquer and then ‘sprinkled’ with fine metal powders.
The values and principles that guide me extend beyond being a strong leader; they emphasise the importance of teamwork. Perhaps I think this way because I am the leader of a manufacturing company and I believe focusing on collaboration is the best choice. Currently, I am working to build a strong management team that includes young talent.
Several innovations will shape Pilot’s future. We believe our strength lies in our quality and the technology developed from it. This is a significant asset for our company and we aim to share our unique footprint with the world, utilising it to deliver the best products globally.
Technical skills, expertise, and craftsmanship will be crucial. Since we are a manufacturer, we have accumulated techniques and expertise, which I consider valuable assets that I want to leverage. Additionally, we have an expansive channel through which to deliver our products. I intend to utilise these channels to provide quality products to the world. Ultimately, a company equals its people.
People are an asset for our group. I encourage my employees to be strong individuals. The kind of employees I hope to see are those who are autonomous, those who take ownership of their ideas and think independently, learning for themselves. Another important characteristic I value in an ideal employee is the ability to embrace change. I seek individuals who stand bravely in the face of change and are willing to try new things. Collaboration is key.
This story first appeared in the February 2026 issue. Purchase it as a print or digital copy, or consider subscribing to us here
