Japanese-American tech expert and entrepreneur William Saito has spent years developing experience in the business of technology. Since his childhood in Walnut, California, William Saito has utilized his analytical mind and technological expertise to fuel a successful career in the tech sector.
Since his first tech internship at age 10, William Saito has amassed a wealth of experience with the business of technology. William Saito’s passion for tech was first revealed during his high school years as the age of the personal computer began. Using the IBM personal computer his parents bought for him at what today seems like an exorbitant price of $5,000, he learned the ins and outs of computer hardware and software.
Learning computer programming languages like BASIC led to William nabbing his first tech job: programming models for stock offerings with Merrill Lynch. However, during college at the University of California Riverside, his career in the tech sector began to take off. As the Chief Executive Officer of I/O Software, William Saito began translating computer programs into Japanese, an effort which escalated after he graduated from college. After I/O was sold to Microsoft in the early 2000s, William Saito began his most revolutionary work: biometric software such as fingerprint recognition, which has had enormous implications for personal technology in the modern day.
William Saito draws on his experience to give advice to young tech entrepreneurs in the wake of an economic recession. William Saito encourages young entrepreneurs not to be discouraged by the seemingly negative impacts of financial turmoil, but to realize that recessions put real-world limitations and restraints on capital that times of prosperity do not necessarily entail.
In town for Interpol World 2017, William Saito, special adviser to Japan’s cabinet, talks about the Japan-EU trade deal and the third arrow in Abenomics.
William Saito encourages young entrepreneurs to incorporate high levels of “fiscal responsibility and budgetary management” into their operations during times of recession not only to ensure that they stay in business during economic setback but to allow their business to flourish after the period of downturn ends. Learning to operate successfully in famine, Willam Saito argues, pays dividends in times of plenty.
William Saito encourages entrepreneurs not to abandon the prospect of starting a company in economic recession just because barriers to entry are higher, but to recognize that many famous companies were first formed during an economic slowdown. William Saito advises that the key to creating what he refers to as a “sustained company” is making the most of the challenges today’s economy creates and developing a smart business model that will translate to future success.