Ryosuke has been a management consultant for over ten years and is currently working with the Management Consulting practice at PwC Japan. Leveraging his experience, Ryosuke has contributed to the success of Corporate Strategy, Customer Relationship Management (CRM) Strategy/Design, Operation & IT Strategy/Design, Global Project Management, Cross-border M&A Advisory, and more. He is also the Founder at ProfBridge Commons, an initiative that bridges academia and business practice globally. He is an Adjunct Professor and Dean/Head of Digital Business Faculty at Tokyo Business and Language College (TBL) in Tokyo, Japan. He is in charge of teaching Digital Marketing, Generative AI Foundations, IT Business Formulation, and Digital Business Transformation. He is also an Adjunct Lecturer at GLOBIS University - Graduate School of Management in Tokyo, Japan, a Guest Lecturer at Vishwakarma University, Pune, India, and an Adjunct DBA Mentor (Mentor for doctoral students) at Paris School of Management. He is also an Adjunct Postdoctoral Research Fellow at the Institute of Current Business Studies at Showa Women's University (SWU) in Tokyo, Japan, Editor-in-Chief at KOS Journal of Business Management, an Editorial Board Member at Advances in Science, Technology and Engineering Systems Journal (ASTESJ), British Journal of Business and Psychology Research (BJBPR), Social Sciences & Humanities in Asia (SSHA), KOS Journal of AIML, Data Science, and Robotics, and a Topic Coordinator at Frontiers. He holds a Doctor of Business Administration (DBA) from SSBM Geneva in 2024. His doctoral research theme, "Valuation and Application of Metaverse to CRM for B2B Sales in the Manufacturing Industry," was published in the Global Journal of Business and Integral Security. As a Postdoctoral Researcher, he has also authored several research papers and presented at academic conferences. His published research papers are titled, “The Generative AI Sales Paradox (GASP)-Enhancing Sales Scalability at the Cost of Human-Led Relationship Building in B2B Markets”, “The Generative Artificial Intelligence Governance Paradox: Driving Innovation While Challenging Global Corporate Oversight in Multinational Firms”, “Bridging The AI Governance Gap: Evaluating The Effectiveness of Transparency Tools and Ethics Boards in Multinational Firms”, and “Valuation of Corporate Strategy for Adopting Generative Artificial Intelligence in B2B Operations”

The Generative AI Sales Paradox (GASP)-Enhancing Sales Scalability at the Cost of Human-Led Relationship Building in B2B MarketsThis study examines a growing concern in B2B sales, which it refers to as the Generative AI Sales Paradox (GASP). Generative AI tools help sales teams move faster and reach more clients. Still, they can unintentionally weaken the kind of personal relationships that matter most in high-value, trust-based transactions. This research focuses on industries such as manufacturing, professional services, and enterprise technology, where long-term client trust is essential. Both qualitative and quantitative methods are used in this research. On the qualitative side, six B2B firms using Generative AI in their sales operations were studied. While sales leaders praised the improvements in lead follow-up and speed, they also shared customer concerns about the loss of personal interaction. Clients often felt that AIgenerated responses lacked empathy or genuine understanding. Survey data from 250 companies backed this up. While most firms achieved efficiency gains of 25-40%, many also reported a decline in customer satisfaction, particularly those that relied heavily on AI. In these cases, growth in long-term revenue either stalled or declined. The problem appeared to stem from weaker client connections. To help explain these findings, this study used the Scalability vs. Authenticity Trade-Off Theory (SATOT). This framework suggests that while AI is useful for scaling tasks, it struggles with the emotional and social complexity involved in building lastingrelationships. In response, this study proposes a blended approach. Let AI handle repetitive tasks, but keep humans in charge of complex, trust-building conversations. This hybrid model can help firms gain efficiency without sacrificing client loyalty. In short, firms that manage AI use carefully, without letting it replace human interaction, are more likely to thrive in the long run.