SoftBank Corp. Division Head Ashiq Khan Reveals Secrets for a Successful Global Career

"I believe things have always worked out in the end." So says Ashiq Khan, Head of the Unified Cloud & Platform Division (UCPD) in the Technology Unit at SoftBank Corp. (TOKYO: 9434), when describing his career path. Overseeing a team of about 350 employees, Khan is a key figure at SoftBank, driving its push into next-generation social infrastructure. Building on his extensive background in computer science and engineering, Khan has built a career grounded in the belief that a "support ecosystem" is essential to success. SoftBank News sat down with Ashiq to learn more.

Can you tell us more about how your team is involved in the development of SoftBank's next-generation social infrastructure?

SoftBank's cloud platform has three major elements: telecom infrastructure, enterprise services and IT systems. While many companies manage each of these through separate organizations, we've developed a unified approach to manage all of them on a single platform with a single organization. This is quite unique, actually.

SoftBank now has Japan's top-level AI computing capabilities and is continuously growing. Our vision for next-generation social infrastructure is expansive, and my division is responsible for swiftly building and providing the foundations needed to support it.

Our goal is to build next-generation infrastructure capable of supporting a society where people coexist with AI. To that end, we're developing a "Distributed AI Data Center" model. We're building large-scale data centers that we call "Brain DataCenters" to handle massive artificial intelligence and machine learning (AI/ML) workloads, complemented by medium-scale centers called "Regional Brains." Together, they process data efficiently nationwide in a distributed manner that's unprecedented.

We're also installing Multi-access Edge Computing (MEC) platforms located close to end-devices and things that require real-time processing-such as autonomous vehicles and robots. Processing data near the edge of a network reduces latency and increases service resilience, even if issues arise at remote sites. I have yet to hear of any other example where such a well-reasoned, redundant architecture is being built at such a level of technical correctness and thoughtfulness.

There are two main reasons behind our approach:

1. Disaster preparedness: Japan is a country prone to natural disasters. Communication services are lifelines, and any disruption during a crisis can be critical. Our distributed architecture aims to mitigate such risks.
2. Power supply: Data centers consume massive amounts of energy. Centralizing that demand in one or two locations isn't practical. By decentralizing and distributing data centers, we can incorporate local, renewable energy sources and enable energy self-sufficiency.

After coming to Japan as a student, you built an impressive career as an engineer. What's driven your success?

Maybe I was lucky-or maybe I just worked incredibly hard (laughs). Probably both. But I can honestly say my career unfolded just as I imagined it would. Since I was a student, I dreamed of doing impactful work on a global stage.

Over the years, I've contributed to research and standardization in Network Functions Virtualization (NFV)-a foundational technology for virtualized telecom networks-and was also involved in shaping 5G standards. Later I was put in charge of designing fully cloud-based telecommunications network infrastructure from scratch, and brought it online in under a year and a half.

Infrastructure projects typically span long timelines, so opportunities to work on something completely new are rare in the ICT infrastructure sector. Yet I've been fortunate to help develop world-changing technologies, and now I'm privileged to have the opportunity to build one of the world's most advanced AI computing platforms. This wouldn't have been possible without SoftBank. I'm truly grateful to have continued access to cutting-edge innovations on a global level.

Embracing differences are the foundation for an inclusive work environment

Were there any difficulties you faced when you first started studying and working in Japan?

If I had to name one thing, it would be learning Japanese. It was one of the hardest challenges I've ever faced. To enroll in a university in Japan, I had to reach the same level of Japanese proficiency as high school graduates in just one year. That's something native speakers spend about 12 years learning, so it was an enormous task.

Once I started working, I struggled with formal language, including documentation, one example being email etiquette. Japanese emails and official documents often have subtle nuances that are hard to notice unless you're really familiar with them. But honestly, that's something even Japanese nationals new to the workplace face, not just foreigners. And, all cultures and languages have their own subtleties and uniqueness.

It often takes time to adjust to unfamiliar environments, doesn't it?

Yes, and in some cases, people really do need support from those around them. In my team, there have been some employees who gave up on their jobs due to language barriers. Anywhere you go, there's always a majority and a minority. When the majority speaks native Japanese, it's essential to consider what the minority might be struggling with.

Even though we use translation tools like Japanese-to-English converters, that alone isn't enough to ensure clear communication in the workplace. If you can't communicate fully, it leads to frustration, and eventually, some people give up. I've experienced communication difficulties in other countries as well, and that's when support from others is absolutely crucial.

So, it really comes down to understanding differences.

Exactly. At the same time, when you're in a different country, you have to make the effort to understand your new environment. Books and websites only go so far. What really helps is building what I call a "support ecosystem" that includes trusted friends, colleagues, mentors - these are the people you can turn to when things get rough.

A "Support Ecosystem" Needs to be Created Consciously

Can you explain more about what you mean by a "support ecosystem"?

When I lived in Germany and experienced life as a manager for the first time, I led a diverse team of six nationalities, and things didn't go smoothly at first. I had to attend training programs on how to work effectively in a European business culture. Similarly, I've taken several training sessions in Japan on Japanese business customs and expectations.

That's when I realized something: everyone needs a support ecosystem. Back in my home country, I didn't notice it because my network was just naturally there-my parents, siblings, school friends, seniors and juniors, and relatives. I wasn't living independently; I was supported. I just didn't realize it.

So someone was always supporting you, even if you didn't notice it.

Exactly. No matter where you live-not just in Japan-you have to consciously create that support ecosystem. Having people around you who feel like family makes life easier. You can seek their advice and lean on them if necessary. If you want to live in a different culture long-term, you can't live like a guest. You need to become a part of the culture. That means understanding your environment, respecting others, and figuring out how to act within that context. That's the key to thriving in a new environment.

It sounds like this applies not only to work, but to everyday life as well.

Absolutely. While work is work, creating something close to a support ecosystem there can make everything smoother. If you reflect on your life and become conscious of who supported you, you can try to build something similar in a new environment.

I always emphasize the importance of peer connections. I still keep in touch with my own batchmates from over 20 years ago. I meet with them several times a year.

Advice for those facing new challenges

This is something every young professional or new graduate should hear.

There's really nothing more important than communication. Talking to others helps you clarify your own thoughts. That's why it's essential to have someone you can talk to about anything. Someone you could call in the middle of the night, even if it's not a good idea to actually do that (laughs).

So, to go back to the earlier question about my career path, I believe things have always worked out in the end. One reason for that is I've stayed true to my career vision from the very beginning. Of course, I've hit obstacle after obstacle. But I developed the flexibility and skills to navigate those moments, and I always talked things through with people I trusted - my support ecosystem.

When I zoom out and look at my big milestones, everything looks like it was successful - but there were countless failures along the way.

And your support ecosystem played a role in overcoming obstacles as well.

Definitely. I have people I can talk to all over the world. If it's something about Germany, I talk to someone who knows Germany well. If it's about AI, I go straight to a leading expert. You don't need to solve every problem all by yourself-finding the right collaborators is key. It can dramatically impact what you can achieve, and how quickly you achieve it.

Just having someone to talk to makes a huge difference emotionally, right?

Yes. And it's important to reflect on what you might be lacking. You can't change other people-that's one of the biggest lessons I've learned. The only person you can change is yourself. So understanding differences in business and culture are key. You have to learn quickly.

For younger workers, I recommend treating the first three years as an investment in self-growth. Yes, it can be tough at times, especially when just starting out. But there are struggles at every stage of life. What matters is whether you have the ability to handle these struggles-and that comes with time and experience.

Take your time at the beginning of your career. Learn how things are done first. And in those three years, try to acquire at least one skill you can proudly claim as your own on the global stage-whether it's technical or business-related. Learning a new language is also something I strongly recommend.

Your advice sounds similar to the Japanese proverb "stay on a stone for three years," which teaches patience about getting results.

Indeed. For new hires, I always say-don't rush. Take three years. This is just my personal philosophy, but I believe you need at least three years to gain enough insight and wisdom to really evaluate your own experiences. You might spend the first two years learning something-and only in the third year are you finally able to put it into practice. That's when the job becomes enjoyable. That's when you feel like you're truly contributing.

For mid-career professionals, the adjustment period of course depends on the role and experience. But even then, a period of settling in is essential.

How do you view SoftBank's Diversity, Equity & Inclusion (DEI) initiatives?

I strongly believe SoftBank is genuinely committed to DEI. You can feel that sincerity in the messages from senior management and the passion with which they engage in these efforts. It's clear that the company as a whole is working seriously to create a better environment for all. That motivates me to contribute, too.

It's not just about having a diverse workforce-it's about making the most of that diversity. SoftBank holds numerous training sessions for managers and employees alike, and even the leadership team is actively studying DEI and making improvements.

We'll continue working toward an environment where people of all backgrounds can express their individuality and fully utilize their potential. That's something I'm deeply committed to.

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(Posted on April 21, 2025, Original Article Published on April 2, 2025)
by SoftBank News Editors