In 2025 Bokksu's New York office closed and Tokyo became creative HQ. The work didn't shrink with it. I rebuilt the department from what was left in Tokyo, hired four people, and took on New York's full workload — including the parts they had been outsourcing. Same deadlines. Half the turnaround time. I direct creative across six brands: Bokksu Snack Box, Bokksu Boutique, Bokksu Market, Bokksu Originals, Sugoi Mart, and Sugoi Mart Wholesale. That means three or more full launches a month — the monthly snack box, a new Boutique collection, and, through 2025, an original Sugoi Mart product — each with its own photo shoot, video, and campaign, coordinated with marketing and social. The team is eleven people across design, photography, illustration, video, copy, and social, working bilingually in Japanese and English. I set the aesthetic, tone, and voice on all of it, and I'm still in the work: I wrote about half the copy, built the photo sets, designed graphics, shot video, and went out for street photography when the load got heavy. The constraint that shaped everything was budget. We ran production at under 40% of our monthly allocation every month, and around 12% in most — a fraction of what New York had been spending. Not by doing less, but by building sets from what we had and keeping production in-house.