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Kazuto Yamaki

CEO (Representative Director / President), Sigma Corporation

Search every verified Kazuto Yamaki interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Kazuto Yamaki, CEO of Sigma, made several public appearances in late 2026, including interviews at IBC 2026 in Amsterdam and in Kazakhstan. At IBC, he discussed the company's new 85mm f/1.2 DG Art and 20-60mm f/2.8-4 DG Contemporary lenses, noting the 85mm's compact and lightweight design. He also addressed Sigma's manufacturing approach, stating that while the company continues to produce in Japan, it is increasingly incorporating collaborative robotics into its processes, and he said that Sigma does not currently use AI in product development because its proprietary knowledge is not publicly available. In interviews with Sigma Malaysia and Kazakh media, Yamaki discussed the company's philosophy and long-term goals. He described Sigma's missions as creating high-quality, innovative products and becoming a beloved brand among customers and partners. He reflected on the Foveon sensor project, saying it is moving from the R&D stage to prototype development, though he noted uncertainty about its eventual production. Yamaki also stated that he declined past opportunities to make lens units for compact digital cameras in the 1990s, saying he prioritized innovative product creation over short-term profit. He expressed a goal of making Sigma "the nicest company in the industry" rather than the largest.

Recent appearances

Verified interview transcripts

Notable quotes

“We still need the people to machine the products or to assemble the products. That because the camera lenses are so complicated and to make it compact. So still we need a very sophisticated people's hand. But still you know we make everything in Japan. So in general the labor cost in Japan are way higher than the countries in Southeast Asia or China. So we introducing more and more robotics in our manufacturing proce”

“Ah, yeah. Uh several times. Actually, in mid '90s to late '90s, many companies had asked us to make a lens unit for the compact digital camera. Because at that time, compact digital camera was so much booming. And uh I believe we could make a very instant money. But uh if we prioritize such a business, uh we may forget uh to create the innovative products. Of course, it was a great uh opportunity for us to grow to th”

“In the case of the CEO of the big company, he they have a huge responsibility to increase the stock price as much as possible, and then to bring the the huge profit as much as possible. But, in the in the case of Sigma, it's a family-owned private company. So, I have to take balances all aspect of the company because uh company modern corporate today has huge social responsibilities. So, we need to I need to take car”

“I truly believed that unless we provide the innovative product that has a true value we may not be able to survive. So we decided to challenge with our full power to create the innovative products.”

“Pro managers, MBA holder, they always prioritize money and destroy the corporate culture and the legacy which does not fit to Sigma.”

“Most of the company offshored the manufacturing site from Japan to other countries like China, Taiwan, Malaysia. But we didn't do that. As a CEO of the company, I make decision every day. If I prioritize the profit, profit, money, money, money. I may have made many many different decisions.”

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