I Wanted the Power to Move the "Whole," Not Just a "Part." Why I Chose StoreHero's Method as My Lifelong Weapon
In the e-commerce and Shopify industry, there is a role that goes far beyond mere "operational outsourcing" or "consulting" — that role is StoreHero's "Growth Partner (GP)." Today, we sit down with Chisa Goto, who is now in her third year at the company and is at the forefront of driving growth for approximately seven merchant clients.
Before joining StoreHero, Chisa worked in front-end direction for an e-commerce site. Why did she make the leap to StoreHero and dive into the Shopify industry with no prior experience? At the heart of her decision was a genuine desire to escape the frustration of only being able to touch "one part" of a business — and to gain the power to move an entire business forward.
From her memorable (and slightly unexpected) first encounter with Kurose, to the gritty yet creative reality of her current work — StoreHero's Kurose digs deep into her journey of growth.
Acting as an "Employee," Not a Consultant
Kurose: First, could you walk us through what your day-to-day work actually looks like?
Goto: Right now I'm managing about seven merchants. The scope of my work is incredibly broad — from strategic advice, to Shopify implementation and customization, to ad operations, to CRM (customer relationship management via email newsletters, LINE, etc.). My stance is basically "do everything" that's needed for e-commerce growth.
For example, if a merchant comes to me and says "we want to run ads," I don't just handle ad operations. I'll say, "Before driving traffic with ads, let's revisit the structure of the LP (landing page) that will receive that traffic," and "To increase LTV (lifetime value) after purchase, let's redesign the step-email sequence this way." I draw up the full blueprint for maximizing sales, then support them end-to-end through implementation and ongoing operations.
Kurose: So rather than simply fulfilling what the merchant says they want, you're reconstructing the means to serve the actual goal — business growth — and leading them there. What is the most important mindset you hold to fulfill that role?
Goto: Treating them as if I'm an employee — a member of their company — rather than just a partner. Honestly, in my first year I had doubts. Should I draw a clear line as a "consultant"? How far should I really get involved? But watching Kurose interact with merchants changed my thinking.
Kurose genuinely doesn't draw lines. It's never "that's outside our contract, so I won't do it" — it's "if it's necessary to grow sales, I'll do whatever it takes." Seeing that attitude, I could feel firsthand how merchants opened up and real trust was built.
Kurose: It's true — we often don't draw lines here (laughs).
Goto: Exactly. So I never give advice from a detached, outsider's perspective. I'll say the hard things directly — "this is a problem" — and I'll ask merchants to share whatever data I need without hesitation.
For example, with an apparel client, they share their annual production schedule and product launch plan with me, and we talk at the same level as an insider: "Next month this product is launching, so let's plant this campaign now." When they start seeing you as a "team member" rather than an "outside vendor" — that's when you can finally deliver true growth support.
The Method I Knew Would Be My Lifelong Weapon
Kurose: It's been three years since you joined — looking back, what was your motivation for joining? You were in e-commerce before, right?
Goto: Yes. In my previous job, I handled front-end improvements for a from-scratch, in-house e-commerce site. I did N1 analysis (deeply analyzing a single customer) to design UIs — basically, my job was crafting the "entry point."
But there was always this frustration nagging at me. The production team's goal was purely "building the site." Once the site launched, the "last mile" of actually getting products to sell — ad operations, customer acquisition — was completely under a different department.
I could see things like "if we just improved this, it would sell better" but couldn't act on them. I couldn't tell whether the site I built was actually generating results. I hit a wall, feeling limited to just one small piece of the overall business picture.
Kurose: You wanted to be involved in the full picture of "selling" — not just "building."
Goto: Exactly. I was searching for work that would let me walk alongside business owners more deeply and be involved in the entire process of creating sales. That's when I had a chance to have a casual interview with Kurose.
Do you remember that time? (laughs)
Kurose: Ah... was that when I didn't have the office key and got locked out? (laughs)
Goto: Yes! On the video call, Kurose was somehow outdoors (laughs). "I got locked out of the building..." — you connected from a bench outside or somewhere. Honestly, my first thought was "what a strange company," but then the conversation blew me away.
Kurose spoke with incredible passion about Shopify's ecosystem — the app ecosystem — which wasn't yet widely understood in Japan at the time. "The era of rapid growth by combining Shopify apps is coming." "We're Shopify specialists, and we're building out that methodology."
Kurose: I was already completely convinced of the potential of "Shopify x growth" back then.
Goto: I was blown away by that energy. More than anything, I had this instant gut feeling: "If I learn this person's methodology, it will be a lifelong asset for me."
Not just building sites, but using Shopify as a powerful tool to support everything end-to-end — from marketing to CRM. I was convinced that here, I could resolve the frustration of "only touching one part," and become someone who genuinely contributes to merchant growth. I had zero Shopify knowledge at the time, but I jumped in on pure excitement and the sense that "this is the right place."
The "Live Feel" and "Immersion" That Shopify's Ecosystem Creates
Kurose: Once you actually dove in, what did you find exciting about Shopify?
Goto: Incredibly exciting. The contrast with scratch development at my previous job was striking.
The analogy I often use is "interior decorating" or "LEGO bricks." Instead of cutting timber from scratch to build furniture, you search through the world's best apps (furniture), find the perfect fit for that room (brand), combine them, and test them.
With scratch development, a single modification could take months. With Shopify, you can run fast PDCA cycles: "try this app this month, and if the numbers are bad, swap it out for a different app next month." There's also this incredible "live feel" — you chat directly in English with overseas developers and ask "do you have this feature?" and they respond right away.
Kurose: You started with no Shopify experience — did you feel any resistance?
Goto: Actually, it suited my personality perfectly. I've always loved building and assembling things.
StoreHero has a culture of "maximizing the Shopify ecosystem," and it's not just about choosing technology — it's closer to the feeling of using all the world's resources as your own hands and feet. I still get excited when I discover new apps and features, and I think that "enthusiast's curiosity" is actually one of the most important qualities for growing as a GP.
The Dopamine That Comes from "Results" After the Struggle
Kurose: Where does your motivation come from in this work? Is it "being appreciated by merchants," or is it "your own learning"?
Goto: Being honest about it — number one is when the results (the numbers) come in. Of course it's great when merchants are happy, but I think that's a "byproduct" of the results themselves.
Once, a store I was managing hit its all-time highest monthly revenue. Ad targeting, in-site flow improvements, creative overhauls — every initiative I'd hypothesized and put in place clicked into place, and sales grew vertically.
The rush of watching those numbers stack up on the screen — I'll never forget it. The dopamine hit of the moment when you get proof that "my hypothesis was right" — nothing compares to it.
Kurose: Conversely, does it feel painful until the results come?
Goto: It's painful. Right up until regular meetings, I'm often revising materials until the very last minute, second-guessing myself: "Is this really the right strategy?" "Is there something more I can do?"
We're not here to report on tasks completed — we exist to deliver results. So when numbers are stagnating, I literally feel sick to my stomach, and there's always pressure.
But I think it's precisely because of that struggle that the moment you can celebrate with a merchant — "We did it!" — hits so deeply. Not just getting along well, but sharing results as comrades who fought side by side. Being able to build that kind of relationship is the real reward of this work.
What the AI Era Demands from GPs Is "Human" Grit
Kurose: Compared to when you first joined, AI usage has grown a lot recently. How do you feel about the changes in your work?
Goto: It's changed dramatically. Before, a lot of time went into ad submission tasks and research, but now with tools like ChatGPT, base settings and code can be generated in an instant. When I joined, I struggled because I had no experience in ad operations — but now AI is such a powerful assistant that it's much easier to take on areas where you're inexperienced.
Kurose: If AI is handling the work, where does the value of a human GP remain?
Goto: In the fundamental design of "who, what, and how to reach." AI can produce logical proposals and source code, but it can't determine "what is the true appeal of this brand" or "where is the hook that will move users' hearts."
That's why, more than ever, I value "gritty research." It goes without saying that I buy, eat, and use the products I'm managing. I also buy competitors' products. If the target audience is young people, I ask my 14-year-old daughter about TikTok trends, or get opinions from her friends.
I also attend trade shows and observe the booth environment. Insights like "they present beautifully on Instagram, but at the actual trade show they're not even handing out flyers — that's where the opportunity loss is" — you can only catch things like that by being there in person.
Kurose: I see. So the time freed up by AI is being invested into deeper "customer understanding" and "strategy."
Goto: Exactly. Digital-focused people tend to mistakenly think "we sold because of the ads," but in reality, that's only possible because of the product's strength and the brand's passion as a foundation. Finding the "appeal of the product" that even the merchant themselves hasn't noticed — through a third-party perspective and a user's viewpoint — and then amplifying it using AI and Shopify's technology. That's how I think GPs need to compete going forward.
The Autonomous Mindset Required of a GP
Kurose: What kind of mindset do you think is necessary to grow as a GP at StoreHero?
Goto: Autonomy. There's definitely team knowledge sharing and support systems, but when it comes to actually advancing a project, the GP is the one most directly facing the merchant. Rather than waiting for someone to give you instructions, you need the discretion to find your own challenges, think through solutions, and execute them yourself.
But that doesn't mean "loneliness." StoreHero has a culture where everyone leverages their strengths and teaches each other in areas where they're weak. I came from a production background, so design and building came naturally to me — but ads and analytics were completely new territory. On the flip side, there are members with marketing backgrounds. Everyone plays to their strengths, and if you don't understand something, you ask in chat and someone will answer right away. For people who can operate independently, this is an environment where growth is limitless.
Kurose: What kinds of things do you want to challenge yourself with going forward?
Goto: Until now I've focused on developing my own skills, but going forward I want to contribute to raising the level of the whole team. I'd like to hold study sessions on Shopify's templating language "Liquid," share success stories, and build a system where new members can start contributing faster.
I also want to take on more projects where I'm involved from the store-building phase, not just operations. I want to push deeper into "store design that drives sales, made possible by knowing operations inside out" — and build winning patterns side-by-side with merchants.
A Message to Those Considering Joining StoreHero
Kurose: Finally, could you share a message for job seekers reading this article?
Goto: Being a GP at StoreHero is by no means an easy job. You carry the pressure of a merchant's entire business on your shoulders, and you need to keep learning new technologies constantly.
But for anyone who feels like I once did — "I don't want to give partial support; I want to move an entire business" or "I want to produce results through my own abilities and feel that impact directly" — this is the best field there is.
You don't need to know Shopify. I'd never even heard of it before I joined (laughs). All you need is curiosity and the passion to commit to a merchant's growth. Let's create merchant excitement together — and find our own excitement in doing so.