August 18, 2025 • 15 mins
What happens when you’re too nervous to quit your job yourself? In Japan’s latest cultural twist, frustration meets innovation—enter resignation agencies, where you pay someone else to say "I quit" for you.
In this episode of Executive Search in Japan, we dive headfirst into the surprising rise of proxy quitters—services like Momuri guiding tens of thousands out of jobs since the pandemic. We'll explore:
- The emotional and cultural barriers that make resigning feel impossible.
- First-person stories of those pushed to the edge—and the relief they found.
- What this hidden industry reveals about Japan’s work culture unraveling.
- How executive recruiters are recalibrating: loyalty isn’t assumed anymore.
This is more than a quirky trend—it might be the canary in the coal mine for Japan’s evolving workplace norms. Tune in for the weird, the wise, and the workplace game-changing.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Tessa Sourceley (00:00):
Okay, so picture this.
You're so stressed aboutquitting your job, you actually
pay someone else to do it foryou.
Sounds wild, right?
Chase Stratton (00:06):
It really does.
Tessa Sourceley (00:06):
Well, today on the Deep Dive, we're looking
into exactly that Japan'sbooming resignation agencies,
sometimes called ghost quittingservices.
We'll look at companies likeMomori, and that name, by the
way, comes from Momori.
Chase Stratton (00:21):
Which basically means, I've had it.
or I just can't take thisanymore really captures the
feeling.
Tessa Sourceley (00:27):
Exactly.
So we want to know why theseare taking off and what it tells
us about work today.
Chase Stratton (00:32):
Right.
Our mission really is to unpackwhy these services have sprung
up so fast.
What does it signal about thefuture of work?
Tessa Sourceley (00:40):
Right.
Chase Stratton (00:40):
And what are the implications?
Especially for things likehiring, talent acquisition,
company culture.
Because this isn't just somequirky cultural thing.
It feels like a fundamentalshift happening in the labor
market.
Tessa Sourceley (00:52):
So let's start unpacking this.
What exactly are theseresignation proxy services?
Taishoku Daiku, I think they'recalled.
Chase Stratton (00:59):
Taishoku Daiku.
Essentially, they act as aprofessional intermediary.
They deliver the news, yourresignation to your employer for
you.
Tessa Sourceley (01:07):
So you don't have to face them.
Chase Stratton (01:08):
Precisely.
You avoid what many peoplefind, well, an incredibly
difficult, sometimes impossibleconfrontation.
Tessa Sourceley (01:17):
Let's take Memori as an example.
How does it work day to day?
Chase Stratton (01:19):
Okay.
So Memori, it was founded March15th, 2022.
The CEO is Tanimoto Shinjiunder a parent company called
Albatross Inc.
Tessa Sourceley (01:28):
Right.
Chase Stratton (01:29):
And their process is honestly super
streamlined.
Clients usually reach out firstusing messaging apps.
Line is really common in Japan.
They fill out a quickquestionnaire, sign a contract
digitally.
Tessa Sourceley (01:41):
And then what?
How fast does the quitting parthappen?
Chase Stratton (01:43):
Often really fast, sometimes within minutes,
maybe 20, 30 minutes after thecontract is signed.
One of Mamouri's staff, theyhave about 50 people, calls the
employer.
Tessa Sourceley (01:52):
Just like that.
Hi, your employee quits.
Chase Stratton (01:55):
Pretty much, yeah.
But it's more than just thephone call.
They handle all the follow-upcorrespondence.
Like
Tessa Sourceley (02:00):
what?
Chase Stratton (02:00):
Arranging to return company stuff, uniforms,
maybe locker keys, managing thepaperwork that goes with
quitting.
Tessa Sourceley (02:07):
Okay, that's comprehensive.
What if things get legallytricky, like negotiations?
Chase Stratton (02:13):
That's a key part.
Momori either has its ownlawyers or, crucially, partners
with a labor
Tessa Sourceley (02:18):
union.
Ah, the union angle isinteresting.
Chase Stratton (02:20):
It is.
It gives them the legalstanding to actually negotiate
things like unused paid leave orhandle disputes directly on the
client's behalf.
Tessa Sourceley (02:29):
And the cost for all this?
Chase Stratton (02:30):
It's a fixed fee structure.
For full-time employees, it's$22,000.
Okay.
And for part-time or fixed-termworkers, it's cheaper, $12,000.
Tessa Sourceley (02:39):
Right.
So who is actually using theseservices?
You mentioned the pressure.
Is it mainly younger peoplelike Gen Z finding a new way?
Or is it broader?
Chase Stratton (02:46):
It definitely skews young.
About 60% of Momori's clientsare in their 20s.
Tessa Sourceley (02:50):
Okay.
So the stereotype holds a bit.
Chase Stratton (02:52):
A bit, yeah.
But it's definitely not justthem.
We're seeing 6% of users whoare in their 50s.
Tessa Sourceley (02:57):
Really?
Chase Stratton (02:58):
Yeah.
And almost 3% are over 60.
So it crosses generations.
Tessa Sourceley (03:01):
That is surprising.
Chase Stratton (03:03):
But here's what's really striking.
how long, or rather, how shortthey've been at the job.
Tessa Sourceley (03:07):
Oh.
Chase Stratton (03:08):
A huge chunk, 38.7%, quit within their first
six months.
Tessa Sourceley (03:14):
Wow, less than half a year.
Chase Stratton (03:15):
And some quit even faster.
We're talking people resigningafter just a few hours on their
very first day.
Tessa Sourceley (03:20):
Hours.
That's incredible.
It really speaks volumes,doesn't
Chase Stratton (03:24):
it?
It absolutely does.
It tells you the pressure orthe mismatch is immediate for
some people.
Tessa Sourceley (03:28):
That lack of tenure, especially quitting
after hours, it really makes youwonder...
Why?
Why pay money just to avoidthat conversation?
What are the core reasonspeople give?
Chase Stratton (03:40):
Well, the reasons clients give are Like
what?
That's cited by nearly 34% ofclients.
Over a third.
That's huge.
It is.
And close behind, at 30.2%, isthe fear that their employer
would simply refuse to accepttheir resignation.
Just flat out say no.
Tessa Sourceley (04:00):
Can they even do that?
Chase Stratton (04:01):
Legally?
Legally, no.
But the fear is real, andsometimes employers do try to
obstruct.
Tessa Sourceley (04:07):
Okay.
Chase Stratton (04:07):
Excessive overtime is another big one,
almost 25%.
And then not being able to usepaid holidays, that's 13%.
Tessa Sourceley (04:13):
Mm-hmm.
Chase Stratton (04:13):
But cutting across all of this, there's a
fundamental driver.
what clients call theexpectation reality gap.
Tessa Sourceley (04:22):
Ah, the old bait and switch.
Chase Stratton (04:23):
Exactly.
A major disconnect between whatthe job was sold as during
recruitment and what it'sactually like day to day.
Tessa Sourceley (04:30):
Those reasons are pretty stark.
But, you know, playing devil'sadvocate for a second, couldn't
someone argue that paying toquit is avoiding a difficult but
maybe necessary conversation?
Like, facing that discomfortcould build resilience.
Or is that view just too...
Western, maybe, given thecultural context.
Chase Stratton (04:48):
That's a totally fair question.
And it does reflect perhaps amore individualistic viewpoint
common in the West.
Right.
But in Japan, trying to quit,especially against the boss's
wishes, can escalate way beyonddiscomfort.
It can become, well,psychological warfare.
Tessa Sourceley (05:02):
How so?
Chase Stratton (05:02):
You hear stories, bosses literally
tearing up resignation letters,forcing employees into this
incredibly humiliating deep bow,the dojiza, essentially begging
to be allowed to leave.
Tessa Sourceley (05:12):
Wow.
Chase Stratton (05:13):
Sometimes managers even show up at the
employee's home That's
Tessa Sourceley (05:18):
intense.
Crossing a major line.
Chase Stratton (05:20):
Absolutely.
So the agency service acts as acrucial buffer.
It shields people from thatkind of coercive behavior,
protecting their mental health.
Tessa Sourceley (05:28):
So it's less about avoiding discomfort and
more about avoiding actual abuseor extreme pressure.
Chase Stratton (05:33):
Exactly.
And you have to connect it tothe wider cultural background,
too.
Things like shushun koyos, thetraditional idea of lifetime
employment, create thisdeep-seated expectation of
unwavering loyalty.
Tessa Sourceley (05:45):
Making quitting feel like a betrayal.
Chase Stratton (05:47):
Right.
And then there's wa, theempathy.
Yes.
Okay.
Quitting just becomes thismassive, fraught event.
Tessa Sourceley (06:10):
So seeing it that way, it's not about a soft
generation being unable tohandle things?
Chase Stratton (06:15):
Not at all.
It's really an indictment of acorporate culture that,
historically at least, relied onintimidation and psychological
pressure to keep peoplesometimes effectively ignoring
their legal right to resign.
Tessa Sourceley (06:27):
It sounds like a problem that was just waiting
for a solution then.
How big has this wholeresignation agency industry
become?
You said it's booming.
Chase Stratton (06:35):
It's exploded.
Just a few years back, therewere maybe a handful of these
companies.
Now, as of 2025, there are over100.
Tessa Sourceley (06:42):
Over 100 companies doing this.
Chase Stratton (06:43):
Yeah.
And Memori's growth reallyshows the demand.
In 2022, they were handlingmaybe 100 requests a month.
Tessa Sourceley (06:50):
Okay.
Chase Stratton (06:51):
By late 2023, that jumped to an average of
1,000 to 1,500 requests permonth.
Tessa Sourceley (06:57):
That's incredible growth, more than
tenfold.
Chase Stratton (06:59):
Massive growth.
And they see huge spikes afterholidays, like Golden Week.
People have time off.
They reflect and decide that'sit.
They can get 500 to 1,400 casesjust in that post-holiday
period.
Tessa Sourceley (07:10):
What kicked off this awareness?
How did people find out aboutthem?
Chase Stratton (07:13):
A lot of it seems to be social media buzz.
It went viral.
There was one YouTube videoapparently showing Mamouri's
callers actually making theresignation calls.
They got over 3.5 millionviews.
Tessa Sourceley (07:24):
Ah, seeing it in action makes it real.
Chase Stratton (07:26):
Exactly.
It suddenly made this optionvisible and maybe more
acceptable to a lot of people.
Tessa Sourceley (07:32):
With that kind of rapid growth and over 100
players now, it must be gettingcompetitive.
How do these services stand outfrom each other?
Chase Stratton (07:41):
Yeah, it's not a one-size-fits-all market.
Different companies focus ondifferent things.
Tessa Sourceley (07:45):
Like Mamouri versus, say, another one.
I think I heard of one calledExit.
Chase Stratton (07:49):
Right, Exit is another big name, actually one
of the pioneers, founded back in2017.
Tessa Sourceley (07:53):
Okay, so how do they compare?
Chase Stratton (07:54):
Well, Mamouri.
being newer, made a point ofpartnering with that certified
labor union we mentioned.
Tessa Sourceley (08:00):
Right, for negotiations.
Chase Stratton (08:01):
Exactly.
So they can directly negotiatethings like paid leave for
clients.
Tessa Sourceley (08:05):
Oh.
Chase Stratton (08:06):
They pitch themselves as offering
best-in-class support.
Tessa Sourceley (08:09):
An exit.
Chase Stratton (08:09):
Exit is often positioned as a lower-cost
option.
Their model, legally, means theclient usually has to handle
any direct negotiationsthemselves, if needed.
Exit facilitates the initialresignation message.
Tessa Sourceley (08:21):
So different service levels, different price
points.
Chase Stratton (08:24):
Pretty much.
But it's really important tosee this market for what it is.
It's a mirror reflecting aproblem.
Tessa Sourceley (08:30):
Not the cause of the problem itself.
Chase Stratton (08:32):
Precisely.
It's reflecting this huge unmetdemand for people who felt
trapped.
It signals a kind of structuralfailure in parts of the
traditional employment system,especially, it seems, in small
to medium-sized companies andthe service industry.
Tessa Sourceley (08:46):
OK, so companies are now facing this
choir, employees quitting viaproxy.
How are they reacting?
Are they just accepting it,fighting it?
Chase Stratton (08:54):
It really runs the gamut.
You get outright hostilitysometimes, managers refusing to
cooperate, even threatening toshow up at the agency's office.
Tessa Sourceley (09:01):
Seriously?
Chase Stratton (09:02):
Oh, yeah.
In those cases, memory shiftstactics.
They'll use registered mail oremail, relying on the legal
rights of the employee toresign.
They document everything.
Tessa Sourceley (09:11):
Smart.
What about other reactions?
Chase Stratton (09:13):
Many are just.
Resigned acceptance.
They get the call.
They process the paperwork.
Maybe they're annoyed.
Maybe not.
But they do it.
Tessa Sourceley (09:20):
And any positive signs companies
learning from this?
Chase Stratton (09:22):
There are some.
A small but apparently growingnumber see it as a wake-up call.
They start implementingchanges, more frequent
one-on-one meetings, trying toactually listen to employees
before they reach the breakingpoint.
Tessa Sourceley (09:36):
That's encouraging.
Chase Stratton (09:37):
And here's a really fascinating twist.
Some companies are nowcontacting these same
resignation agencies.
Tessa Sourceley (09:43):
To complain.
Chase Stratton (09:44):
No, to ask for referrals.
They see these agencies ashaving access to a pool of newly
unemployed people who areclearly looking for something
different.
Tessa Sourceley (09:53):
Wow, okay.
That's opportunistic.
Or maybe pragmatic.
Chase Stratton (09:56):
A bit of both, probably.
But it leads to something evenmore interesting Mamouri is
doing.
Tessa Sourceley (10:01):
Which is?
Chase Stratton (10:01):
They've launched a new service called Mamouri
Plus Two.
It's basically turning theirresignation data into a
consulting service.
Tessa Sourceley (10:08):
Using the reasons people quit to help
companies improve.
Chase Stratton (10:11):
Exactly.
They claim to have theindustry's largest big data on
resignations, drawing from over20,000 cases a year.
They use this to help companiespinpoint why people are leaving
and fix those root causes.
Tessa Sourceley (10:25):
That's a smart pivot.
Turning the problem into thesolution almost.
Chase Stratton (10:29):
And there's more.
Memori Plus also offers aninformation disclosure service.
Tessa Sourceley (10:34):
What does that mean?
Chase Stratton (10:35):
It gives potential employees information
about a company's resignationhistory.
Think of it like Glassdoor orYelp, but specifically focused
on why people quit thatparticular company, powered by
the agency's data.
Tessa Sourceley (10:47):
That's huge.
Talk about transparency.
It really shifts the powerdynamic, doesn't it?
Chase Stratton (10:50):
Absolutely.
Employers are suddenly beingheld publicly accountable for
their culture in a very directway.
The old ways of relying ontradition or pressure just won't
cut it if your dirty laundry isbeing aired to potential hires.
Tessa Sourceley (11:03):
This feels like a massive shift with big
implications.
If we zoom out, what does thistrend mean for, say, executive
recruiters, especially in Japan,but maybe lessons for
elsewhere, too?
Chase Stratton (11:13):
It means a fundamental rethink is needed,
especially around loyalty andwhat makes a good candidate
profile.
How so?
For decades, especially inJapan, long tenure staying at
one company for years was seenas the gold standard.
Loyalty.
Stability.
Tessa Sourceley (11:28):
Right.
Job hopping was frowned upon.
Chase Stratton (11:30):
Exactly.
But that metric is becomingobsolete fast, particularly for
workers in their 20s and 30s.
Now making intentional moves,having multiple job changes,
that could be seen as showingdrive, adaptability, someone
actively seeking the rightcultural fit, not just taking it
out.
Tessa Sourceley (11:48):
So recruiters need to update their thinking.
Short stints don'tautomatically mean flaky
anymore.
Chase Stratton (11:52):
Precisely.
A short tenure might mean theperson has high standards or
refused to tolerate a toxicenvironment Okay, so if
Tessa Sourceley (12:05):
that's the new landscape, what are the new
rules of engagement forrecruiters trying to place
people successfully?
What's critical now?
Chase Stratton (12:12):
Transparency.
It's absolutely non-negotiable.
Remember thatexpectation-reality gap?
Tessa Sourceley (12:17):
Yeah, a top reason for quitting via agency.
Chase Stratton (12:19):
Right.
So recruiters have a duty,really, to push their client
companies for total honesty.
What's the culture really like?
What are the actual workinghours, the overtime situation,
the leadership style, no moreglossing over the tough stuff.
Tessa Sourceley (12:33):
Get the real picture out there.
Chase Stratton (12:34):
Yes.
And also recognizing mentalhealth as a core business issue,
a retention issue, not just apersonal problem for the
employee to deal with.
Tessa Sourceley (12:44):
So recruiters should be assessing that both in
candidates and in companies.
Chase Stratton (12:48):
I think so.
Assessing candidate well-being,but also advocating for client
companies to buildpsychologically sustainable
cultures, places where peoplecan thrive, not just survive.
Thank you.
Tessa Sourceley (12:59):
This sounds like the role of the recruiter
itself is changing quitedramatically.
Chase Stratton (13:03):
It absolutely is.
It has to.
Recruiters need to evolve fromjust being headhunters finding
bodies to fill seats intogenuine culture consultants.
Their job isn't just placingsomeone.
It's ensuring that placementhas a real chance of working
long term, helping the companybecome a place where people want
to stay.
Tessa Sourceley (13:20):
Using data, perhaps, like from Memoria Plus.
Chase Stratton (13:24):
Exactly.
Using data-backed insights tohelp clients ditch outdated,
harmful practices and buildworkplaces that are actually
attractive in today's market.
It's a shift from findingpeople for the company to
helping the company becomebetter for the people.
Tessa Sourceley (13:37):
It signifies a real move away from those
traditional Japanese norms wetalked about.
Chase Stratton (13:42):
A massive shift.
Away from shushinkoyu, lifetimeemployment, towards job
mobility.
Away from prioritizing wa,group harmony above all, towards
valuing individual well-beingand mental health.
Away from rigid, high powerdistance hierarchies, towards
flatter structures and opencommunication And
Tessa Sourceley (14:00):
even the act of resignation itself is changing.
Chase Stratton (14:02):
Yes, from the ideal of non-confrontational
resignation that often failed,to this new reality of
confrontation-averse resignationdone via agencies.
It signals a complete flip froman employer-centric market to
an employee-centric one.
It's irreversible.
Tessa Sourceley (14:16):
So wrapping this up, this ghost quitting
phenomenon, it seems messy,maybe even uncomfortable to talk
about.
Chase Stratton (14:22):
It is.
But it's a really powerfulsymptom of a bigger generational
shift, a revolution even.
These agencies are filling avoid, frankly, a gap where
people's legal rights wereeffectively canceled out by
cultural pressures.
They're a necessary outcome ofpower shifting decisively from
the employer to the employee.
Tessa Sourceley (14:40):
A push towards something better.
Chase Stratton (14:42):
Towards a more balanced, more transparent, and
ultimately more humane way ofworking.
It's a painful adjustment forsome companies, no doubt, but it
feels like an unstoppableforce.
Tessa Sourceley (14:52):
So a final thought for you, our listener.
What does the sheer success ofthese resignation agencies tell
us about that fundamental humanneed for dignity, for autonomy
in our working lives?
And think about how similarpressures, similar shifts might
be playing out or could play outin other countries, even with
very different cultures.
Something to ponder until ournext deep dive.
Okay, so picture this.
You're so stressed aboutquitting your job, you actually
pay someone else to do it foryou.
Sounds wild, right?
Chase Stratton (00:06):
It really does.
Tessa Sourceley (00:06):
Well, today on the Deep Dive, we're looking
into exactly that Japan'sbooming resignation agencies,
sometimes called ghost quittingservices.
We'll look at companies likeMomori, and that name, by the
way, comes from Momori.
Chase Stratton (00:21):
Which basically means, I've had it.
or I just can't take thisanymore really captures the
feeling.
Tessa Sourceley (00:27):
Exactly.
So we want to know why theseare taking off and what it tells
us about work today.
Chase Stratton (00:32):
Right.
Our mission really is to unpackwhy these services have sprung
up so fast.
What does it signal about thefuture of work?
Tessa Sourceley (00:40):
Right.
Chase Stratton (00:40):
And what are the implications?
Especially for things likehiring, talent acquisition,
company culture.
Because this isn't just somequirky cultural thing.
It feels like a fundamentalshift happening in the labor
market.
Tessa Sourceley (00:52):
So let's start unpacking this.
What exactly are theseresignation proxy services?
Taishoku Daiku, I think they'recalled.
Chase Stratton (00:59):
Taishoku Daiku.
Essentially, they act as aprofessional intermediary.
They deliver the news, yourresignation to your employer for
you.
Tessa Sourceley (01:07):
So you don't have to face them.
Chase Stratton (01:08):
Precisely.
You avoid what many peoplefind, well, an incredibly
difficult, sometimes impossibleconfrontation.
Tessa Sourceley (01:17):
Let's take Memori as an example.
How does it work day to day?
Chase Stratton (01:19):
Okay.
So Memori, it was founded March15th, 2022.
The CEO is Tanimoto Shinjiunder a parent company called
Albatross Inc.
Tessa Sourceley (01:28):
Right.
Chase Stratton (01:29):
And their process is honestly super
streamlined.
Clients usually reach out firstusing messaging apps.
Line is really common in Japan.
They fill out a quickquestionnaire, sign a contract
digitally.
Tessa Sourceley (01:41):
And then what?
How fast does the quitting parthappen?
Chase Stratton (01:43):
Often really fast, sometimes within minutes,
maybe 20, 30 minutes after thecontract is signed.
One of Mamouri's staff, theyhave about 50 people, calls the
employer.
Tessa Sourceley (01:52):
Just like that.
Hi, your employee quits.
Chase Stratton (01:55):
Pretty much, yeah.
But it's more than just thephone call.
They handle all the follow-upcorrespondence.
Like
Tessa Sourceley (02:00):
what?
Chase Stratton (02:00):
Arranging to return company stuff, uniforms,
maybe locker keys, managing thepaperwork that goes with
quitting.
Tessa Sourceley (02:07):
Okay, that's comprehensive.
What if things get legallytricky, like negotiations?
Chase Stratton (02:13):
That's a key part.
Momori either has its ownlawyers or, crucially, partners
with a labor
Tessa Sourceley (02:18):
union.
Ah, the union angle isinteresting.
Chase Stratton (02:20):
It is.
It gives them the legalstanding to actually negotiate
things like unused paid leave orhandle disputes directly on the
client's behalf.
Tessa Sourceley (02:29):
And the cost for all this?
Chase Stratton (02:30):
It's a fixed fee structure.
For full-time employees, it's$22,000.
Okay.
And for part-time or fixed-termworkers, it's cheaper, $12,000.
Tessa Sourceley (02:39):
Right.
So who is actually using theseservices?
You mentioned the pressure.
Is it mainly younger peoplelike Gen Z finding a new way?
Or is it broader?
Chase Stratton (02:46):
It definitely skews young.
About 60% of Momori's clientsare in their 20s.
Tessa Sourceley (02:50):
Okay.
So the stereotype holds a bit.
Chase Stratton (02:52):
A bit, yeah.
But it's definitely not justthem.
We're seeing 6% of users whoare in their 50s.
Tessa Sourceley (02:57):
Really?
Chase Stratton (02:58):
Yeah.
And almost 3% are over 60.
So it crosses generations.
Tessa Sourceley (03:01):
That is surprising.
Chase Stratton (03:03):
But here's what's really striking.
how long, or rather, how shortthey've been at the job.
Tessa Sourceley (03:07):
Oh.
Chase Stratton (03:08):
A huge chunk, 38.7%, quit within their first
six months.
Tessa Sourceley (03:14):
Wow, less than half a year.
Chase Stratton (03:15):
And some quit even faster.
We're talking people resigningafter just a few hours on their
very first day.
Tessa Sourceley (03:20):
Hours.
That's incredible.
It really speaks volumes,doesn't
Chase Stratton (03:24):
it?
It absolutely does.
It tells you the pressure orthe mismatch is immediate for
some people.
Tessa Sourceley (03:28):
That lack of tenure, especially quitting
after hours, it really makes youwonder...
Why?
Why pay money just to avoidthat conversation?
What are the core reasonspeople give?
Chase Stratton (03:40):
Well, the reasons clients give are Like
what?
That's cited by nearly 34% ofclients.
Over a third.
That's huge.
It is.
And close behind, at 30.2%, isthe fear that their employer
would simply refuse to accepttheir resignation.
Just flat out say no.
Tessa Sourceley (04:00):
Can they even do that?
Chase Stratton (04:01):
Legally?
Legally, no.
But the fear is real, andsometimes employers do try to
obstruct.
Tessa Sourceley (04:07):
Okay.
Chase Stratton (04:07):
Excessive overtime is another big one,
almost 25%.
And then not being able to usepaid holidays, that's 13%.
Tessa Sourceley (04:13):
Mm-hmm.
Chase Stratton (04:13):
But cutting across all of this, there's a
fundamental driver.
what clients call theexpectation reality gap.
Tessa Sourceley (04:22):
Ah, the old bait and switch.
Chase Stratton (04:23):
Exactly.
A major disconnect between whatthe job was sold as during
recruitment and what it'sactually like day to day.
Tessa Sourceley (04:30):
Those reasons are pretty stark.
But, you know, playing devil'sadvocate for a second, couldn't
someone argue that paying toquit is avoiding a difficult but
maybe necessary conversation?
Like, facing that discomfortcould build resilience.
Or is that view just too...
Western, maybe, given thecultural context.
Chase Stratton (04:48):
That's a totally fair question.
And it does reflect perhaps amore individualistic viewpoint
common in the West.
Right.
But in Japan, trying to quit,especially against the boss's
wishes, can escalate way beyonddiscomfort.
It can become, well,psychological warfare.
Tessa Sourceley (05:02):
How so?
Chase Stratton (05:02):
You hear stories, bosses literally
tearing up resignation letters,forcing employees into this
incredibly humiliating deep bow,the dojiza, essentially begging
to be allowed to leave.
Tessa Sourceley (05:12):
Wow.
Chase Stratton (05:13):
Sometimes managers even show up at the
employee's home That's
Tessa Sourceley (05:18):
intense.
Crossing a major line.
Chase Stratton (05:20):
Absolutely.
So the agency service acts as acrucial buffer.
It shields people from thatkind of coercive behavior,
protecting their mental health.
Tessa Sourceley (05:28):
So it's less about avoiding discomfort and
more about avoiding actual abuseor extreme pressure.
Chase Stratton (05:33):
Exactly.
And you have to connect it tothe wider cultural background,
too.
Things like shushun koyos, thetraditional idea of lifetime
employment, create thisdeep-seated expectation of
unwavering loyalty.
Tessa Sourceley (05:45):
Making quitting feel like a betrayal.
Chase Stratton (05:47):
Right.
And then there's wa, theempathy.
Yes.
Okay.
Quitting just becomes thismassive, fraught event.
Tessa Sourceley (06:10):
So seeing it that way, it's not about a soft
generation being unable tohandle things?
Chase Stratton (06:15):
Not at all.
It's really an indictment of acorporate culture that,
historically at least, relied onintimidation and psychological
pressure to keep peoplesometimes effectively ignoring
their legal right to resign.
Tessa Sourceley (06:27):
It sounds like a problem that was just waiting
for a solution then.
How big has this wholeresignation agency industry
become?
You said it's booming.
Chase Stratton (06:35):
It's exploded.
Just a few years back, therewere maybe a handful of these
companies.
Now, as of 2025, there are over100.
Tessa Sourceley (06:42):
Over 100 companies doing this.
Chase Stratton (06:43):
Yeah.
And Memori's growth reallyshows the demand.
In 2022, they were handlingmaybe 100 requests a month.
Tessa Sourceley (06:50):
Okay.
Chase Stratton (06:51):
By late 2023, that jumped to an average of
1,000 to 1,500 requests permonth.
Tessa Sourceley (06:57):
That's incredible growth, more than
tenfold.
Chase Stratton (06:59):
Massive growth.
And they see huge spikes afterholidays, like Golden Week.
People have time off.
They reflect and decide that'sit.
They can get 500 to 1,400 casesjust in that post-holiday
period.
Tessa Sourceley (07:10):
What kicked off this awareness?
How did people find out aboutthem?
Chase Stratton (07:13):
A lot of it seems to be social media buzz.
It went viral.
There was one YouTube videoapparently showing Mamouri's
callers actually making theresignation calls.
They got over 3.5 millionviews.
Tessa Sourceley (07:24):
Ah, seeing it in action makes it real.
Chase Stratton (07:26):
Exactly.
It suddenly made this optionvisible and maybe more
acceptable to a lot of people.
Tessa Sourceley (07:32):
With that kind of rapid growth and over 100
players now, it must be gettingcompetitive.
How do these services stand outfrom each other?
Chase Stratton (07:41):
Yeah, it's not a one-size-fits-all market.
Different companies focus ondifferent things.
Tessa Sourceley (07:45):
Like Mamouri versus, say, another one.
I think I heard of one calledExit.
Chase Stratton (07:49):
Right, Exit is another big name, actually one
of the pioneers, founded back in2017.
Tessa Sourceley (07:53):
Okay, so how do they compare?
Chase Stratton (07:54):
Well, Mamouri.
being newer, made a point ofpartnering with that certified
labor union we mentioned.
Tessa Sourceley (08:00):
Right, for negotiations.
Chase Stratton (08:01):
Exactly.
So they can directly negotiatethings like paid leave for
clients.
Tessa Sourceley (08:05):
Oh.
Chase Stratton (08:06):
They pitch themselves as offering
best-in-class support.
Tessa Sourceley (08:09):
An exit.
Chase Stratton (08:09):
Exit is often positioned as a lower-cost
option.
Their model, legally, means theclient usually has to handle
any direct negotiationsthemselves, if needed.
Exit facilitates the initialresignation message.
Tessa Sourceley (08:21):
So different service levels, different price
points.
Chase Stratton (08:24):
Pretty much.
But it's really important tosee this market for what it is.
It's a mirror reflecting aproblem.
Tessa Sourceley (08:30):
Not the cause of the problem itself.
Chase Stratton (08:32):
Precisely.
It's reflecting this huge unmetdemand for people who felt
trapped.
It signals a kind of structuralfailure in parts of the
traditional employment system,especially, it seems, in small
to medium-sized companies andthe service industry.
Tessa Sourceley (08:46):
OK, so companies are now facing this
choir, employees quitting viaproxy.
How are they reacting?
Are they just accepting it,fighting it?
Chase Stratton (08:54):
It really runs the gamut.
You get outright hostilitysometimes, managers refusing to
cooperate, even threatening toshow up at the agency's office.
Tessa Sourceley (09:01):
Seriously?
Chase Stratton (09:02):
Oh, yeah.
In those cases, memory shiftstactics.
They'll use registered mail oremail, relying on the legal
rights of the employee toresign.
They document everything.
Tessa Sourceley (09:11):
Smart.
What about other reactions?
Chase Stratton (09:13):
Many are just.
Resigned acceptance.
They get the call.
They process the paperwork.
Maybe they're annoyed.
Maybe not.
But they do it.
Tessa Sourceley (09:20):
And any positive signs companies
learning from this?
Chase Stratton (09:22):
There are some.
A small but apparently growingnumber see it as a wake-up call.
They start implementingchanges, more frequent
one-on-one meetings, trying toactually listen to employees
before they reach the breakingpoint.
Tessa Sourceley (09:36):
That's encouraging.
Chase Stratton (09:37):
And here's a really fascinating twist.
Some companies are nowcontacting these same
resignation agencies.
Tessa Sourceley (09:43):
To complain.
Chase Stratton (09:44):
No, to ask for referrals.
They see these agencies ashaving access to a pool of newly
unemployed people who areclearly looking for something
different.
Tessa Sourceley (09:53):
Wow, okay.
That's opportunistic.
Or maybe pragmatic.
Chase Stratton (09:56):
A bit of both, probably.
But it leads to something evenmore interesting Mamouri is
doing.
Tessa Sourceley (10:01):
Which is?
Chase Stratton (10:01):
They've launched a new service called Mamouri
Plus Two.
It's basically turning theirresignation data into a
consulting service.
Tessa Sourceley (10:08):
Using the reasons people quit to help
companies improve.
Chase Stratton (10:11):
Exactly.
They claim to have theindustry's largest big data on
resignations, drawing from over20,000 cases a year.
They use this to help companiespinpoint why people are leaving
and fix those root causes.
Tessa Sourceley (10:25):
That's a smart pivot.
Turning the problem into thesolution almost.
Chase Stratton (10:29):
And there's more.
Memori Plus also offers aninformation disclosure service.
Tessa Sourceley (10:34):
What does that mean?
Chase Stratton (10:35):
It gives potential employees information
about a company's resignationhistory.
Think of it like Glassdoor orYelp, but specifically focused
on why people quit thatparticular company, powered by
the agency's data.
Tessa Sourceley (10:47):
That's huge.
Talk about transparency.
It really shifts the powerdynamic, doesn't it?
Chase Stratton (10:50):
Absolutely.
Employers are suddenly beingheld publicly accountable for
their culture in a very directway.
The old ways of relying ontradition or pressure just won't
cut it if your dirty laundry isbeing aired to potential hires.
Tessa Sourceley (11:03):
This feels like a massive shift with big
implications.
If we zoom out, what does thistrend mean for, say, executive
recruiters, especially in Japan,but maybe lessons for
elsewhere, too?
Chase Stratton (11:13):
It means a fundamental rethink is needed,
especially around loyalty andwhat makes a good candidate
profile.
How so?
For decades, especially inJapan, long tenure staying at
one company for years was seenas the gold standard.
Loyalty.
Stability.
Tessa Sourceley (11:28):
Right.
Job hopping was frowned upon.
Chase Stratton (11:30):
Exactly.
But that metric is becomingobsolete fast, particularly for
workers in their 20s and 30s.
Now making intentional moves,having multiple job changes,
that could be seen as showingdrive, adaptability, someone
actively seeking the rightcultural fit, not just taking it
out.
Tessa Sourceley (11:48):
So recruiters need to update their thinking.
Short stints don'tautomatically mean flaky
anymore.
Chase Stratton (11:52):
Precisely.
A short tenure might mean theperson has high standards or
refused to tolerate a toxicenvironment Okay, so if
Tessa Sourceley (12:05):
that's the new landscape, what are the new
rules of engagement forrecruiters trying to place
people successfully?
What's critical now?
Chase Stratton (12:12):
Transparency.
It's absolutely non-negotiable.
Remember thatexpectation-reality gap?
Tessa Sourceley (12:17):
Yeah, a top reason for quitting via agency.
Chase Stratton (12:19):
Right.
So recruiters have a duty,really, to push their client
companies for total honesty.
What's the culture really like?
What are the actual workinghours, the overtime situation,
the leadership style, no moreglossing over the tough stuff.
Tessa Sourceley (12:33):
Get the real picture out there.
Chase Stratton (12:34):
Yes.
And also recognizing mentalhealth as a core business issue,
a retention issue, not just apersonal problem for the
employee to deal with.
Tessa Sourceley (12:44):
So recruiters should be assessing that both in
candidates and in companies.
Chase Stratton (12:48):
I think so.
Assessing candidate well-being,but also advocating for client
companies to buildpsychologically sustainable
cultures, places where peoplecan thrive, not just survive.
Thank you.
Tessa Sourceley (12:59):
This sounds like the role of the recruiter
itself is changing quitedramatically.
Chase Stratton (13:03):
It absolutely is.
It has to.
Recruiters need to evolve fromjust being headhunters finding
bodies to fill seats intogenuine culture consultants.
Their job isn't just placingsomeone.
It's ensuring that placementhas a real chance of working
long term, helping the companybecome a place where people want
to stay.
Tessa Sourceley (13:20):
Using data, perhaps, like from Memoria Plus.
Chase Stratton (13:24):
Exactly.
Using data-backed insights tohelp clients ditch outdated,
harmful practices and buildworkplaces that are actually
attractive in today's market.
It's a shift from findingpeople for the company to
helping the company becomebetter for the people.
Tessa Sourceley (13:37):
It signifies a real move away from those
traditional Japanese norms wetalked about.
Chase Stratton (13:42):
A massive shift.
Away from shushinkoyu, lifetimeemployment, towards job
mobility.
Away from prioritizing wa,group harmony above all, towards
valuing individual well-beingand mental health.
Away from rigid, high powerdistance hierarchies, towards
flatter structures and opencommunication And
Tessa Sourceley (14:00):
even the act of resignation itself is changing.
Chase Stratton (14:02):
Yes, from the ideal of non-confrontational
resignation that often failed,to this new reality of
confrontation-averse resignationdone via agencies.
It signals a complete flip froman employer-centric market to
an employee-centric one.
It's irreversible.
Tessa Sourceley (14:16):
So wrapping this up, this ghost quitting
phenomenon, it seems messy,maybe even uncomfortable to talk
about.
Chase Stratton (14:22):
It is.
But it's a really powerfulsymptom of a bigger generational
shift, a revolution even.
These agencies are filling avoid, frankly, a gap where
people's legal rights wereeffectively canceled out by
cultural pressures.
They're a necessary outcome ofpower shifting decisively from
the employer to the employee.
Tessa Sourceley (14:40):
A push towards something better.
Chase Stratton (14:42):
Towards a more balanced, more transparent, and
ultimately more humane way ofworking.
It's a painful adjustment forsome companies, no doubt, but it
feels like an unstoppableforce.
Tessa Sourceley (14:52):
So a final thought for you, our listener.
What does the sheer success ofthese resignation agencies tell
us about that fundamental humanneed for dignity, for autonomy
in our working lives?
And think about how similarpressures, similar shifts might
be playing out or could play outin other countries, even with
very different cultures.
Something to ponder until ournext deep dive.
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