In short, they are a partner who works alongside each talent to create the place where they can shine the most, while providing full support for their activities. 
By developing a deep understanding of each talent’s personality and strengths, managers work together with them to consider what kind of challenges they should take on next to delight their viewers. They move forward side by side, matching each talent’s pace while providing close support, including mental care, as part of their activities. Not only this, but in order to bring a talent’s wishes to life, managers also take on a project management-like role, coordinating with specialized internal teams. 
One defining characteristic of talent managers at hololive production is their deep respect for each talent’s self-produced approach to their work. While in many conventional talent agencies the organization may take the lead in defining a talent’s direction, talents at hololive production are also creators who actively think about how they want to express themselves. As a result, managers do not position themselves as “producers” who give instructions, but rather they act as the talent’s most trusted partner – someone who understands their vision and supports them on the ground as they work to bring it to life. 

External sales and PR are handled by separate dedicated teams within COVER, so managers frequently act as an intermediary between talents and these teams, helping lead projects to a successful outcome. The role of a manager at hololive production is rather complex.

A manager’s work varies greatly depending on each talent’s individual style of activities. For that reason, there is no such thing as a typical daily routine. 
The way support is provided – whether it is assisting livestreams, the core of a talent’s activities, or through on-site accompaniment – differs based on each talent’s individuality. In some cases, managers offer detailed online coordination via chat tools to support daily game or talk streams from home; in others, they accompany talents to locations nationwide to support on-location shoots or event appearances. 

In addition, for talents who are preparing for 3D live performance or live shows with audiences, managers accompany them to rehearsal studios and venues, remaining by their side and supporting them closely all the way through to the performance itself. 
As talents are in different time zones and locations, managers take advantage of a full-flex system to design their schedules with flexibility. Instead of assigning specific tasks to set days, they just adjust their schedule in line with each talent’s activity cycle, ensuring they can offer the highest level of support at the optimal timing.

Currently, there are between 50 to 60 managers. Organizationally the division is broadly structured into three groups – hololive JP Talent Management Division, hololive global Division, and HOLOSTARS Talent Management Division – with multiple teams operating within each division. 
Instead of merely expanding headcounts, responsibilities are assigned flexibly based on each talent’s level of activity and the scale of their projects. In some cases, multiple managers work as a team, dividing roles to support individual talent activities, creating a structure that allows the organization to consistently provide backup support.

At present, each manager supports an average of two talents. 
In fact, during the early stage of the group, there was a period when a single manager supported as many as nine talents. However, when the number of assigned talents becomes excessive, it becomes difficult to secure sufficient resources for each individual’s activities, so in order to create an environment where talents can perform at their best and managers can focus on providing high-quality support, the organization has expanded its staffing and continues to refine its structure.

Currently, dedicated teams such as Desk Managers and Production Operations Managers have been established to support the managers who work most closely with talents.

Desk Managers help visualize workloads across managers and issue reminders to ensure there are no oversights in communication with talents, effectively serving as a support role for managers. Production Operations Managers focus on overseeing the production processes for a wide range of content, creating an environment in which managers can focus more on talent care and creative consultation. 

Starting this fiscal year, we have also created a new “Talent Management Coordinator” position, dedicated to improving operations across the entire division. In order to place the utmost importance on maintaining an environment where talents can continue their activities with peace of mind, the organization is reinforcing its foundation by prioritizing improvements to the work of managers who support talents most closely. We believe that creating an environment in which managers have the capacity to engage fully with talents is directly connected to providing more comprehensive support and a greater sense of security for talents in their activities.

Alongside regular meetings held within each division, we are currently working to build and utilize a “Talent Information Database” in order to share each talent’s thoughts and individuality across the company so everybody is on the same page. 
This database listed detailed profiles, from the future goals talents are pursuing and the direction of their activities to personal preferences such as likes and dislikes in food, allowing authorized internal members to review the information whenever needed.

For some talents, food-themed livestreams are something they value. Likewise, when receiving gifts from corporate partners or making menu proposals for work-related occasions, having items they dislike or cannot eat can affect their ability to perform at their best. 
At first glance, this may seem like an insignificant matter, but we believe that understanding and giving careful consideration to such finer details across the organization can contribute to creating an environment in which talents can work comfortably and maintain high motivation.

Yes. To be honest, these initiatives stemmed from a strong reflection that, as the organization expands rapidly, the systems in place to support talents were unable to keep up with that growth. 
Until now, hololive production has grown through close collaboration built on deep, one-on-one relationships of trust between talents and their managers. However, when information is contained solely within these “close relationships,” a challenge emerges: as the scale of activities expanded, it became difficult for the organization as a whole to provide swift backup support. 
There were, in fact, instances in which delayed the sharing of information, such as that concerning the physical condition of the talents, or the response to unexpected situations, resulted in critical feedback that our responses had been “too slow.” We take such feedback very seriously. By relying too heavily on the passion of those on the ground, a single delay ended up placing a significant burden on talents’ physical and mental well-being, as well as on projects themselves. We are determined not to repeat the regret of feeling like the organization could have acted sooner.

The reforms currently underway aim to appropriately visualize information that the organization should share and collaborate on, while maintaining the trusted relationships between talents and their managers. 
While strictly managing the privacy that must be protected, we are moving quickly to establish a system that allows necessary information to be shared in real time with teams and specialized divisions. The introduction of a database and new coordinator positions are not merely about improving efficiency, but  of our resolve to ensure that the entire organization has an accurate understanding of each talent’s situation, and can swiftly unite to protect and support them when necessary.

Immediately after joining, I felt that it was a group of professionals, with each individual approaching their work with an exceptionally high level of commitment. On the other hand, I also noticed a tendency for individuals to try to overcome difficulties on their own, rather than working together as a team when challenges arose. 
Of course, this also reflects the fact that the organization is composed of highly skilled professionals, but at the same time, I felt that hololive production could become an even more reassuring place for talents to work by uniting those individual strengths as a team. 
For this reason, in managing our team members, we are promoting the creation of an environment in which individual knowledge is not held by one person alone, but instead shared through ongoing consultation and information exchange among managers. As working together as a team becomes the norm in challenging situations, the organization continues to evolve into a structure capable of supporting talents from a more multifaceted perspective.

We encourage our team members to prioritize maintaining close communication with everyone they interact with, and to continually view situations from the perspective of the other person.
As I previously mentioned, one key role of our managers is to act as an intermediary between talents and other divisions to translate and coordinate the intentions of the talents. For example, when a new project or proposal is brought to us by the Sales Division, it is the talents who are directly subject to the reactions from fans, so talents approach both the intent of a proposal and any potential concerns with careful and sincere consideration because they are always trying to think of their viewers. 
By contrast, the mission of the Sales Division is to ensure projects succeed and to achieve tangible results, so such a difference in priorities can lead to gaps in perspective at times. 
In such situations, managers are required to prioritize the talents and their commitment to their viewers, while also ensuring they have a thorough understanding of the Sales Division’s goals. Rather than favoring one perspective over the other, they first grasp the “ideal outcome” each side is aiming for, and then work to identify solutions, whether through well-balanced compromises or more approaches that allow projects to move forward in a more positive way. We see this sincere process of coordination is one of the most important roles managers are expected to fulfill.

First and foremost, sincerity is indispensable. As the role centers on connecting people, the ability to have an idea of what others’ intentions are and remaining in constant effective dialogue with others to ensure projects are moving forward are crucial skills. Moreover, as this is an industry marked by constant change, a deep interest in entertainment and curiosity toward new things cannot be overlooked. 
During the course of our day-to-day duties, we often encounter situations that are unprecedented or entirely unexpected. In such circumstances, rather than waiting for instructions, those who can think for themselves about “what I can do right now for the talent” and act proactively are, I believe, particularly well suited to this role. 
Accordingly, during interviews we focus closely on how candidates have faced and overcome difficult situations in the past. We believe that those who possess a flexible yet resilient mindset, one that allows them not only to solve problems but also to turn adversity into a source of growth, are best suited to support talents and become partners in creating the future together.

One case that stands out is that of a talent who set an ambitious goal of further growing their channel subscribers and concurrent viewership. The talent was making every possible effort to achieve this goal, with the efforts themselves admirable achievements that would not be possible without exceptional mental toughness and skill. 
That said, the manager believed that reaching a broader audience required not only sheer effort, but also a strategic point of view. By combining analysis and ingenuity, such as looking at shifts in current trends and identifying the types of clip videos that help attract new listeners, the manager determined that the talent’s dedication could be converted into results more effectively. 
In response, the manager engaged sincerely with the talent and set aside time to absorb the latest market trends together. From there, they shared clear milestones, such as where they aimed to be in a few months, and, through ongoing trial and error as partners, succeeded in steadily growing the numbers. By pairing the talent’s overwhelming passion with a “map” offered by a manager, it becomes a strong example of how an ideal vision can be made concrete.

That’s right. There was also another talent who had a big dream of “someday holding a solo live concert.” 
The manager took that aspiration seriously, and working backward from the goal of holding a live concert, collaborated with the talent to create a concrete roadmap to determine how many original songs to prepare by when and when to release music videos. The bigger the dream, the easier it can be to feel unsure about where to begin, but by breaking the process down into clearly defined steps, the talent was able to move steadily closer to achieving their dream and ultimately bring the ideal stage of a solo live concert to life. 

Starting in 2025, we have been holding regular “talent interviews,” in which members of the management team, including President Tanigo, engage in direct dialogue with talents. 
One manager alone was previously responsible for receiving and carrying both a talent’s thought and the realities of the field. While managers made a dedicated effort to listen and note those comments, communication conducted through a single point inevitably had limitations. Subtle nuances and the powerful enthusiasm talents wanted to deliver directly to the management team could not always be conveyed across the organization with complete clarity and 100% fidelity. 
In addition to on-site managers who play as talents’ closest understanding partners, we have set up an additional channel that enables direct connection with the management team. This approach allows talents’ genuine voices to be heard from multiple perspectives and backed up by the organization as a whole.

Once again, I was struck by just how extraordinarily high the level of professionalism is among all of our affiliated talents. 
What they speak about in these interviews is consistently their sincere desire for fans – questions such as, “How can we make things even more enjoyable for our listeners?” and “How can we deliver new excitement?” Each talent clearly understands that their work is made possible by the support of their fans, and they continuously engage in trial and error with a constant focus on serving their listeners. By directly encountering this sincerity attitude from our talents reminded us on the operations side of our responsibility. To ensure that this passion into reality, we felt a renewed determination to strengthen the organization environment as one team.

Of course, we believe that every agency values its talents. However, we take great pride in the depth with which we engage with each individual talent – something we feel is second to none. 
Respecting each talent’s self-produced approach, working in close coordination with internal teams and with the talents themselves, and seriously thinking through – through hands-on and persistent effort – about how to turn things into reality. That is the shared DNA of managers at holoive production. 
Not two dreams held by our talents are ever the same. For each dream, we want to respond with support that is just as unique. Placing utmost importance on the thoughts and feelings of everyone who engages with our talents──this is what defines us most, and what we take the greatest pride in. 

How can we help fulfill the dreams and goals talents hold dear? By breaking them down together, turning them into tangible actions, and continuing to remain alongside them in support. This, I believe, captures the true essence of what it means to be a manager at hololive production.