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0The mystery of Masayoshi Son, SoftBank’s great disrupter
He has won and lost fortunes with his bets on technology. So is the investor a visionary — or a gambler who got lucky?
Sept 21, 2024, Financial Times
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Late one afternoon in October 2023, as the sun slipped down over Tokyo Bay, Masayoshi Son was sitting in his private office at SoftBank headquarters, at the head of a wooden table almost as long as Vladimir Putin’s in the Kremlin. A diminutive, balding figure dressed casually in a jacket and slacks, Son was recounting to me the low point of his career, a year earlier, when he announced he was disappearing from public view.
“What a shitty life!” he exclaimed, with a trace of self-pity. “You know on my Zoom call, I see my face often on the video screen and I hate looking at my face. What an ugly face. I’m just getting old . . . What have I achieved? . . . I have done nothing that I can be proud of.”
At face value, it was an astonishing admission. Son, then 66, ranked among the world’s most renowned investors. He invested in ecommerce giants Yahoo and Alibaba before they became household names. At the height of the dotcom bubble in early 2000, he was briefly the richest man in the world. When it burst, he lost 97 per cent of his fortune, around $70bn.
But he bounced back, launching a successful broadband and mobile phone business in Japan, propelled by an exclusive deal to distribute Apple’s iPhone. Then he disrupted Silicon Valley with the $100bn SoftBank Vision Fund, and ended up making the biggest swing and miss in the history of investing. (Hence his temporary vanishing act.)
As editor of the Financial Times, I’d met Son twice and he intrigued me as a subject for a biography. A compulsive risk taker, his story was a classic entrepreneur’s tale of survival and perpetual reinvention. But was Son a tech visionary or simply an inveterate gambler who got lucky? Why was SoftBank, the company he founded in 1981 as a pioneering software distribution business in Japan, so often described as a house of cards?
Answering those questions proved more difficult than I anticipated. Twice I flew to Tokyo, only to be informed that the boss was too busy to see me. When I complained that my subject was more elusive than a Bengal tiger, an ex-SoftBank executive, Indian by birth, replied: “In that case, I suggest you bring a goat.”
In western media Son often comes across as a cartoon character. He has compared himself to Yoda in Star Wars; Napoleon (of which more later); and Jesus Christ (who was equally misunderstood, apparently). Obsessed by longevity, he has told friends that he hopes to live past 120, and that SoftBank should be built to last 300 years.
