Company history

IIJ began in December 1992, when Koichi Suzuki set up the company in central Tokyo with capital of $142,102 (¥18m). At that moment no operator in Japan sold internet access commercially at all: the only thing running was the non-profit interconnection of research institutions (JUNET / WIDE). Suzuki carried to the banks a business plan that projected “tens of millions of users by around 2000,” and, as he later told it, they would not take him seriously. He pressed on anyway — renaming the firm Internet Initiative Japan in May 1993, launching a commercial internet-connection service that July, and in February 1994 registering with the Ministry of Posts and Telecommunications as a special Type II telecommunications carrier. Converting an internet built for researchers into a priced product meant, in effect, getting the regulator to open its rules to a commercial ISP for the first time.

Through the late 1990s IIJ built out the infrastructure of a network company. It set up the US subsidiary IIJ America in 1996 as the anchor of a Japan–US backbone, formed Internet Multifeed with NTT in 1997 to run an interconnection point (IX), and in October 1998 launched Crosswave Communications as a joint venture to carry a telecom-carrier business. In August 1999 it registered ADRs on the US Nasdaq market — an early Nasdaq listing for a Japanese company that opened a funding route to American institutional investors.

The carrier venture became the company’s worst wound. In August 2003 Crosswave — into which IIJ had poured capital during the dot-com boom’s over-investment in carrier infrastructure — filed for court-led reorganization, and the loss flowed through to IIJ’s books. The following month IIJ raised $103.5M (¥12bn) in a third-party allotment underwritten mainly by NTT, becoming an NTT equity-method affiliate and, with that, surrendering its standing as an independent ISP. The lesson was blunt: a capital-intensive, slow-to-recover carrier business was more than IIJ’s own balance sheet could bear. Suzuki would later say of it, “looking back, it was not even half-done — it was eighty per cent regret.”

IIJ listed on the Tokyo Stock Exchange’s Mothers market in December 2005 and, barely a year later, moved up to the First Section — clearing the carried-forward losses from the Crosswave collapse along the way. But the more consequential change was in how it earned. Chastened by an investment whose payback it could not control, IIJ set about redesigning its revenue itself: away from flow-type ISP connection and toward an enterprise stock model, in which monthly contracts accumulate month after month.

That turn ran through a string of firsts. In January 2008 IIJ began offering enterprise mobile data on a wholesale line from NTT Docomo — Japan’s first MVNO. In December 2009 it launched the IIJ GIO cloud service, among the first commercial public clouds in Japan. In 2010 it absorbed the domestic network-outsourcing business of AT&T Japan as IIJ Global Solutions, taking a foreign carrier’s Japanese operations and, with them, a foothold in the corporate-network market.

The build-out of infrastructure and consumer reach followed. In April 2011 IIJ opened the Matsue Data Center Park in Shimane — an early free-cooling, container-type data centre in Japan. In February 2012 it launched IIJmio, whose cheap SIM-based mobile data created Japan’s budget-SIM market and pushed the MVNO business from B2B into B2C. In June 2013 Suzuki moved up to chairman and CEO, and Eijiro Katsu — a former administrative vice-minister of finance — became president, IIJ’s first top executive recruited from outside. In 2018 IIJ launched Japan’s first full MVNO, owning even the SIM issuance and management functions.

By the end of the 2010s the stock model had become an engine of steady, structural profit growth. In 2019 IIJ delisted its ADRs from Nasdaq — roughly twenty years after listing — and opened the Shirai Data Center Campus in Chiba as a wholly owned core asset for its cloud and operations business, later a base for sovereign-cloud demand. Enterprise recurring revenue and step-by-step gains in operating profit took hold: in the year to March 2021, operating profit jumped by more than seventy per cent as remote-work, DX and cloud demand lifted IIJ’s main services all at once.

In May 2023 came the reversal of 2003. NTT sold down its stake, IIJ left NTT’s equity-method affiliation, and it simultaneously signed a capital-and-business alliance with KDDI — leaving it a top shareholder shared equally between the two telecom giants. Twenty years after the Crosswave rescue had forced it under NTT, IIJ had rebuilt a capital structure equidistant from both, restoring — in ownership terms this time — the independent-ISP concept it was founded on. The alliance also strengthened its hand as a full MVNO, letting it secure wholesale lines from both NTT Docomo and KDDI.

The generational handover followed the same logic of recruiting expertise from the state. In April 2025 Katsu retired and Yasuhiko Taniwaki — a former director-general of the telecommunications bureau at the Ministry of Internal Affairs and Communications — became president, calling this IIJ’s “second founding” and pointing the company at a data-distribution business and at government sovereign-cloud demand. In February 2026 IIJ set up Sensifia, an IoT joint venture with Sony Semiconductor Solutions. Revenue reached $2.1B (¥317bn) in the year to March 2025 — roughly eight times its scale at the time of the Crosswave collapse — and chairman Suzuki now speaks of “a company that can see ¥1 trillion in sales.”