LocationsIn this interview with UNDP Student Ambassadors in Japan, Tomoki reflects on his path into the UN system through the JPO programme, the experiences that shaped his approach to development work, and the values that continue to guide him in his current role.
JPO Story - Tomoki Matsuura
March 2, 2026
Tomoki with colleagues from UNDP Afghanistan
Photo: UNDP Afghanistan
What inspired you to pursue a career within the United Nations system?
I’ve always wanted to work in the UN system. It goes back to when I was about 12 or 13. I was living in the UK at the time, and I read a book by Sadako Ogata then High Commissioner for Refugees, who was Japanese. It was the first time I learned what life can be like in so-called “developing countries” — something I had no real notion of when I was growing up in Japan and later in the UK. It was an eye-opener for me.
I also grew up as a minority. My family and I were the only people of Asian origin in the community where we lived in the UK, so I know what it feels like to be different or to be on the margins in some way. That shaped my core principles and made me want to work for people who don’t always have the same choices or opportunities that I had.
What motivated you to apply for the JPO programme, and what factors influenced your choice of UNDP as the host organization?
As I moved closer to the development field, the JPO programme felt like the most realistic way to turn that long-held aspiration into a concrete career path within the UN system. UNDP, in particular, was the organization where I felt that I could add value from my previous experiences. Secondly, development is largely about expanding people’s choices — giving people the opportunity to shape their own futures. I’ve been fortunate to have a wide array of choices in my own life and career, and being able to work for an institution that focuses on expanding those choices for others is something I consider a real privilege.
Looking back, which early career decisions and experiences do you think mattered most in becoming a strong JPO candidate?
When I was working at JICA (Japanese International Corporation Agency), I spent about two years in the Africa Division, where I volunteered to cover Djibouti. This was not in my job description but I saw it as a good opportunity to gain hands-on experience and also to work in French, which I thought would be a valuable asset for my future career, especially if I wanted to work in West Africa.
Similarly, I also voluntarily took on a local governance project in Tanzania. At the time, I was mainly in charge of infrastructure projects, but I knew that this was not the thematic area I wanted to focus on in the long run. My academic background was in mediation and peacebuilding, so local governance was the closest thematic area in terms of my interest and long-term ambitions. My first JPO post was as a Governance Analyst in UNDP Bhutan, and without the experiences I had at JICA, I wouldn’t have been able to write anything meaningful about governance on my CV.
I was very lucky to work in a team that was flexible and allowed me to explore different areas, and without that environment, I probably wouldn’t be where I am today. I’m very grateful for the experiences I had at JICA.
Tomoki Matsuura, Project Manager of the Area-Based Approach to Development Emergency Initiatives (ABADEI) at UNDP Afghanistan.
Photo: Aitor Rubio/UNDP
What skills or mindset do you think are most important for succeeding in the UN system?
In my humble opinion, it’s not always the skills or the experience you have that determines whether you succeed in a particular field. What really makes the difference is your mentality and mindset — how you work with others, how open you can be, and how well you function in diverse teams. You can be very smart and highly qualified, but if you can’t work with people from different backgrounds and ways of thinking, you will struggle.
From my experience, this is the single most important factor in being fit for purpose in the UN system, where respect for diversity is one of the core values. I think one of the best ways to prepare for the JPO programme, if you have the time and the means, is to test yourself in diverse environments.
When you first joined UNDP as a JPO in Bhutan, how did the reality of working as a Governance Analyst compare with what you had imagined during the application stage?
When I was applying, I had very few expectations beyond a strong desire to work for the UN system. Back then, in my late twenties, I was focused on showing up every day and giving 110%. Perhaps this mindset was influenced by my experience in the corporate world. And it helped me in Bhutan. I was able to stay flexible and to proactively take on tasks that were not in my job description.
I think that is very important — not only for JPOs, but for anyone working in the system. Taking the initiative, stepping beyond formal roles, and engaging meaningfully with the work as it comes your way, especially in areas you feel you can contribute to, makes a real difference wherever you are.
As manager of the ABADEI programme at UNDP Afghanistan, could you describe your role?
My core responsibility is to make sure that the Country Office’s flagship programme is delivered in a timely way and with quality, while leading a large and diverse team. ABADEI was established after the fall of the previous government in 2021 as a delivery mechanism focused on directly supporting the basic human needs of the Afghan population, designed to bridge humanitarian response with longer-term development through an integrated, area-based approach.
What does area-based programming mean in practice, and how are priorities decided on the ground?
Area-based programming, for me, is really UNDP’s way of building resilience and laying the foundation for sustainable development in conflict-affected and post-conflict settings. I often say it is easier to explain what it is not: it is not a one-size-fits-all approach. It starts with listening closely to communities, identifying their priorities, and designing interventions around those needs, so they can support communities to rebuild their lives and create a foundation for what comes next. While UNDP also does a lot of policy work at national level, area-based programming is much more local and practical.
For example, after an earthquake in eastern Afghanistan, we worked with local authorities and communities to identify urgent needs such as shelter, water, and road access. Instead of addressing these issues separately, we designed a package of interventions that responded to them together.
When it comes to prioritizing resources, I don’t make decisions alone. One of the most important principles of area-based programming is that it is community-led. My role is to support that process, balancing community priorities with available funds. And of course, I cannot do this job without the support of my team.
Tomoki with a colleague and a young female owner of a carpet weaving company that ABADEI supports.
Photo: UNDP Afghanistan
What do you see as UNDP’s distinctive strengths?
Fundamentally, the UN system functions as a network of countries, so there is no single country it can rely on for expertise or resources. What the UN system does have is diversity and a very rich experience from all over the world, and I think that’s one of UNDP’s biggest assets. For example, UNDP played an important role in Singapore’s development pathway in the 1960s and 1970s.
UNDP also has extensive global reach, with operations in around 170 countries. This presence is worth its weight in gold – allowing us to work closely with governments and communities. At the same time, UNDP works across a wide range of project scales — from a $10,000 project in Bhutan to a $50 million programme in Afghanistan. The contexts may be very different, but all equally as important.
Because of the nature of development, UNDP works across sectors — from climate resilience and governance to livelihoods and essential services. No other agency offers that kind of breadth, and if you are someone who is still exploring which thematic area you want to focus on, I think UNDP can be a very good entry point.
Do you have any advice for working professionals and students who are struggling to build a career in the development field?
The JPO programme remains one of the most valuable entry points into the UN system, but success really depends on how strategically you prepare. One important aspect is being clear about your comparative advantage — something that helps you stand out when hundreds of applications are being reviewed every year. I often talk about having a “T-shaped profile”. That means having solid general skills, while also developing one area of expertise that clearly sets you apart.
I would also say it’s important to take calculated risks if you want to build a career in the development field. This career needs a lot of investment in time, resources and effort, but it will be worth it. At the same time, entering the UN system is only the beginning. The real challenge is sustaining performance — consistently doing your best in a very demanding environment. Remember, it’s a marathon, not a sprint.
Editorial note
What stayed with us most from this conversation was how central communication and understanding are to development work — not only within teams, but also in truly grasping how to support crisis-affected communities in meaningful ways.
The conversation also highlighted how a meaningful career is rarely shaped by individual effort alone. It is equally shaped by the environments you are in that are willing to meet you halfway — and how important it is to take initiative to seek those environments.
Finally, we were reminded of the value of presence. Being present — with people, with communities, and with the work itself — is what allows development work to move beyond theory and become genuinely impactful.
Tomoki with fellow JPOs at the predeparture meeting held in Copenhagen in September 2019.
Photo: Aitor Rubio/UNDP
Fortune favours the brave. Always.Tomoki Matsuura
