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Compelling Content, Copywriting and Translating for SMEs in Japan, France and Germany.
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ドイツ語 から 英語: Aldi customers forced to change habits General field: ビジネス/金融
原書のテキスト - ドイツ語 Aldi-Kunden sollen künftig für die dünnen Plastiktüten für Obst und Gemüse einen symbolischen Preis von einem Cent bezahlen. Die Maßnahme gab das Unternehmen am Dienstag bekannt. Zuvor hatte die„Süddeutsche Zeitung“ unter Berufung auf Unternehmenskreise berichtet. Aldi Nord und Aldi Süd reagieren damit auf Kritik am vielen Plastik in den Geschäften.
Der Mitteilung von Aldi zufolge soll die Änderung bereits diesen Sommer eintreten. Ab Herbst soll es demzufolge auch wiederverwendbare Mehrwegnetze geben.
Laut neuen Zahlen des Bundesumweltministeriums wurden im vergangenen Jahr in Deutschland mehr als drei Milliarden der sogenannten Knoten- oder Hemdchenbeutel verbraucht. Das entspricht im Schnitt 37 Stück pro Verbraucher. Das ist zwar etwas weniger als 2017, aber mehr als in den Jahren 2015 und 2016. Grund ist unter anderem, dass Kunden ihre Einkäufe in die kostenlosen Knotenbeutel packen, seitdem Kunststoff-Tragetaschen kostenpflichtig sind.
翻訳 - 英語 Plans are afoot to charge Aldi customers a symbolic one cent for each plastic bag they use to wrap their fruit and vegetables. The company announced the measure on Tuesday following reports in the “Süddeutsche Zeitung“ newspaper citing company sources. The move by Aldi Nord and Aldi Süd comes in response to criticism of excessive plastic used in business.
Aldi's statement said the initiative was expected to be rolled out this summer and will also involve providing customers with reusable nets from autumn onwards.
New figures released by the Federal Environment Ministry reveal that more than three billion ‘knot’ or ‘t-shirt’ style bags were consumed in Germany last year. The figure equates to 37 bags per consumer and while down on the 2017 total, it still exceeds the figures for 2015 and 2016. One reason for the move is the tendency among customers to carry their shopping home in the free knot bags ever since plastic carrier bags became chargeable.
フランス語 から 英語: L’avion long-courrier du futur vu par KLM General field: 技術/工学 Detailed field: 航空宇宙/航空/宇宙
原書のテキスト - フランス語 L’avion long-courrier du futur vu par KLM (vidéo)
Publié le 5 juin 2019 à 09h00 par François Duclos
dans Actualité, Perspective, Technologie - 17 commentaires
La compagnie aérienne KLM Royal Dutch Airlines va appuyer l’Université de Delft sur son concept Flying-V, qui adopte une approche totalement différente de la conception des aéronefs, en prévision et en soutien du futur vol durable sur de longues distances.
Conçu à l’origine comme un « avion potentiel pour l’avenir », le Flying-V « peut être comparé à l’avion le plus avancé d’aujourd’hui, l’Airbus A350 » selon la compagnie nationale néerlandaise. Bien que l’avion avec ses 55m ne soit pas aussi long que l’A350, il a la même envergure (65m) ; cela lui permettra d’utiliser sans difficulté les infrastructures existantes dans les aéroports, tels que les portes et les pistes, et l’avion s’intégrera également dans le même hangar que l’A350. De plus, le Flying-V transportera le même nombre de passagers – 314 en configuration standard bi-classe – et le même volume de fret, 160 m3. Le Flying-V sera plus petit que l’A350, ce qui lui donnera moins de résistance aérodynamique. La conception en forme de V de l’avion intégrera la cabine passagers, la soute et les réservoirs de carburant dans les ailes. Grâce à sa forme aérodynamique améliorée et à son poids réduit, il devrait utiliser 20% de carburant en moins que l’Airbus A350. Une maquette volante et une partie grandeur nature de l’intérieur du Flying-V seront officiellement présentées aux KLM Experience Days à l’aéroport d’Amsterdam-Schiphol en octobre prochain, à l’occasion du 100e anniversaire de KLM.
Le Flying-V est propulsé par les moteurs à double flux « les plus économiques en carburant existants » ; dans sa conception actuelle, il vole toujours au kérosène, mais il peut « facilement être adapté » pour tirer parti des innovations du système de propulsion, en utilisant par exemple des turboréacteurs boostés électriquement. Le concept offre également aux chercheurs une occasion unique d’améliorer l’expérience des passagers dans les avions, de la disposition des sièges dans les ailes à la conception des sièges et des salles de bains. Tout doit être aussi léger que possible afin de maximiser l’efficacité de la nouvelle forme d’avion.
Le président et directeur général de KLM, Pieter Elbers, et le doyen de la faculté d’ingénierie aérospatiale de l’université de technologie de Delft (TU Delft), le professeur Henri Werij, ont signé le 3 juin 2019 un nouvel accord de coopération visant à rendre l’aviation plus durable, lors de l’assemblée générale annuelle de l’IATA à Séoul. « Ces dernières années, KLM est devenu un pionnier du développement durable dans le secteur du transport aérien. Le développement de l’aviation a beaucoup apporté au monde et nous a permis de connecter les gens. Ce privilège est associé à une énorme responsabilité pour notre planète », a déclaré dans un communiqué Pieter Elbers, président et directeur général de KLM. La compagnie néerlandaise « prend cela très au sérieux et investit depuis de nombreuses années dans la durabilité à différents niveaux, ce qui lui permet de développer un large éventail d’initiatives en matière de durabilité. Nous sommes fiers de notre relation de coopération avec la TU Delft, qui cadre bien avec la stratégie de KLM et constitue un jalon important pour nous sur la voie du renforcement de l’aviation durable ».
Henri Werij, doyen de la faculté d’ingénierie aérospatiale de l’Université technique de Delft, se dit « extrêmement heureux de pouvoir coopérer avec notre partenaire de confiance, KLM, dans notre mission commune visant à rendre l’aviation plus durable. Les conceptions d’avions radicalement nouvelles et à haut rendement énergétique telles que le Flying-V sont importantes à cet égard, tout comme les nouvelles formes de propulsion. Notre objectif ultime est un vol sans émission. Notre coopération avec KLM offre une formidable opportunité d’apporter un réel changement ».
翻訳 - 英語 Published on 5 June 2019 at 09h00 by François Duclos
in Latest news, Perspective, Technology - 17 comments
KLM Royal Dutch Airlines is throwing its weight behind the Flying-V concept unveiled by the University of Delft, a total rethink in aircraft design, reflecting and supporting the aim of sustainable long-distance aviation.
Originally conceived as a “potential aircraft for the future”, the Flying-V is “on a par with today’s cutting edge aircraft, the Airbus A350” according to the Dutch national airline. At 55m long, although shorter than the A350, the aircraft boasts an equivalent wingspan (65m); which will enable seamless use of existing airport infrastructure, such as gates and runways as well as ensuring it will fit into all A350 hangars. Moreover, while the Flying-V will accommodate the same number of passengers - 314 in the standard two-class configuration - and the same 160 m3 of freight, a more compact structure than the A350 means less aerodynamic resistance. Within a V-shaped design, the aircraft incorporates the passenger cabin, freight compartment and fuel tanks in its wings. Aerodynamically superior and lighter than the Airbus A350, it should use 20% less fuel. A flying model and a full-scale mock-up of the Flying-V interior will be officially unveiled during the KLM Experience Days at Amsterdam-Schiphol Airport next October, as part of events to mark KLM’s centenary.
The Flying-V is powered by dual-flow engines offering “unrivalled fuel efficiency” and despite flying on kerosene as things stand, can “easily be adapted” to exploit propulsion system innovations, by using electrically powered turbojet engines for example. The design also offers researchers a unique opportunity to improve the air passenger experience on board, from seat layout in wings, to seat and bathroom design. Everything has to be as light as possible to maximize the efficiency of the new aircraft shape.
KLM President and CEO Pieter Elbers and Professor Henri Werij, Dean of the Faculty of Aerospace Engineering at Delft University of Technology (TU Delft), signed a new cooperation agreement for more sustainable aviation on June 3, 2019, at IATA’s Annual General Meeting in Seoul. “Recent years have seen KLM set the benchmark for sustainable development in the aviation sector. Progress in this field has given much to the world and allowed us to connect people. But this privilege comes with huge responsibility for our planet,” said Pieter Elbers, President and CEO of KLM, in a statement. The Dutch company “takes this very seriously and has been investing in sustainability across the board for many years, allowing it to develop a wide range of sustainability initiatives. We are proud of the cooperation we’ve established with TU Delft, which dovetails KLM’s strategy and represents a key milestone for us as part of efforts to consolidate sustainable aviation.
Henri Werij, Dean of the Aerospace Engineering Faculty at the Delft University of Technology, proclaimed himself “delighted at the chance to cooperate with our trusted partner, KLM, in a joint mission to make aviation more sustainable. Radically new and energy-efficient aircraft designs such as the Flying-V count in this respect, as do new forms of propulsion. What we ultimately target is an emission-free flight and cooperating with KLM paves the way to make that change a reality.”
日本語 から 英語: Recruitment General field: ビジネス/金融 Detailed field: ビジネス/商業(一般)
翻訳 - 英語 “The personnel of the foreign IT business I took over never stopped giving me this message: ‘Japanese recruitment is strange.’ And they weren’t far wrong – recruitment here really was in a lamentable state. Company A has a budget of 100 million yen to cover recruiters' coffee costs, while Company B needs to interview 60,000 people, so each interview only lasts 5 minutes ... The ideal sought by companies and students alike is to identify one applicant best aligned to the company he/she is searching for and offer that person a job accordingly. I wanted to develop a solution to boost recruitment productivity so that we could meet each and every student."
日本語 から 英語: A European launch built on Japanese manufacturing discipline General field: ビジネス/金融 Detailed field: 製造
翻訳 - 英語 As we enter the European market, the last thing we want is to reduce the manufacturing capability that has earned us trust in Japan to the vague claim of “high quality”. Quality is an outcome. Behind it lies a system of checks at every stage, early detection of abnormalities, improvement proposals from the factory floor and support that continues after delivery.
European customers need more than the specifications printed in a catalogue. They want to know who makes the decision when a problem occurs, what information is shared and how quickly corrective action will follow. They also need to understand how we will meet local regulations and commercial expectations without losing the technical strengths of our Japanese headquarters. These practical questions require specific evidence, not reassuring adjectives.
We are therefore doing more than translating our sales material. We are redesigning the way we explain the business to Europe. We will set out our quality-control process, responsibilities, improvement cases, delivery management and after-sales support in a form that customers can use to make decisions. Our European team will have defined authority, with a clear boundary between local decisions and matters requiring headquarters approval.
The value of Japanese manufacturing lies in more than attention to detail. It lies in keeping promises, making problems visible and building a system that prevents the same failure from happening twice. That is the discipline through which we intend to earn trust in Europe, in both our words and our actions.
ドイツ語 から 英語: Predictive maintenance without the sales fog General field: 技術/工学 Detailed field: オートメ化&ロボット学
原書のテキスト - ドイツ語 Vorausschauende Wartung wird häufig so vermarktet, als könne eine Software jeden ungeplanten Stillstand verhindern. In der Praxis beginnt ein belastbares System jedoch nicht mit künstlicher Intelligenz, sondern mit einer sauberen technischen Bestandsaufnahme. Welche Maschinen sind kritisch? Welche Ausfallarten treten tatsächlich auf? Welche Sensordaten sind verfügbar, zuverlässig und wirtschaftlich nutzbar?
Für einen mittelständischen Produktionsbetrieb ist es selten sinnvoll, sämtliche Anlagen gleichzeitig zu vernetzen. Ein Pilot sollte dort beginnen, wo ein Ausfall hohe Kosten verursacht und gleichzeitig genügend historische Daten oder eindeutige Zustandsmerkmale vorliegen. Das kann beispielsweise ein Motor sein, dessen Schwingungsverhalten sich vor einem Lagerschaden verändert, oder eine Pumpe, bei der Temperatur und Leistungsaufnahme frühzeitig auf Verschleiß hinweisen.
Ebenso wichtig ist die Einbindung der Instandhaltung. Ein Warnsignal schafft noch keinen Nutzen. Es muss verständlich sein, eine klare Priorität haben und zu einem Arbeitsablauf führen: prüfen, Ursache bestätigen, Ersatzteil bereitstellen, Eingriff planen und Ergebnis dokumentieren. Wenn das System zu viele Fehlalarme erzeugt, verliert das Team schnell das Vertrauen.
Der wirtschaftliche Erfolg sollte deshalb nicht allein an der Anzahl erfasster Datenpunkte gemessen werden. Entscheidend sind vermiedene Stillstandszeiten, besser geplante Wartungsfenster, geringerer Ersatzteilverbrauch und eine längere Lebensdauer der Anlagen. Erst wenn diese Ergebnisse nachweisbar sind, sollte der Ansatz auf weitere Maschinen oder Standorte ausgeweitet werden.
翻訳 - 英語 Predictive maintenance is often sold as though software could eliminate every unplanned stoppage. In practice, a dependable system begins not with artificial intelligence but with a disciplined technical assessment. Which machines are critical? Which failure modes actually occur? What sensor data is available, reliable and economically useful?
For a medium-sized manufacturer, connecting every asset at once rarely makes sense. A pilot should begin where a failure is expensive and there is either sufficient historical data or a clear condition indicator. This might be a motor whose vibration pattern changes before a bearing fails, or a pump where temperature and power consumption provide an early warning of wear.
Maintenance teams must also be involved from the outset. An alert has no value on its own. It needs to be intelligible, carry a clear priority and lead into a practical workflow: inspect the asset, confirm the cause, secure the spare part, schedule the intervention and record the outcome. If the system generates too many false alarms, the people expected to use it will soon stop trusting it.
Commercial success should therefore not be measured by the number of data points collected. The meaningful measures are avoided downtime, better-planned maintenance windows, lower spare-parts consumption and longer equipment life. Only when those gains can be demonstrated should the approach be extended to further machines or sites.
フランス語 から 英語: Turning regional expertise into international demand General field: マーケティング Detailed field: Market Research
原書のテキスト - フランス語 Une destination ne devient pas internationale simplement parce que son site web existe en plusieurs langues. Pour un visiteur étranger, la difficulté commence souvent avant le voyage : il doit comprendre ce qui rend le territoire distinctif, comment y accéder, combien de temps y consacrer et quelles expériences peuvent réellement être réservées.
Les acteurs locaux disposent généralement d’une connaissance remarquable, mais celle-ci reste fragmentée. L’office de tourisme connaît les grands itinéraires, les hôteliers connaissent les attentes des visiteurs, les artisans maîtrisent leurs histoires et les transporteurs savent où se trouvent les points de friction. Pourtant, ces informations sont rarement réunies dans un parcours cohérent.
La première étape consiste donc à écouter. Il faut interroger les visiteurs récents, les professionnels locaux et les partenaires de distribution, puis comparer leurs réponses. Les visiteurs cherchent-ils un séjour culturel, gastronomique, actif ou simplement paisible ? À quel moment abandonnent-ils leur recherche ? Quelles questions reviennent dans les courriels et aux réceptions d’hôtel ? Ces signaux sont plus utiles qu’une campagne fondée uniquement sur des impressions.
Le contenu international doit ensuite répondre à des décisions concrètes. Une belle histoire attire l’attention, mais elle doit être accompagnée d’informations claires sur les transports, les horaires, la saisonnalité, les langues disponibles et la réservation. L’objectif n’est pas d’uniformiser le territoire pour plaire à tout le monde. Il s’agit d’identifier les visiteurs qui apprécieront réellement ce qu’il offre, puis de supprimer les obstacles qui les empêchent de venir.
翻訳 - 英語 A destination does not become international simply because its website is available in several languages. For an overseas visitor, the difficulty often begins before the journey: understanding what makes the place distinctive, how to reach it, how much time to allow and which experiences can actually be booked.
Local organisations usually possess remarkable knowledge, but it is fragmented. The tourism office knows the principal routes, hoteliers understand visitor expectations, craftspeople know the stories behind their work and transport operators see where journeys break down. That intelligence is rarely assembled into one coherent visitor experience.
The first step is therefore to listen. Recent visitors, local professionals and distribution partners should be interviewed, then their answers compared. Are people looking for culture, food, activity or simply peace? At what point do they abandon their research? Which questions recur in emails and at hotel reception desks? These signals are more useful than a campaign built on assumptions alone.
International content must then help people make specific decisions. A strong story earns attention, but it needs clear information on transport, opening times, seasonality, available languages and booking. The aim is not to flatten the region into something that appeals to everyone. It is to identify the visitors who will genuinely value what it offers, then remove the obstacles that prevent them from coming.
英語: Executive message: from literal draft to credible British English General field: ビジネス/金融 Detailed field: ビジネス/商業(一般)
原書のテキスト - 英語 During the last year our company faced many challenges which were not expected before. Energy cost increased, delivery time became longer and customers asked us to explain more clearly what actions we are taking. Nevertheless, all employees made their best effort and therefore we could achieve a result which was almost according to the plan.
For the next business year, we will promote three important activities. First, we will strengthen communication between headquarters and each European location. Information must be shared more speedy and each person should understand who has responsibility. Second, we will improve our digital tools. The purpose is not only reducing work but also making data which supports better decision. Third, we will continue sustainability activities while carefully considering cost and customer needs.
I believe our strength is the long relationship with customers and the high motivation of our people. At the same time, past success does not mean we can continue in the same way. We have to listen more carefully, decide more quickly and make sure that the actions are followed until completion.
I would like to thank all colleagues for their strong support. By working as one team and challenging change positively, I am confident that we can make the next year another important step for our company.
翻訳 - 英語 The past year tested the company in ways we had not anticipated. Energy costs rose, lead times lengthened and customers rightly asked for clearer evidence of how we were responding. Our people met those pressures with considerable commitment, enabling us to deliver a result close to plan.
In the coming year, we will focus on three priorities. First, we will strengthen communication between headquarters and our European operations. Information must move faster, responsibilities must be explicit and local teams must know which decisions they can take themselves. Second, we will improve our digital systems. The objective is not simply to reduce administrative work, but to produce reliable data that supports better decisions. Third, we will continue to advance our sustainability programme, with a clear view of cost, feasibility and customer value.
Our strengths remain the trust we have built with customers and the commitment of our colleagues. Past success, however, is not a licence to stand still. We need to listen more closely, decide more quickly and follow agreed actions through to completion.
Thank you to everyone across the business for your work and support. By acting as one team and approaching change with confidence rather than complacency, we can make the coming year a meaningful step forward.
日本語 から 英語: Corrective action that can survive an audit General field: 医療 Detailed field: 医療: 器具
翻訳 - 英語 This audit will examine more than whether a corrective action has been marked as complete. We will assess whether the root-cause analysis is sound and whether the measures introduced are genuinely capable of preventing recurrence.
The responsible department should distinguish between the immediate cause of the nonconformity, the management or control factors that allowed it to occur and any other processes in which the same risk may be present. Where training has been provided, attendance records alone will not be sufficient. Evidence will also be required to show that the revised procedure is being followed in practice.
The amended process should then be monitored for a defined period and evaluated against the expected outcome. Where an item remains open or the available data are not yet sufficient for a conclusion, it should not be forced into a 'completed' category. The owner, deadline and next review date should be stated clearly.
The purpose of the audit is not to produce a perfect set of files. It is to reduce, continuously and demonstrably, the risks that could affect patients and users.
ドイツ語 から 英語: A company history that earns the next chapter General field: ビジネス/金融 Detailed field: ビジネス/商業(一般)
原書のテキスト - ドイツ語 Ein Jubiläumsbuch darf nicht wie ein verlängertes Firmenarchiv klingen. Jahreszahlen, Standorte und Produktnamen sind wichtig, aber sie erklären nicht, warum Menschen einem Unternehmen über Jahrzehnte vertraut haben. Für die internationale Ausgabe haben wir deshalb jede historische Phase mit einer heutigen Frage verbunden: Welches Problem wurde damals gelöst? Welche Entscheidung veränderte den weiteren Weg? Und was bedeutet diese Erfahrung für Kunden und Mitarbeiter heute? Wo der deutsche Ausgangstext institutionell und distanziert war, wurde die englische Fassung nicht einfach verkürzt. Sie wurde neu geordnet, damit Personen, Konflikte und Entscheidungen sichtbar werden, ohne die historischen Fakten zu verändern. So entstand kein Werbetext, sondern eine glaubwürdige Unternehmensgeschichte mit Relevanz für die Zukunft.
翻訳 - 英語 An anniversary publication should not read like an extended company archive. Dates, locations and product names matter, but they do not explain why people have continued to trust an organisation over several decades.
For the international edition, we therefore connected each historical period with a question that still matters today. What problem was the company trying to solve? Which decision changed its direction? And what does that experience mean for customers and employees now?
Where the German source was institutional and deliberately distant, the English version was not simply shortened. It was restructured so that the people, tensions and decisions became visible without altering the historical record.
The result was not promotional copy dressed up as history. It was a credible corporate narrative with a reason to be read now: a record of how the organisation learned, adapted and earned the right to write its next chapter.
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翻訳教育
Bachelor's degree - University of Manchester
体験
翻訳体験年数： 25. ProZ.comに登録済み: May 2005. 入会日： May 2005.
I translate from Japanese, German and French into native British English. I also edit, rewrite, localise and write English from scratch, and interpret between Japanese and English.
Clients usually bring me the work that cannot merely be correct. It has to read as though it began in English, carry the right authority and stand up to scrutiny by customers, executives, engineers, researchers or the public. I look beyond the sentence to the purpose, audience, terminology, cultural assumptions and the person whose voice is being carried.
I spent 20 years living and working in Japan and am now based in Düsseldorf. My working style is a deliberate combination: Kaizen attention to detail and Japanese customer service, with European flexibility and direct communication. I prepare thoroughly, anticipate questions, keep deadlines and open points visible and say plainly when a literal translation will not work.
I am happy to pick up the phone. Five minutes is often enough for you to hear whether I understand the assignment, the audience and the level of English required.
What I do best
Japanese to English translation and localisation
German and French to English translation
British English editing, proofreading, native checking and rewriting
US to UK English adaptation
Copywriting, transcreation and executive communication
Japanese-English consecutive interpreting for meetings, audits, negotiations, trade fairs and business visits
Research-led content and terminology work when understanding the wider subject is part of the job
British English is my native register. I have also delivered US English for Japanese and international clients for two decades, and I switch deliberately between house styles rather than mixing them by accident.
Where I add the most value
Corporate and executive communication: speeches, articles, websites, thought leadership, internal communication, corporate histories, market reports, presentations, recruitment material and customer-facing content.
Industrial and technical work: manufacturing, automation, RFID and identification technology, automotive, electronics, engineering, quality management, safety, audits and technical B2B marketing.
Healthcare and research: pharmaceuticals, medical devices, healthcare communication, research manuscripts, questionnaires, patient-facing language and specialist editing.
Japan-Europe assignments: Japanese headquarters communicating with European teams, European companies approaching Japan and projects where the words are only half the problem.
Evidence, not adjectives
I completed an eleven-year retained assignment with Recruit Group, covering Japanese-to-English translation, localisation, CEO speeches, corporate articles and international business information.
At SATO Europe, I developed technical B2B content for nine European offices while coordinating Japanese headquarters, local teams, product experts, terminology and approvals. The Head of EU HR later issued a signed reference recommending me for work requiring “enthusiasm, hard work, honesty and perfection”.
My Japanese-English interpreting work includes NIPRO supplier audits at Merck sites, technical meetings and negotiations at K, Interpack support for a Japanese company president and team, five days as MC and interpreter for the Japanese Wagyu programme at ANUGA, three MEDICA assignments and Wire & Tube.
My written English is unusually easy to inspect. I have published 228 long-form LinkedIn articles containing 919,351 words, including large-source research, company and market analysis, interviews and Japan-Europe commentary. You do not have to take “excellent writer” on trust. The full article archive is linked from this profile.
My public ProZ record already includes eight positive Willingness to Work Again reviews and a 5.0 rating. Repeat work matters more to me than a perfect-sounding slogan because a client who returns has tested the work in the real world.
How I work
First, purpose. Who will read this, what must they understand and what must they do next?
Then, evidence. I check terminology, names, figures, source material and internal consistency rather than polishing uncertainty into invisibility.
Then, English. I preserve voice when it matters and rebuild structure when the target text needs a different route.
Finally, service. I keep questions, decisions, deadlines and open points visible. You should not have to chase me to discover what is happening.
I work with Trados Studio, memoQ, Phrase/Memsource, Adobe Acrobat and Microsoft 365. AI-assisted research and comparison are used only where the assignment permits, with confidentiality controls and final human responsibility for every word.
I hold a BA in French and German from the University of Manchester and JLPT Level 1. More importantly, I have spent more than 25 years doing the work.
A sensible next step
Send me a page, a brief, the audience and the deadline. I will tell you plainly whether I am the right fit, what needs clarifying and what it will cost. The work should speak for itself.
キーワード： Japanese to English translator, German to English translator, French to English translator, British English editor, Japanese English interpreter, corporate translation, technical translation, medical translation, market research, executive communications. See more.Japanese to English translator, German to English translator, French to English translator, British English editor, Japanese English interpreter, corporate translation, technical translation, medical translation, market research, executive communications, Düsseldorf, Japan Europe. See less.
入会時期 May '05
専門知識分野 