In the year 2000, Jokokan was bleeding to death, as most of the directors had also had family and a successful career to focus on. At the same time, the Jokokan association was down to around 40-45 members spread over three Jokokan schools. Jokokan had to change and adapt the totally elitist system so that there was room for everyone – the opening of the breadth of Yakami-ryu.

It was therefore vital that Jokokan successfully carried out a complete turnaround of both organization and systems. There was only one person in Jokokan's organization who had business experience with turnarounds and expansion, and knew what a difficult process this involved. It was both luck and bad luck that this was also the highest ranked and ranked Yakami-ryu practitioner. But Jokokan Denmark, a member of Jokokan Europe, had no choice. A turnaround had to be carried out, at the same time as a violent expansion.

A strategic plan 2000-2006 was drawn up, which was consistently implemented for Jokokan's survival under the motto "One for all, and all for one" - it had to be a team effort, so that none of the 18 Jokokan managers experienced extreme workloads. It would quickly turn out to be "One-Two for all".