Financial Adviser: 5 Business Lessons Everyone Can Learn from Rommel Ng, Co-founder and CEO of Buffalo Wings N’ Things

In the highly competitive restaurant industry, turning a small food business into a successful national chain requires more than a good menu. For Rommel Ng, co-founder of Buffalo’s Wings N’ Things, the journey involved years of working for established restaurant companies, learning from a failed business venture, and eventually building a restaurant brand of his own.

Ng grew up in a family familiar with the restaurant business. His grandfather, a Chinese immigrant who arrived in the Philippines in the 1950s, operated a small food business in Valenzuela, where Ng gained early exposure to the industry. However, he initially wanted to pursue a career in journalism.

Ng studied Communication at the University of the Philippines and graduated in 1993. While still in college, he worked part-time at Jollibee, where he developed an interest in the restaurant industry. After graduation, he chose a career in restaurant management rather than journalism. He later joined established restaurant chains such as Outback Steakhouse and Shakey’s Pizza, where he gained valuable experience in restaurant operations and management.

Despite his extensive experience, Ng's first attempt at entrepreneurship ended in failure when his catering business struggled and eventually closed. He returned to corporate employment, where he continued developing his management skills and gaining experience in restaurant operations and franchising.

In 2009, Ng and his business partners opened the first Buffalo’s Wings N’ Things restaurant at Ortigas Home Depot in Pasig City. The restaurant gradually attracted a loyal customer base with its American-style chicken wings and comfort food, which helped the business expand into a restaurant chain.

More than 15 years after opening its first restaurant, Buffalo’s Wings N’ Things has established itself as a recognizable homegrown restaurant brand. Beyond managing the company, Ng also shares his experience and helps other restaurant entrepreneurs through The Resto Coach.

How did Ng turn an unsuccessful business venture into a growing restaurant chain? What lessons from his years in the restaurant industry helped him build his own brand? And how did he overcome the challenges of expanding a business while surviving one of the industry's most difficult periods?

Here are five business lessons entrepreneurs can learn from Rommel Ng, co-founder and CEO of Buffalo’s Wings N’ Things:

Entrepreneurial success is not determined simply by the number of years spent working in an industry. It depends on how effectively individuals use their experience to acquire knowledge and prepare for the responsibilities of business ownership.

Working in established organizations provides aspiring entrepreneurs with opportunities to understand how successful businesses operate. Exposure to different functions of business can help them develop an understanding of how decisions affect overall performance.

However, experience alone does not guarantee entrepreneurial competence. Individuals must actively observe, ask questions, and apply what they learn. Failures and setbacks can also provide valuable lessons, particularly about managing financial uncertainty and making decisions that directly affect their own capital.

Ng developed his entrepreneurial skills by learning from different jobs and taking on new responsibilities. Instead of relying on what he already knew, he looked for opportunities to gain more experience in the restaurant business. Ng also made it a habit to ask questions and learn from people in different industries. His curiosity helped him gain new ideas and understand different ways of doing business.

His failed catering business taught him another important lesson. Despite his years of experience in restaurant management, he realized that knowing how to operate a restaurant was not enough to succeed as an entrepreneur.

By returning to employment, Ng had the opportunity to gain more experience and improve his management skills. One of the most valuable results of his career was the relationships he built with former colleagues. Their trust in his experience and abilities eventually led to the opportunity to become a partner in Buffalo's Wings N' Things.

“I literally grew up in a restaurant environment,” Ng says. “But I didn't take on the entrepreneurial spirit right away. I studied to become a journalist sa UP Diliman. And then, while I was studying, I needed to work. So to support part of my expenses while studying, I worked in Jollibee Monumento Grand Central, because I studied in Diliman.

“Since Monumento was halfway between UP Diliman and my home, I worked there, usually taking the closing shift. So I think that’s how I developed yung passion ko for becoming a restaurateur.  I worked for the Jollibee Group for five to six years. From service crew, when I graduated, I applied to become a manager. And then eventually, I had an opportunity to apply for a new concept ng Bistro, Outback Steakhouse.

“I moved to Bistro kasi I wanted to grow. I felt that fast food was good, but everything was relatively easy to do. You know, it's hard work, but you open a bag, put it in, and heat it. You don't really learn the deeper technicalities of the restaurant business.

“I opened Outback Steakhouse in Makati in 1999. We trained in the States before opening dito under Bistro Holdings. I think, number one, that was my first trip abroad. So it was quite an experience for me because imagine, being trained in the US.

“But it was game-changing, life-changing for me because I was assigned to a store na yung trainer namin was a five-time Managing Partner of the Year. I really learned a lot from her. She was operating the store like an owner of the business. She really paid attention to all the details from repairs and maintenance to food costs.

“Dun nag-transition yung mindset ko na you can operate a restaurant as an owner, not as an employee. So I think that solidified my understanding of the restaurant business, eh. Because of the training, dun na ko natuto sa concept of profit sharing, and how you can increase your profit. You're not just dependent on your salary if you're involved in the ownership of the business.

“You know, I've always been very observant, and that's one thing I enjoy doing. I don't even think of it as a burden. I enjoy asking questions because I'm very curious, no? So even when I play basketball, I intentionally choose to play with people from different industries so I can learn other perspectives.

“And then I would always hear stories about retirement pay and retirement plans. So sabi ko, walang ganyan sa restaurant industry, ah? Thinking ahead, I realized that I wouldn't have the same retirement benefits in my line of work. So I thought, once you've gained enough experience, ang natural dapat na gawin mo is you open your own business, right? So that was my mindset.

“I don't know bakit ganon yung mindset ko, but I always gave myself deadlines. I knew how tedious and physically demanding the work was in the restaurant industry. Mabigat ang trabaho sa restaurant, eh. You're always standing, working, washing dishes, etcetera. So sabi ko, I cannot do this for a long time. I told myself that before I reached 35 years old, I needed to move out of daily restaurant operations, maybe become an area manager or take on a higher operations role.

“So having that as a goal, that led to my next opportunity. Nag-business ako, catering. The catering business was a turning point in my life because akala ko ready na ko to do business, but I failed miserably. You think you know, basta you know how to do this kasi kaya mong mag-produce ng quality food, and then I realized it was more time-consuming, and I was not ready.

“So I went back to work. Nalugi yung negosyo ko. You know, the Lord works in mysterious ways. I was walking in Glorietta, in front of my former store sa Outback Steakhouse. And I saw a former colleague. Sabi niya, ‘You know what? I'm looking for a new operating partner for the Philippines.’ So it turns out yung dati kong boss sa Outback nag-resign and naghahanap sila ng operating partner.

“So bumalik ako sa Outback. I became the operating partner for the whole country. So ayun, fast-forward, we were able to turn things around, and we sold it to the franchisee for Southeast Asia, and then I left.

“The interesting part of the story is that my former boss at Outback asked me for my help about their Italian restaurant. Sabi niya ‘You remember this guy? He needs help. Can you help him figure out what he needs to do with this restaurant?’ So tinulungan ko. Sabi ko, ‘Ito yung assessment ko. Ito yung tingin ko.’

“After assessing, natuwa sila dun sa tinulong ko. And then sabi niya, ‘We're going to open another restaurant.’ So sige, sabi ko. Then one day, they invited me over sa Ortigas Home Depot, so kala ko kakain kami or ano. Then sabi niya, ‘This is the space,’ sabi niyang ganyan. Sabi ko, ‘The space for what?’ ‘The new restaurant that we're going to open. Sali ka,’ sabi niya. So they convinced me to join them. Sabi ko, ‘Sige, sure, sure.’ That was Buffalo's Wings N' Things. We opened in 2009.

“I had a job at the time when we opened Buffalo's Wings “N Things, kasi takot na ko mag-negosyo lang, so I said hindi ako bibitaw sa employment ko. I will help and I will invest to start this business, but I will not let go of my employment.

“So I helped during the first few months of Buffalo’s. Pagkatapos kong magtrabaho literally, I go to the store after office hours. When Buffalo’s started it was dinner only. Tatlo kaming active na partners eh, pero apat kami.

“My co-founder was the pioneer kitchen manager of Friday's in the Philippines in 1995 before he got assigned to Outback. The other founders naman also worked for other restaurant concepts. The four of us developed the concept collaboratively.”

Starting a business does not always require inventing a new product. Many successful businesses are built around existing products that already have strong customer demand.

Building a business around a proven product has certain advantages. Since customers are already familiar with the product, entrepreneurs may spend less time and money convincing them to try it.

Entrepreneurs must identify what existing competitors are not providing. This could be a more affordable price, better quality or a different customer experience. The challenge is to offer something that gives customers a compelling reason to choose the new business over established alternatives.

Ng and his partners’ decision to build Buffalo's Wings N' Things around chicken wings was based on his understanding of customer demand. However, he recognized that strong demand for an appetizer did not necessarily mean customers would visit a restaurant specializing in it. The challenge was to turn a popular menu item into a business that could attract enough customers on its own.

His experience in the restaurant industry gave him an advantage in assessing this opportunity. He understood what customers ordered, how restaurants priced their products, and the costs involved in preparing them. This knowledge allowed him to identify a potential market that other restaurant operators had not fully developed.

One of Ng's most important decisions was to compete on value rather than simply offer another version of an existing product. At the time, chicken wings were relatively expensive at established American restaurant chains. By making them more affordable, he could attract customers who enjoyed the product but were unwilling to pay premium restaurant prices.

His pricing strategy was supported by careful cost management. Rather than reduce the quality of the chicken wings, Ng and his partners examined the components of each serving and removed items that added cost without being essential to the main product. This allowed them to offer a lower selling price while maintaining the quality that customers expected.

Rather than spend heavily on advertising, Ng relied initially on personal invitations and recommendations. This allowed the business to introduce its products to potential customers at relatively little cost.

His decision to invite American and Filipino-American basketball players also served a marketing purpose. Because the restaurant offered American-style comfort food, their presence helped establish an image that was consistent with the concept. For a small restaurant without an established reputation, such associations could encourage curious customers to give it a try.

More importantly, Ng understood that attracting customers once was not enough. The restaurant needed to deliver a satisfying experience that would encourage repeat visits and recommendations. His emphasis on maintaining product quality helped support the word-of-mouth marketing on which the business depended.

“When we started meeting about this business, na-figure namin what was the best-selling appetizer in the market,” he says. “We all knew that the number one selling appetizer in the American restaurant brands we worked for, like Outback and Friday's, was always chicken wings.

“And ang mare-realize mo, ang number one appetizer parati wings. Pero wala pang wing-centric restaurant sa Pilipinas dati. During one of my trips to the US, I saw a restaurant concept specializing in wings. Sabi ko, wala pang ganto sa Pilipinas.

“At that time, there was a local wing resto pero ang diskarte niya, medyo Filipino style. Yung flavors niya mas matatamis, so sabi namin, at Outback at the time, wings were selling for P425 per plate. Imagine ha, 2009, P425 for one plate of wings. Sa Friday's, P395 for one plate of wings. So there was an opportunity to make American comfort food, not just wings na more accessible to the Filipino market. So that was the strategy.

“Another thing is, at that time, believe it or not, in 2009, nobody was really using wings. Mura ang wings eh. Pinakamura yung wings dati I remember parang P100, it was something ridiculously low, parang P96 per kilo yata ang wings. Kasi walang gumagamit.

“So we took advantage of that. And then, for our plate, we removed the things that were not essential, like the carrots and celery. Yun ang mas mahal pa minsan sa wings, eh. And then the blue cheese, we made it optional. So we were able to serve half a pound of wings, mga five to six pieces, at P124 when we opened.

“So, you know, hindi naman kami naging biglang success. Kasi yung lugar namin at the time hindi naman kilala. Nasa eskinita kami, ngayon Upper Deck na yan, eh. Mura yung rent kasi dati, but there was a market. Nandon yung mga offices, nandyan yung mga tenants ng mall.

“So for the first few months, we were just inviting friends. Wala pang Facebook masyado so message-message kami. I would come in with my backpack. We would buy yung prepaid, tapos lo-load kami, mag-message kami sa mga friends namin. Oh, we're located here. We opened a restaurant. Invite lang mga friends.

“Ako, diskarte ko yung mga, kasi mahilig ako sa basketball, eh. So I would invite imports, I would invite Fil-Ams para pag nakita ng tao, mga Amerikano kumakain dito sa. Hole in the wall yan.

“So anyway, one thing na common denominator namin is that we are all quality guys. We never compromise on quality. Word got around and then we started getting people from as far as Alabang, from Navotas. Ortigas Home Depot, tapos gabi.

“And then one Friday night, it happened. Akala namin yung katabi namin na café resto yung puno. Yun pala, everyone was waiting for us to open the restaurant. And then after that, dire-diretso na.

“It took us mga three months to pick up, but we were confident kasi ang ganda ng feedback ng tao. So it was just a matter of spreading the word. And during those times, binibisita na kami ng mga landlords. Tinitignan nila ano 'tong bagong concept.

One of the most important skills entrepreneurs must develop is the ability to listen to the market and adjust their business strategies accordingly. No matter how carefully a business is planned, its success ultimately depends on how well it responds to customer needs and preferences.

Entrepreneurs often start businesses based on their own understanding of what customers want. However, these assumptions may not always reflect actual customer behavior.

What business owners believe customers value may be different from what customers are really looking for. Recognizing this difference can help entrepreneurs discover new opportunities and avoid costly mistakes.

Ng's discovery that customers were bringing their own rice revealed an unmet need. Customers were willing to make an additional effort to enjoy his product in a way the restaurant had not anticipated.

For entrepreneurs, such behavior can be more valuable than ordinary customer feedback. When customers find their own solutions to something a business does not provide, they are showing a need that may be strong enough to support a new product or service.

Ng also recognized that responding to this demand could create opportunities beyond simply selling rice. By making chicken wings suitable for regular meals, he changed the economics of the business.

Although customers wanted rice, Ng did not simply imitate established fried-chicken restaurants. Instead, he differentiated his rice offering by introducing flavored rice rather than plain rice, which allowed the business to meet customer preferences while maintaining its distinctive brand positioning.

“The malls were inviting us, but sabi namin, hindi kami papasok sa mall, so we opened outside the mall, mas mababa rent, in Greenhills and then BF Aguirre pero dalawang sunod pareho nagsara,” Ng says. “Kasi we misunderstood our market. We thought drinking was driving our business. Kasi kala namin pang-inuman, may wings.

“So tinignan namin maigi. We asked our customers. Then we realized people were eating the wings with rice. Wala kaming rice eh, they were buying rice and bringing it to the store. Nakita namin na bakit ang tagal nating hindi nakita to? Majority of our customers want to eat the wings with rice.

“So that gave us the idea na we can open for lunch. So we started opening for lunch in Home Depot. And that was the game changer. Kasi kinakain siya for lunch, so pwede sa mall, diba? And then we started to offer lunch. Hindi pa kami bumigay dun sa plain rice, kasi we didn't want to be compared to Chickenjoy. We didn't want to be compared to other chicken concepts, so we started with dirty rice. Yan yung signature item namin, yung chili with flavored rice. Hindi siya plain rice.

“Successful kami nung nag-lunch kami sa Home Depot. Dumoble benta namin halos. So sabi ko baka pwede na tayo sa mall. In-invite kami ng SM sa North EDSA at saka Megamall.

“Necessity is the mother of invention. Lack of resources is sometimes a blessing. Very efficient yung first store, eh. So anyway, sabi namin, pag pumasok tayo sa mall, hindi tayo pwedeng malaki kasi wala tayong resources. Risky, di ba? So dun namin na-create yung tinatawag naming fun casual model.

“You sit down, you get served, pero maliit lang siya. So we had to reconfigure. The strength of the brand kasi is that the kitchen is very efficient. Yung menu niya is very compact. Parang In-N-Out. Just a few items, pero it's giving you the revenue.

“So our strategy worked, and we had 17 mostly company-owned stores. At that time, hindi pa rin ako nakukumbinsing magbitaw sa employment ko. And then, competition happened. Hypercompetition. Unli wings yung ibang brands, so sabi ng partners ko, ‘kailangan na namin bumalik ka. We need you to focus on Buffalo's.

“So in 2015, the company was struggling. We didn’t have solid plan for marketing. So sabi ko, ‘if we're not the most popular wings concept now, we have to be the most accessible. So mag-expand tayo, okay? Mag-expand tayo through franchising.

Sabi ko, pivot tayo. Ako magbi-business development. I resigned na from my job. Full-time na ko. I took a big pay cut. During that year, we turned around the business. We had to refranchise some of the stores and we had to close some.

“The money we would earn from franchising, we had to reinvest to make us credible franchisors. We focused our energy on expansion. So by the end of 2019, we were at 50 stores. It was a validation of how good the business was. And how much they liked our service and support.”

Building a successful business is not always about pursuing opportunities for personal gain. Sometimes, valuable opportunities arise when entrepreneurs are willing to help others by sharing their knowledge and experience without expecting immediate rewards.

In business, relationships are often built on trust. Entrepreneurs who consistently help others can establish a reputation for reliability and professionalism. Over time, these qualities can make people more willing to work with them and introduce them to potential business partners.

However, helping others should not be treated merely as a strategy for obtaining favors in return. People can often recognize when assistance is motivated primarily by personal gain. Genuine willingness to contribute creates stronger relationships because it encourages mutual respect and trust.

One of Ng's strengths was his ability to use his industry knowledge to help others make better business decisions. By sharing his experience with foreign investors interested in entering the Philippine restaurant market, he helped them understand the local business environment and the challenges they might face.

Ng was able to establish his credibility by putting his knowledge into practice. Rather than simply presenting his qualifications, he gave the investors an opportunity to evaluate his business judgment firsthand.

People may be impressed by an entrepreneur's credentials, but their confidence often grows when they see how that person approaches problems and makes decisions. By offering practical advice without asking for payment, Ng was able to earn the investors' trust.

Ng created an opportunity for himself because he first helped others pursue theirs. His experience shows how sharing knowledge and building strong relationships can lead to unexpected business opportunities.

“Talagang ang bait ng Diyos sa akin, kasi yung client ko sa consulting, natuwa siya, dinala niya ako sa conference sa Dubai. Nilibre niya ako. Sabi niya, ‘Coach, punta tayo sa Dubai.’

“So we attended the restaurant conference in Dubai. This was pre-pandemic. And then, during the last breakfast of the conference, I met an old friend. Sabi niya, ‘I'm now with Dickey's Barbecue Pit. Do you know of a franchisee in the Philippines?’ So sabi ko, ‘Wala, eh, but I'll help you.’

“Fast-forward, nag-pandemic. Late 2020, tumawag sa akin etong friend ko. Sabi niya, ‘Somebody signed up for the Philippines. Can you help me? Just, you know, give an introduction about the market and help them out.’  Sabi ko, ‘Sure.’ You know, ano gagawin mo sa pandemic? It's online. Let's do online meetings.

“So nag-meeting kami, and natuwa sa akin kasi hindi ako naniningil. Sabi ko, why would I even ask for payment? Eh, one hour, two hours, and you're investing in our country. Natuwa yung investors, mag-ama sila. They are Chinese-Burmese-Americans. Sa US na sila naka-based, so online, online lang, and then he visited. It was three years in the making.

“Then sabi ko sa kanila, ‘The way I see your situation, and based on my experience, the best way to enter the market is to acquire an existing restaurant company kasi you're in the States. You're just going to visit, maybe six months. You need an established restaurant company already in the Philippines and you need cash flows.

“Kasi ang common mistake ng iba, they try to bring in a concept. They're expecting na sobrang blockbuster kaagad. From my experience, mga dalawa, tatlong tindahan bago ka maging successful. All the expenses, imagine bringing a concept from abroad: franchise fee, royalties, importation, licenses, et cetera, et cetera.

“Sabi ko, ‘That's the strategy. That's the culmination of my consultation. So find a restaurant company to purchase.’ Napangiti siya and sabi niya, ‘Why? Are you selling Buffalo's?’ Sabi ko, ‘Well, I have to find out with my partners. But are you open to the idea?’

“So like any other group, siguro iba-iba na kayo ng goals, eh, no? Some of my partners wanted to exit. So doon nagsimula yon. And then I told my co-founders, ‘You know, I know of a person who can deliver your goal of exiting, but ako, I will stay.’ Inunahan ko na sila. I will stay. Sabi ko, ‘Because I think I still need to be with Buffalo's.’

“They also have a restaurant in the US, Rangoon Ruby, which is a Burmese cuisine restaurant. So that's why we have Rangoon Ruby here.

As a company grows, entrepreneurs need people who can take on greater responsibilities and lead others effectively. Without a strong leadership team, business expansion can become difficult because too many decisions depend on the owner.

Developing future leaders begins with recruiting the right people. Technical skills and experience are important, but character and shared values are equally essential. Employees who have the right attitude and are willing to learn are more likely to develop into leaders who can contribute to the company's long-term success.

Entrepreneurs must also invest time in teaching and mentoring their employees. By sharing their knowledge, business owners can help their people develop the confidence and judgment needed to manage independently.

Ng's approach to developing leaders begins with his belief that character is just as important as competence. A highly skilled manager may deliver good results, but if that person does not share the company's values, conflicts can arise that affect teamwork and decision-making.

Ng’s emphasis on recruiting rather than simply hiring also reflects a more deliberate approach to building management talent. Instead of waiting for qualified applicants, Ng actively looks for people who have already proven themselves in actual working environments. This allows him to assess their performance and potential before bringing them into the organization.

Ng also encourages his people to think strategically rather than simply work harder. His emphasis on analyzing problems and finding better ways to achieve results helps employees develop judgment beyond their daily responsibilities. A manager who understands why a particular strategy works is better prepared to respond when business conditions change.

His practice of documenting knowledge and simplifying management frameworks also makes leadership development more effective. When important decisions and procedures are clearly explained, employees can learn from them and apply the same principles in different situations.

Ng’s regular discussions with executives also create opportunities for them to raise concerns and exchange ideas. This kind of communication can help managers become more confident in making decisions while allowing Ng to identify areas where they need additional support.

“Part of my enjoyment in life is yung analyzing things,” Ng says. “And one of the things that I was able to pitch successfully to our investor during the transition was to bring the people. But kasi part of the value of the company is the people, eh, the leadership. Lalong-lalo na yung leadership, yung culture.

“And our investor was aligned with that. Alam niya yung value ng talent. Because sa akin, people are always important and a priority. But, you know, it's not just about competence. Character is equally important. So I have a rule that alignment is a prerequisite.

“I don't hire people without really checking the character aspect of it, no? Because if they're not aligned with the values of the company, magkakaroon lang ng friction, eh. Magkakaroon lang ng compromise. So I think that's important.

“We don't hire, we recruit. Hindi ka pwe-pwedeng mag-hire lang, yung depend on walk-ins. You have to, sometimes, poach. Pagka kumain ka sa restaurant, nakita mo mahusay, you know, hindi ka na magdadalawang-isip don. Kasi it's not simulated or pretentious. It's real performance that you're seeing, no? Especially for higher-level positions.

“Yan yung principle ko, because, you know, people, brand, business, for me, you now, the dimension of it is that the better you become at leading people, mas advantageous sa'yo, sa company mo yan, eh.

“Kasi you're not just operating restaurants. You're leading people, you're marketing and promoting a brand, and you are managing a business. So some people just focus on this. Magaling na manager, maraming experience. But how about the two important aspects? So keeping that in mind, we try to keep a lean, streamlined team.

“Ang principle namin, if it's too difficult, there's a better way. We would like to work smarter, like it should be strategic. If the goal is, let's say, a round figure, the goal is one billion, there are many ways to get to one billion. Wag kang magpilit don sa mahirap na way.

“If you need to create a new business model, you have to learn quickly from your mistakes. Some of the things that we do here is that pag hindi talaga nagwo-work, we close down. We reposition, we relocate.

“Even for franchisees, I don't waste my time na maga-argue pa. Pag nakita kong hindi sila tamang franchisee, I offer to help them. I'll find another franchisee or I'll buy it back.

“Saka I always explain things to people while I'm doing them. I want to explain para magkaroon ako ng work-life harmony. Kasi pag hindi ako nagturo, ako gagawa lahat. Dito, we call it work-life harmony, not work-life balance. Because if it's work-life balance, magkasing bigat yung work at saka yung life, nag-balance, eh?

“So, work-life harmony. And that appeals to them as a motivation, eh. How do we achieve work-life harmony? Work smarter. Hire your next in line. Be very diligent in recruiting people. Otherwise, you will do everything. Yun yung mga principles, I think, that help people get excited about work. They don't see it as work, I hope. But, you know, hope is not a strategy, sabi nga.

“I think, unang-una, and it's always a priority for me, is to make sure that your reputation as a person is intact. I don't compromise in terms of integrity. Ang parameter ko sa integrity is unquestioned integrity. Yun yung standard ko sa sarili ko.

“Because I want to hold myself accountable, knowing that I have a lot of responsibilities. I see it as an accountability, eh. Yung pagiging presidente ko, yung pagiging co-founder ko ng Buffalo's, whatever stage of my life, I always see it as an accountability, no?

“I owe it to my parents, I owe it to my community. Imagine the disappointment if I get involved in any form of scandal or ano mang bagay.

“Kasi yung trust is two things: character and competence. Even kung gaano ka man kagaling, kung yung character mo na-compromise, wala na yon, eh. So that's number one for me, and I think it's very important sa business. To be good citizens, to pay your taxes, et cetera.

“And then number two is I always prioritize my commitment to improve as a leader, no? Leadership evolves. Iba na yung generation. But it's not an excuse for us to insist na, ‘Oh, yung generation namin yung tama,’ no? I don't believe in that.

“I believe that you should evolve as a leader. And the way to do that is to always continue to learn, seek learning intentionally. Learn from other businesspeople, learn from other leaders. Learn from your employees.

“I do weekly one-on-ones with my ExeCom. Just to listen to them, to provide support, to assist. And then lastly is to work with frameworks. If you notice, I have a lot of frameworks. Purpose to result, which is purpose, vision, strategy. I always tell them worrying is a product of not understanding, and that the better option is to analyze.

“So sawang-sawa na yang mga yan sa analyze, strategize, no? Plan, prepare, and organize. Because I think anything that's worth learning and worth sharing should be documented. And it should be easy to understand, no?

“Hindi mo pwe-pwedeng make it too complex na ikaw lang yung nakakaintindi. You create an image of being a guru. I don't believe in that. That's why I'm being careful pati sa Resto Coach. People call me Coach, but I'm not really comfortable with it because I want to be seen as somebody who's ano lang, ready to support.

“Because I experienced that in my life, eh, no? Yung times na, you know, there'll be one or two people who will help you and who will listen to you. And as you grow older, you realize na kumokonti na lang yung nakikinig sa'yo. So you have to continually improve and learn. But, you know, siguro to sum it up, life is about people. It's not about things. It's not about resources or business. It's about people. You pursue significance, success will naturally follow.”