Financial Adviser: 5 Business Lessons Everyone Can Learn from Chef Chele González, Founder of Gallery by Chele and Asador Alfonso

Jose Luis “Chele” Gonzalez is a Spanish-born chef and restaurateur who has become one of the most influential figures in the Philippine fine-dining scene. Known for blending global culinary techniques with local Filipino ingredients, he has helped redefine modern gastronomy in the country while championing sustainability and regional produce.

Born in Spain’s Cantabria region, González built his culinary foundation in Europe, working and training in some of the world’s most celebrated kitchens. His career includes experience at globally acclaimed restaurants such as El Bulli, Arzak, Mugaritz, and El Celler de Can Roca which are institutions widely regarded as pioneers of modern gastronomy in Spain.

In the late 2000s, González began traveling to Asia and eventually chose the Philippines as his new base. He accepted a position at a luxury hotel in Manila, marking the start of a long relationship with the country’s culinary scene. Over time, he became deeply inspired by the diversity of local ingredients and traditions, which would later shape his cooking philosophy.

In 2013, González opened his flagship restaurant, Gallery by Chele, in Bonifacio Global City. The restaurant quickly gained international attention for its creative tasting menus that reinterpret Filipino flavors through modern techniques and storytelling. The concept focuses heavily on local sourcing, with the team working closely with farmers and indigenous communities across the Philippines.

The restaurant’s achievements culminated in 2025 when Gallery by Chele received a Michelin Star, one of the first awarded in the inaugural Michelin Guide Philippines. The restaurant also earned a Michelin Green Star for its commitment to sustainability and responsible sourcing.

Beyond his flagship restaurant, González has built a diverse portfolio of culinary concepts. These include Asador Alfonso, a Spanish roasting-house concept that also earned a Michelin Star, as well as other ventures such as Enye by Chele Gonzalez, Cantabria by Chele Gonzalez, and the casual Deli by Chele brand.

His culinary work has been recognized internationally. Gallery by Chele has appeared on the Asia’s 50 Best Restaurants list, while González himself has received global recognition at The Best Chef Awards, which highlights his influence in the global gastronomic community.

Today, Chef Chele González continues to push culinary boundaries while advocating for Filipino ingredients on the global stage. Through collaborations with farmers, artisans, and fellow chefs, he promotes a philosophy that celebrates place, sustainability, and cultural respect which turns the Philippines into both his professional platform and adopted home.

How did Chef González manage to build a successful fine-dining restaurant in the Philippines at a time when tasting menus and modern gastronomy were still unfamiliar to many diners? What personal principles allowed him to persist through the difficult years, from starting again as a culinary apprentice to eventually earning global recognition for his restaurants?

Here are the five business lessons every entrepreneur can learn from Chef Chele Gonzalez:

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Following your passion becomes meaningful only when you are willing to act on it. Many people discover what they love, but far fewer are prepared to reorganize their lives around that discovery. Passion may reveal what matters to you, but it is action that turns that realization into a new direction.

When someone chooses to pursue a passion, even if it means starting over from the bottom, it requires courage and commitment. Starting again often tests whether the passion is genuine, because it demands sacrifice and patience. Yet it is precisely this process that builds mastery.

When people pursue what they truly care about, they tend to work harder and persevere through setbacks that might discourage others. Over time, passion combined with action creates work that is more authentic and meaningful, because it reflects personal conviction rather than mere obligation.

Chef Chele González’s story illustrates a pattern often seen among people who eventually reach mastery: they do not merely recognize what excites them, they restructure their lives around it. At the time he discovered his interest in cooking, he was already a young entrepreneur running a nightclub at the age of 21.

In practical terms, he was not starting from failure but from relative success and independence. Walking away from that position to pursue culinary training required him to trade financial stability for uncertainty.

González did not rely on passion alone. He acted on it by putting himself in the best place to learn. By enrolling in culinary school in Spain’s Basque Country, he entered a region known for its culinary excellence. More importantly, he chose to work as an intern in Michelin-starred kitchens, often without pay. Instead of focusing on how quickly he could succeed, González focused on learning as much as he could and mastering his craft.

“Before I became a chef, I studied marketing and also completed one year of psychology,” he says. “The thing is, when I was a young kid, I didn’t really like to eat that much. It was really over the years that I became inspired, and cooking became one of my passions. At first, it was just a hobby like cooking for friends.

“Slowly, slowly, I opened my first business when I was 21. I opened a club because I was a DJ. It was very challenging, but I learned a lot because we borrowed money from the bank. We were doing okay, but in Spain the laws about sound and acoustic levels are very strict. Because of that, we needed to invest a lot in acoustic systems for the club, which cost a lot of money.

“Anyway, I was able to sell the business, pay everything, and start again from zero. When I was 24 years old, it was like, “Okay, this is my new life. What do I do?” I remember when I owned the club, I used to go to Michelin-star restaurants to eat. So I started educating myself. My passion, my heart, told me at that time that I wanted to become a chef. Everybody would say, ‘You are crazy. You are already a business owner, and now you want to start from scratch from the very bottom?’

“But there was a voice inside me, a fire inside me, that really felt that this was what I wanted to do. And I don’t know, sometimes you need to listen to yourself. You need to listen to the voice inside you.

“My family looked at me like, ‘Here he goes again with another crazy idea.’ But obviously it was something special. There was a special connection and love for cooking that made me go deep into what it means to be a chef.

“So I went to culinary school in Spain, in the Basque Country. The Basque Country is considered one of the best culinary regions in the world. It is in the north of Spain. My region is just about one hour away from there. I’m from Cantabria, Santander.

“Because I already had a degree, I focused only on culinary studies. It was a two-year program. After that, because I had some money from my previous business when I sold it, I was able to do stage internships, which basically means working for free. But you learn a lot. So I worked in two or three Michelin-star restaurants in my country as an apprentice.

“For me, it was about working with the best of the best and learning because it was my passion. I trained with some of the best chefs and restaurants in the world, many of them with three Michelin stars.”

Consumer preferences evolve and competition increases. A business that continues operating the same way despite these changes risks becoming irrelevant.

Adaptation helps a company stay aligned with what customers actually want, instead of relying on what the business originally thought they wanted. In many industries, success does not come from having the best original idea, but from being able to respond quickly when the market changes.

When new competitors enter the market or trends change, strategies that once worked may stop producing the same results. Businesses that fail to adjust often experience declining sales, lower profits, or loss of market share. Those that adapt can reposition themselves and create new offerings that better match what customers want.

One of the first signs of González’s adaptability appeared even before he opened his own restaurant. After many years working in fine-dining kitchens in Europe, he realized that the environment was no longer sustainable for him personally. Burnout forced him to rethink his path.

Instead of continuing in the same direction, he chose to explore opportunities in Asia. By choosing the Philippines over Thailand, he placed himself in a market where fine dining was still developing.

When a typhoon damaged Sofitel Philippine Plaza and forced the hotel to close, González lost his job. Instead of leaving the country, he saw the disruption as a chance to reposition himself. He moved to Shangri-La Boracay, where he continued building relationships in the industry. These connections eventually led to his partnership with the Calma family and the opening of Gallery by Chele in 2013.

The structure of Gallery by Chele shows how González adapted his business to the local market. When it first opened, the space had two concepts: a Spanish tapas restaurant and a fine-dining restaurant. The tapas restaurant attracted a wider audience and generated steady income, while the fine-dining concept allowed him to pursue his culinary vision. At that time, relying only on fine dining would have been risky because tasting menus were still unfamiliar to many diners.

Later, when the market changed as more Spanish restaurants opened in Manila and fine dining became more popular among Filipino diners, González pivoted the business. The two-concept setup was removed, the restaurant was renovated and transformed into Gallery by Chele, a single concept with a clearer identity.

After the pivot, González further refined the restaurant’s identity. Instead of continuing with purely European fine dining, he focused on Filipino ingredients. This helped the restaurant stand out. Instead of competing with other Spanish restaurants, Gallery by Chele became known for interpreting Filipino ingredients in a creative, international way.

“From there, I started working in restaurants, including places that now also have Michelin stars,” González says. After many years in fine dining, I felt burned out. I wanted to come to Asia because I felt I wanted to be here, at least for a period of time for vacation.

“I had the opportunity to receive a job offer in Thailand, in Bangkok, and also here in the Philippines. And then I decided that, when I was doing the food testing and going back and forth between the Philippines and Thailand, there was something that made me feel comfortable here. It was something that made me like it more here. So I said, I will take the job offer in the Philippines.

“Before moving here, I had already vacationed in the Philippines and Thailand. When I traveled again, it was my second time visiting the Philippines. My vacation was here, and I told myself: I will resign from my job. I want to change my life. So I said that when I go on my holiday, I am not coming back. I will just look for a job there.

“So I started working for Sofitel Philippine Plaza in 2011. I didn’t expect that my life would change completely and that I would, in some way, become Filipino.

“Then, when I was at Sofitel Philippine Plaza, a typhoon came and damaged the hotel. I don’t know if you remember Spiral? It was flooded, and Sofitel was closed, I think, for about a year. So I lost my job. And I said, ‘I don’t want to leave. I am so happy here.’ So I moved to Shangri-La Boracay. I started working at Shangri-La Boracay, and from there my partners, the Calma family, offered me the opportunity to open a restaurant in BGC. So in 2013, we opened Gallery by Chele.

“When this restaurant started in 2013, there were actually two restaurants inside this space. The place is almost 800 square meters, so it is very big. The space was divided into two concepts. One was Basque, which was a Spanish restaurant serving Spanish tapas. The other was the fine dining restaurant called Gallery Basque.

“The restaurant was also an art gallery. That is why it is called Gallery, because my partner Carlo Calma is an art collector. Many of the art pieces you see here are part of his collection. So there is a lot of art around the restaurant.

“It was profitable at the beginning because we focused more on the casual tapas restaurant. It was modern Spanish tapas, which was something new at that time. Gallery Basque eventually entered Asia’s 50 Best Restaurants and became known as one of the best restaurants in Asia. Later on, many Spanish restaurants started opening. That was the time we needed to change direction. At the same time, fine dining started becoming more popular.

“Over time, we decided to keep only one concept, so we did a renovation. Gallery Basque became Gallery by Chele. Actually, the restaurant is inspired by Filipino ingredients. About 90 percent of what we put on the table is Filipino produce. We try to work with farmers and local producers, using endemic ingredients. This is what is called territory cuisine. So basically, the restaurant is inspired by the Philippines.

“I have traveled a lot around the country looking for local ingredients. I have met many communities around the Philippines. I became fascinated with Filipino flavors and Filipino cuisine because it was all new to me.

“So the philosophy of the restaurant is that we don’t do Filipino cuisine. We are not considered a Filipino restaurant. Instead, we are a restaurant inspired by the Philippines. The flavor profile includes many Filipino flavors and Southeast Asian influences. So it is an Asian restaurant, but with freedom. We don’t like to be tagged as a particular type of cuisine. It is more about how we interpret Filipino ingredients in a creative way.

“We continued working hard and improving every year. When we started with fine dining, it was not very appealing to Filipinos at that time. Our communications team even told us that we were not allowed to use the words ‘fine dining.’ So it became something between fine dining and a casual restaurant.”

When people associate your name with consistent standards, they begin to trust that anything connected to you will meet a certain level of excellence. This trust reduces uncertainty for customers and partners. Instead of evaluating every product or project from scratch, they rely on the reputation behind your name.

A strong personal brand also creates long-term opportunities. When your work consistently reflects quality, people start seeking you out. This can open doors to new ventures and collaborations. In many industries, individuals who build a trusted reputation are able to expand into multiple businesses because their name itself becomes a signal of reliability.

González’s personal brand was not created through marketing alone but through the consistent behavior and standards he demonstrated over time. By renaming the concept Gallery by Chele, he effectively placed his personal reputation behind the business. Attaching one’s name to a brand creates accountability.

If the restaurant fails to deliver quality, it does not merely damage a company’s reputation, it directly affects the individual behind it. González therefore turned his name into a guarantee of standards.

González does not limit his work to one type of restaurant. His portfolio ranges from fine dining to casual deli concepts, cheesecake products, catering services, and consulting work with hotels. Despite these differences, he emphasizes one common principle: quality must remain constant regardless of the concept.

González’s personal work ethic also plays a critical role in shaping this reputation. In industries like hospitality, where quality depends heavily on attention to detail, a leader’s dedication often sets the tone for the entire organization. When teams see that the founder personally invests long hours and maintains high standards, it reinforces the brand’s credibility internally and externally.

González acknowledges that working in the Philippines required significant adjustment. As a foreign chef, he had to learn how Filipino teams communicate, how they respond to leadership, and how cultural values such as kindness shape workplace dynamics. Instead of imposing his own style, he gradually adapted his leadership approach. This willingness to adjust reflects emotional intelligence, an often overlooked component of strong personal brands.

“In 2018, when we renovated the whole restaurant, we focused on only one concept and to avoid losing the Gallery brand, we decided to attach my name to it,” he says. “I think there are two brands involved. One is Chele Gonzalez, which has become a brand itself. My name has become a brand because I have different restaurants and I also work as a consultant. Even if the concept is simple or casual, I always focus on quality. I always focus on doing something well. I even have a cheesecake business, a deli business, and a catering business.

“We focus on experiences and quality. Because of the way I work, I am a very hard worker, I sometimes work between 12 to 16 hours a day. I am a perfectionist and I have a very innovative mind. Because of those aspects, Chele Gonzalez is also considered a brand. So we have two brands here: Gallery as a restaurant and Chele Gonzalez as a brand.

“Gallery by Chele, on the other hand, is a life project. For me, this is more than a restaurant. It is something where I put so much passion, love, heart, and long hours of work. For me, it is not just a restaurant, it is something much deeper.

“With the people who have been working with me for almost 13 years, this project has grown into something bigger than just me. It is a personal life project, but as a brand, Gallery by Chele represents hundreds of people who have worked here, hundreds of Filipinos who have dedicated their time.

“Because of all these people who have spent over a decade working here, the restaurant has been able to evolve and become better. So this is really a beautiful project that highlights Filipinos and the Philippines. Of course, it is led by a foreigner, a Spaniard who came here, fell in love with the Philippines, and wanted to be part of this journey. I would call it a culinary journey.

“Today, my two flagship restaurants are Asador Alfonso and Gallery by Chele. Asador Alfonso also received one Michelin star. It is a Spanish concept, a Spanish roasting house. It is very traditional but executed with finesse. We try to bring fine dining standards to Spanish roasting cuisine.

“I also have the Deli by Chele brand, which is a sandwich and deli concept. They are small, very casual deli-style sandwich places. I also have Cheesecake by Chele. I also have Chele Catering. And as a consultant, I also work with hotels. These are partnerships, so we work together with partners on these F&B outlets.

“There was also a lot of frustration along the way. I remember going home many times feeling frustrated. Working with Filipinos sometimes felt Western because of the historical Spanish influence, so I felt close to Filipinos culturally. There are also many American influences in the country. But at the end of the day, Filipinos still feel very Asian inside.

“As a foreigner who comes to the Philippines, or to any country, you need to adjust. The one who needs to adjust is you. So I had to re-educate myself many times and understand that I was in a different culture and that I needed to adapt to it.

“But I learned so much, and I think I grew a lot from that experience. Filipinos value kindness. And many people say that living in the Philippines is dangerous, but for me I never experienced that. I think Filipinos are very warm and very kind in general.

“For example, Spaniards are very temperamental, very expressive. We argue a lot. But Filipinos are much sweeter. So I had to adjust, but in that journey I learned a lot. I think I became a better person and a better leader. Over the years, even through very difficult situations, I learned how to lead.

“Sometimes I felt very frustrated because I couldn’t reach the level I wanted. But over time, especially through kindness, I was able to connect well with my team. And together, as a team, we worked and grew together and eventually became very successful.”

When a leader focuses on developing others, the responsibility and capability of the team expand. Instead of relying on a single decision-maker, the organization becomes stronger because multiple people are able to think, lead, and solve problems. This creates a more resilient business where progress does not depend on one individual.

Developing leaders also improves performance. When people feel trusted and respected, they are more motivated to give their best work. Employees who are encouraged to grow tend to take greater ownership of their roles. Rather than simply completing tasks, they begin to think about how to improve the business and solve challenges.

González’s approach to leadership reveals a deliberate effort to shift authority away from hierarchy and toward empowerment. By framing his role as someone whose job is “to bring out the best” in others, he redefines leadership as a developmental function.

González develops leaders by building a “happy environment” where people feel motivated to come to work and contribute fully. This focus reflects his understanding that high performance in hospitality does not emerge purely from technical skill. It also depends on psychological conditions such as trust, respect, and a sense of belonging.

This approach naturally leads to another principle in González’s leadership style: reciprocity. He believes that if someone commits to the organization, the leader must also take care of that person. Instead of treating employees as replaceable labor, he treats them as collaborators whose growth is tied to the growth of the organization. Over time, this mutual commitment helps cultivate loyalty and stability within the team.

Early in González’s career, he realized that excellence cannot be forced through fear or pressure alone. Instead, it requires a leadership style that motivates people rather than intimidates them.

González also institutionalizes leadership development through clear systems and standards. Once the team matured, he established structures in which everyone understood their roles and responsibilities. This clarity allows individuals to operate with confidence and accountability.

González openly acknowledges that he does not always have the correct answer and that he sometimes changes his mind after hearing feedback from his team. This openness reinforces a culture where employees feel comfortable sharing ideas and perspectives.

In many organizations, hierarchical leadership discourages such dialogue, which limits innovation and problem-solving. By contrast, González’s willingness to listen encourages participation and collective thinking, both of which are essential for developing new leaders within the organization.

“I don’t allow anyone to call me ‘boss,’” he says. “I hate that word. I tell them, I’m your leader. My job is not to be above you or below you. My role is simply different from yours. As a leader, my job is to bring out the best in you. My job is to create a happy environment where people can come to work and give their best. And I also give back to them.

“If they become regular members of the team and part of the core group, I always ask myself: what can I do for them? How can I give them a better lifestyle? How can I help them grow? For people who have worked with us for a long time, we increase their salaries and take care of them.

“So I think a leader must first take full responsibility. A leader must also bring out the best in each individual and create strong teams and a positive work environment. That is where I focus a lot of my time.

“I look for people who are committed, responsible, and who care about the business. I want people who do not see the business as just a place to work, but who are truly committed. Because I am committed too. I look for people who enjoy what they do. I think that is key, they need to enjoy their work.

“It is very difficult to find people like that. But when you find them, you must take care of them. I think that is our responsibility as leaders. If you find someone good, be good to them. It is a very simple rule in life: be kind and good to people who are kind and good to you. That will open many opportunities in your life.

“Be kind. Because most people will respond to kindness. Of course, there are bad people, but I would say that 90 percent of the time, if you are kind to people, they will be kind to you. If you respect them, they will respect you.

“When I was young, sometimes I felt insecure and wanted to look cool or cared too much about what people thought of me. At that time, I sometimes wondered why someone seemed to dislike me. But life is actually simple. When you like someone, usually there is empathy and the other person will like you too. When you don’t like someone, the other person probably feels the same way. So if you are kind and respectful, people will usually respond the same way. That is how empathy works. That is how you build a team.

“Today, Gallery by Chele is a happy place for me. It is a happy place because it represents a dream that came true. But not because of Michelin recognition. For many years, I went home frustrated or even crying because I was trying to achieve a very high level of execution and finesse, and I couldn’t reach it yet. I had to re-educate myself and learn the right way to approach my team, to become a leader who motivates people rather than scares them.

“Eventually, it happened. We became a team. We created systems where everyone has a clear role and everyone is motivated. Not everyone stays forever, some people leave, but I always try to motivate them. I tell them: these are the standards, and this is what we need to do.

“You always have key people who truly understand the vision and are committed. And then everyone works in the same direction. As a leader, you must establish those standards and make them clear.

“That’s why when people ask me if the success is about me, I say no. It is about teamwork. I am just a leader. My job is to develop other leaders around me.

“Another secret is listening. Listen to your team. Listen to what they need. Sometimes I will agree with them, sometimes I will not. Sometimes I will change my mind after hearing them. But I always analyze the situation and try to make the right decision. And even when you make the wrong decision, experience helps you minimize the impact.

“Failure is very important. It is impossible to run a business, or even live life, without making mistakes. But when you have failed before, you learn to minimize the damage.

“With experience, you begin to anticipate things. You move slowly, making decisions that will not compromise the business. In my experience, it is very difficult to make money immediately in the F&B industry. Most of my businesses only started making real money after four or five years, once the investment was recovered.

“Sometimes in malls you only have a three-year contract, but my brand is more long-term. It is about quality and doing things the right way, not about quick short-term profits. That is the way I approach business.”

What works today may not work tomorrow. Businesses that stop learning often become outdated, while those that continue improving are better able to adapt to new trends and stay relevant to their customers.

When leaders remain curious and open to new knowledge, they create space for creativity within the organization. New techniques and better ways of working often emerge from continuous learning. This not only helps the business grow but also keeps the team motivated because they feel they are part of something that is constantly evolving.

Businesses that keep improving are better prepared to face challenges and maintain high standards. Instead of remaining stagnant, they evolve with the market and continue creating value for customers over time.

González’s mindset is one of constant self-renewal. Rather than treating success as a point of arrival, he views it as a continuous process of improvement. Reading, observing the market, dining at other restaurants, and experimenting with techniques are not occasional activities for him but part of a routine. This habit prevents complacency.

González repeatedly emphasizes that ideas come from the team. This perspective reveals his understanding that innovation rarely emerges from a single person. By surrounding himself with knowledgeable collaborators and giving them visibility, he creates an environment where creativity can circulate across the organization.

González also grounds his innovation in deep engagement with local ingredients and culture. His travels across the Philippines to discover products, communities, and traditional practices reveal that curiosity in his case is not abstract but experiential.

By visiting provinces and meeting producers, he builds a direct understanding of the raw materials that define his cuisine. This process allows innovation to emerge organically from the environment rather than being imposed artificially. New dishes are not simply inventions; they are reinterpretations of ingredients and traditions he encounters during his research.

“I think that if you consider Chele González as a brand, innovation will never stop,” he says. “That’s my personality. I am always reading something. I always observe the market. I always look at how you need to update yourself. I never stop, never, ever. I am a very creative person, and I am always thinking of something new to improve.

“I research by dining at other places, educating myself, reading a lot, experimenting with new techniques, and surrounding myself with people who are very knowledgeable. Again, teamwork, teamwork, teamwork. Ideas come from the team. As an individual, you cannot achieve anything without your team.

“Chele Gonzalez is nothing without the partners and the people who work with me. I am nobody without my team. That is why teamwork is so important, and it is also important to give visibility to the rest of the team. When I went on stage at Michelin, I was never on stage by myself. I was always with my partners and my chef partners because they are the ones who make it happen.

“Of course, there is competition in the industry, but I do not see others as competitors. I see them as people in the industry who do things well. I compete only with myself. I try to be a better version of my business and a better version of myself. I don’t chase awards. I am already 50 years old, and I don’t need to prove anything to anybody. I simply try to do things in the way that I believe they should be done.

“I travel around the Philippines to research local ingredients. I have been to many places, from Coron to Cagayan de Oro, Ilocos, and many other areas. If your restaurant is about local ingredients but you do not understand their sources, how can you do your job properly? You need to be truthful about what you do. I think that is very important.

“If you are opening a restaurant, there are two important tips: First, have an identity. What is your identity? Who are you? What makes you different from the rest? Why does your restaurant exist?

“Second, do not become too obsessive. Sometimes philosophies and identities change and mature over time. Sometimes we become close-minded about what we want to do, and then the business fails. You need to stay open because a business or a restaurant is like a baby. A baby grows and changes over time.

“You also need to balance passion with business. You must balance both. Identity is very important, but you must also adjust and balance your vision with the realities of the business.

“For me, I am careful about how I describe what we do because I do not want to disrespect anyone. I am not Filipino. Because of that, I do not call what we do Filipino cuisine. I call it Southeast Asian cuisine. But there is a lot of Filipino influence in what we do.

“For example, I love kare-kare. I may be inspired by it, but I would never say that my version is a Filipino dish. I would say it is inspired by a Filipino dish. Again, it comes back to respect. I do not want anyone to feel that their culture is being disrespected.

“Sometimes I go to the provinces and discover something completely new, like a rice wine I had never tasted before. I taste it and think, ‘This is amazing.’ Then I want to go back to the kitchen and create something new.

“Creativity is very important. To be creative, you need freedom. What we do here is about creativity and innovation. If you create too many cultural walls, for example, saying, ‘we only do Filipino cuisine,’ then creativity becomes limited.

“If you label your food too strictly and create something slightly different, someone may say, ‘This is not Filipino cuisine.’ That limits creativity. It is better not to put labels. Instead, we say that what we do is innovation and creativity inspired by Filipino ingredients.

“We want to be free. We do not want cultural or social limitations. And because I am not Filipino, I want to make sure that no one feels disrespected by what we do.”

Henry Ong, RFP, is an entrepreneur, financial planning advocate and business advisor. Email Henry for business advice [email protected] or follow him on Twitter @henryong888