Financial Adviser: 5 Business Lessons Everyone Can Learn from the Founders of Dermclinic

Building a healthcare business requires more than medical expertise. It also requires trust, accessibility and the ability to adapt as consumer habits change. For dermatologist Dr. Vinson B. Pineda, that opportunity came from a simple idea: make professional skin and hair care easier for Filipinos to access.

As the founder of Dermclinic, Pineda helped develop one of the country’s earliest chains of dermatologist-led skin clinics. Pineda established Dermclinic in 1971 in a small commercial space in front of the University of Santo Tomas in Manila. His own experience with acne helped shape his interest in dermatology and his desire to provide professional skin care to a wider market.

As demand grew, Dermclinic expanded to other locations. A major turning point came in the early 1980s when it opened a branch at Goldcrest Village Square in Makati, which became a prototype for its mall-based clinic model.

The strategy expanded further in the 1990s. Dermclinic opened at SM Sta. Mesa in 1992 and entered Cebu in 1994, followed by other locations across the country. By 2011, the company had grown to over 20 branches.

Pineda also developed businesses beyond clinic consultations. He established the Dermatological Institute Foundation of the Philippines in 1976 to train doctors in dermatology and later developed skin and hair care products, including Regroe, which grew out of his research into hair loss.

More than five decades after its founding, Dermclinic remains an established name in the Philippine dermatology and skin care market. Dr. Vinson Pineda died in 2022 at the age of 86, after spending much of his career building and developing the business he founded.

Today, Dermclinic is led by Dr. Angela Pineda, who entered the business after medical school and eventually assumed leadership of the company. Under her direction, the company continues to build on the medical credibility and patient trust established by its founder while adapting its services and products to a new generation of consumers.

How did Dr Vinson Pineda turn a small dermatology practice into a multi-branch healthcare business? And how is Dr Angela Pineda adapting that legacy for a new generation?

Here are five business lessons entrepreneurs can learn from the story of Dermclinic.

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Moving early into a developing market can give entrepreneurs an important competitive advantage. By identifying changes in customer needs or technology, they have more time to develop expertise, test ideas and establish their position before competition increases.

Being early, however, is not enough. Entrepreneurs must be able to determine whether an emerging opportunity can develop into sustainable demand. Those who recognize the right opportunities and act on them can build capabilities and market credibility that become more difficult for later competitors to replicate.

Dr. Vinson Pineda entered dermatology when the field was still underdeveloped and largely focused on treating skin diseases. Instead of seeing its limitations, he saw its potential to address a wider range of patient needs and recognized how gaps in an immature market could become future opportunities.

He also looked outside the local market for what could come next. His training in the United States exposed him to techniques that were not yet widely available in the Philippines. He then applied what he learned to his practice, which gave him an advantage not only from foresight but also from faster execution.

He also learned from his customers. As more patients came to him, he saw that there was demand for specialized dermatological care. When a client suggested opening a clinic in a mall, he was open to the idea. This helped him respond to customer needs and make his services more accessible.

He understood that growth required more than his own expertise. By training other doctors, he increased the number of patients the business could serve and made expansion possible.

Pineda’s first-mover advantage came from more than being early. He strengthened it through continuous learning, exposure to more advanced markets and investment in people.

“My dad really started from a background where hindi talaga siya galing sa family of doctors,” Angela Pineda says. “So what happened was he had a lot of pimples, meron na talagang siyang sini-seek na derma. So alam na niya talaga yung pathway that he wanted. When he decided to pursue medicine, he already knew that he wanted to specialize in dermatology.

“So back then in the 1960s, he really took the time to study. Dati kasi wala pa ring direct route to dermatology. So he had to go through internal medicine. Kasi it was still very limited. Dermatology was still just a sub-specialty of internal medicine. It's not as recognized as it is today.

“He took up medicine in UERM and later trained in internal medicine at UP-PGH. According to him, while he was at UP-PGH, he received a Rockefeller scholarship, which allowed him to go to the US.

“In the US, he went to New York University to be able to study further, kasi nga he wanted to specialize in dermatology. So, when he did that, he was one of the few who was able to enter into the American Academy of Dermatology.

“And that opportunity allowed him to go back and forth to the US for further training. Kumbaga it's really his savings from his clinic. He was already a doctor, but he really didn't have like that capital. But he really focused on wanting to train in dermatology.

“And I think one of the things that he realized na magaling sa US is the mentoring program and the opportunities that came with it. One of his mentors then was the father of modern hair transplant. So nakasabayan nya din yung mga big names who were starting there. Kaya natutunan niya, and I think that’s also where he kind of became popular. Magaling naman po talaga sila magturo. So they taught him, and they welcomed him because he was eager to learn.

“And then when he came back here, meron na siyang mga naging kaibigan, and he started a small clinic in Tondo. Kasi taga Tondo galing yung dad ko, so his family was originally there. He later put up a clinic in UST. He would describe it to me na dati sa 2nd floor pa nga.

“Patients would go to him. Although, so it's really by word of mouth because ma-PR din talaga siya. And then previously he had some clients. And then his clientele grew, so that’s how he he opened up a clinic.

“I think one of his clients owned a mall, so ang nangyari they offered him na, ‘oh bakit hindi ka mag-open in mall?’ So dahil nga client niya, I think dun nag-start yung idea of opening a clinic in a mall.

“And then alongside that, siya lang din yung isa sa mga dermatologist who was also doing hair transplants. So, very rare pa siya noon. Like hospital lang, so wala pa masyado. So, siya yung medyo nauna in terms of that.

“So, when he started to do that, he started to gain recognition. And then kasi nga konti palang po talaga yung dermatology noon, there were also some doctors who wanted to be trained under him. So that's also how he grew his own practice.

“But along the way, because he was getting patients and he was also training others, kaya medyo siya rin kasi yung isa sa una na who were doing modern dermatology. Dati kasi dermatology was just sakit sa balat, so it's really about the infectious types, or yung makati lang. Hindi talaga siya explored in terms of its aesthetic component. And that’s when he also brought Botox here. Yung Botox. Siya yung nagsimula nong lasers, mainly because he was very, very active in all conferences. Ano man yung natutunan nya, he started to do it in his clinic.

“And because he learned nga the value of having doctors train under him, that's when he was able to do multiple clinics. So dun nag-start yung expansion.”

A company’s ability to maintain consistent standards becomes more difficult as it grows. Growth can put pressure on quality as a business serves more customers and manages more employees and locations.

Businesses that prepare for growth by training people and setting clear quality standards can expand without damaging customer trust. This allows growth to strengthen the business rather than create problems that become harder to control over time.

Dr. Vinson Pineda scaled Dermclinic through a few deliberate choices that reduced the risk of quality deterioration as the business grew.

First, he expanded the supply of trained doctors before expanding the number of clinics. Instead of opening branches first and then looking for people to staff them, he built a pool of doctors through the Dermatology Institute Foundation of the Philippines. This gave Dermclinic more control over how doctors were trained and how patients were treated.

Second, he chose internal capability over franchising. Franchising could have accelerated growth, but it would also have reduced his control over service standards. By keeping training and expansion closer to the organization, he sacrificed some speed in exchange for consistency.

Third, he standardized parts of the medical service through treatment protocols. His acne protocol is a good example. Once a treatment approach becomes more systematic, quality depends less on the judgment of one individual doctor. This makes it easier for multiple doctors and multiple clinics to deliver a more consistent patient experience.

Finally, he linked products to the treatment process. Products such as Regroe and NuDerm extended care beyond the clinic visit. This helped create continuity between consultation, treatment and aftercare. From a business perspective, it also meant that growth did not have to come only from more branches. Products gave Dermclinic another way to serve more customers without putting the same pressure on clinic operations.

“So 1971 siya nag-start ng Dermclinic,” Angela says. “By 1976, he was already training doctors under our school, the Dermatology Institute Foundation of the Philippines. It's a three-year course that trains you in dermatology.

“Naalala ko dati kinikwento nya na may team who wanted to franchise, but yung dad ko kasi was very (strict) with quality. He knows that the more he spreads it out, the quality will suffer. So yun din talaga yung iningatan niya, kaya we focused on training.

“May time talaga na dumami yung clinics. Kasi nga dumami din po yung doctors that were trained. He trained a lot of doctors. I think that was the advantage that he had.

“He had this team of doctors who were with him. And that was also the time in 1980s na he would always attend lahat ng conferences. So kumbaga he was taking not just the learning there, but he was also looking at the strategies that they were already doing well.

“Yung acne kasi very common yan eh pero ang ginawa po niya ay gumawa ng sarili niyang protocol in terms of treating patients. Meron siyang prep and treatment, and then merong post pill. Kasi yun yong nawawala, so yun yung ginawa niya.

“I remember dati tinatanong ko siya kung san niya nakuha yung idea ng acne treatment, and then sabi niya, yung mga derma na tumingin sa kanya dati, hindi siya napapagaling kaya naging very eager siya to make sure na he could develop a treatment that would really work for his patients.

“Kasi in dermatology, karamihan diyan, pupunta yung patients, magpapa-treat. Pero pagkatapos niyan ang tatanungin, ‘Doc, san po ako bibili ng gamot? Anong gagamitin ko after?’ So ganon yun. That’s why he decided to develop his own line of products.

“In the 1980s, he already had his team, meron na siyang doctors. So kinomission niya yung doctors nya, ‘let's do research on minoxidil.’ Because he was reading in journals na yung minoxidil dati ginagamit siya na drug for high blood, but nakita nila yung mga tao nagkaka hypertrichosis or sobra yung hair.  So tinigil nila, pero yun ang nakita nya na advantage, sabi niya, gawin natin for the scalp.

“So local studies talaga na ginawa niya. Yung bahay pa namin dati yung naging laboratory niya. May extension yung bahay namin sa Valle Verde. Yun yung naging laboratory niya. Dun gumagawa sila ng gamot. Tapos ang ginawa nila non, nagpupunta sila ng jail para lang i-test on patients.

“Dun nya na-develop yung Regroe Minoxidil in 1985. Dun din talaga siya nagkaron ng malaking capital for his clinics. Kasi clinic in general, it was very tightly managed. May rent, may gastos. So, medyo mahirap siya. Yung capital talaga nya nakuha niya with Regroe.

“Naging successful yung Regroe, because dermatology talaga is linked with products. So that's when he also developed yung skincare line. We have yung NuDerm, which is anti-aging. It's medicated also. Yun yung mga una niyang dinistribute.

“But aside from that, nag-develop na rin siya nung mga pang babae. Alam niya mahilig mag-skincare yung babae so bumuo na rin talaga siya ng NuDerm line. So kumbaga sabay na nag-gro-grow not just the services but the products. But these products, itong NuDerm, it's exclusive to the clinic.

“Dun na siya nag-start na bumuo ng team. May R&D team na siya, may research team, pero ang concept pa rin po, it's tightly knit with the doctors. Yun yung setup namin. After that, he came up with Dermplus sunscreen naman. So kumbaga yung NuDerm namin na line it's exclusive in the clinic, but all other lines, the expansion ng products are available naman sa Mercury.

“And then, for some reason, naka-connect siya ng mga press people sa industry, so they started to build him up. He had his own channel sa TV. He had the skin and scalp talk dati. Because they saw nga that he had credentials. Parang ganon, referrals lang talaga yung naging beginning niya.”

Successful succession requires the next generation to develop the capabilities needed to manage and grow the company. The next generation needs to understand how the business works, how key decisions are made and what factors drive its success.

Experience across different parts of the organization can also help future leaders build credibility with employees. Formal education and outside experience can further provide skills that may not have been necessary when the founder first built the company.

Dr. Vinson Pineda intentionally exposed her daughter, Dr. Angela to the clinic environment from a young age. Long before she understood the business itself, she was already familiar with its people, culture and the way her father worked. This early exposure later gave her a stronger foundation when she eventually took on a leadership role.

But familiarity alone was not enough. Her father later put her through different departments of the company. This helped her understand how the business worked beyond medicine. Instead of entering directly into a senior role, she had to learn how the different parts of the business connected.

Her medical and dermatology training helped her understand both patient care and clinic operations. This gave her a better understanding of the business, while her experience at the clinic level also helped her build credibility with the people she would eventually lead.

Dr. Angela also recognized that her experience inside Dermclinic was not enough to prepare her for every aspect of leadership. She pursued a master’s degree to strengthen her business knowledge and develop skills she had not gained from medicine or clinic operations. Future leaders need to recognize the skills they lack and develop them before taking on greater responsibilities.

“When I was young, ako rin yung mahilig niyang dalhin sa clinic,” Angela says. “Kaya naalala ko, alam ko yung hair transplant, because I remember I was four or five years old. So familiar sa akin yung clinic, itong opisina.

“After school, nandito ako, tambayan area ko siya. Dati nagco-convention siya, alam ko I was six or seven. Also, pag after school nandiyan siya lagi, hindi ko rin alam saan niya siningit yung oras niya, but he was very intentional. So every break nandun kami sa property nya in Batangas and in Baguio. Nung time na yon parang meron na siya managers, meron na siyang doctors who are leading. He was just there to really ideate and everything. But there were already people who were executing.

“Pag pupunta siyang conference, kasama ako. Nandon lang ako sa kuwarto, attend siyang conference, ako yung kasama niya. So parang later on, yung kausap niya yung isang friend niya, sabi niya yun yong way niya for me to be immersed in the environment.

“Honestly when I was young, wala akong idea about the business kasi nga before nasa Capitol po kami sa Quezon City. So don po kami nakatira. And then yung alam ko lang is pumupunta ako sa clinic niya na nandun sa Capitol. Kaya I never knew about the whole operational thing. I just go to the clinic kapag kailangan ko.

“Pag ka graduate ko ng medicine in 2012, sabi niya, ‘oh work ka na sa opisina.’ Ginanon niya ako. Eh, parang Millennial din ako, so parang napagod na ko kakaaral. Ako kasi I took up pre-med then med dire-diretso. Walang break for a total of 8 years. Doctor na po ako.

“Sabi ko I wanted to take a year off. That was only my plan then saka na ko babalik sa hospital to work. Hindi ko pa plano na mag-derma nung time na yon, but he wanted me to go to the office.

“So he invited me to work here, first time ko mag stay dito. Hindi ko alam yung gagawin because derm medicine is a totally different field. Nakikita ko sa ospital, pasyente, nurse, IV, patient med. Pagdating ko dito it's a totally different setup, corporation-like. So hindi ko siya alam and there were business terms I didn't understand.

“But I started to sit in and then he made a program for me to go around all the departments, to get familiar. So doon ako nag-start. I think he allowed me mga one to two years to do that. After that, I wanted already to go into dermatology. I went straight to his training program. I learned about it. Kasi yung training program po namin, it's linked to the business. Yun din po yung beauty nun. The training program, our hours, our clinic hours are linked to the business. So kumbaga, I was trained by his protégées. So even if it's kind of second-hand information, how they were trained by my dad, yun din yung same training naman that they passed on to me.

“And then during that time, dahil nga connected din siya in the business, I was doing my residency training in the clinic. I was learning about the operations, naiintindihan ko na. It happened hand in hand. Hanggang later on, he started to involve me in the operations already, so kumbaga, my experience in the clinic helped, kasi alam ko yung status ng clinic role. Alam ko yung management within the clinic.

“Never kong nalaman yung extent nito hanggang sa pagpasok ko ng 20 years old. I think my dad was very protective, especially babae ako. So for him, ayaw niyang mahirapan ako with the business. He knows that it's a different animal. That's why I had to initiate na I want this. Kaya nung pagbalik ko in the office, ako yung nagsabi sa kanya na, ‘I'm gonna do this.’

“Kasi una ayaw niya. Alam niya yung mga problema na I was going to face, and he didn't want me to experience that. But I think it was also the right time na I was there. At saka alam ko yung nangyayari sa clinic kasi I was more immersed.

“At that time, sobrang zero yung alam ko about business. To prepare, I thought kailangan ko mag-aral to understand it, so I took my master’s. Nakita ko that this was kind of my pain point, kasi alam ko yung issues and I could see that things were not matching. Parang simple lang naman siya, but because it was a whole corporate thing, and then hindi na siya involved, hindi na niya alam what was happening at the clinic level.”

A strong customer experience can influence whether people trust a business and recommend it to others. Customers may compare prices or services, but their overall experience often determines how they remember the company and whether they remain loyal.

This is especially important in service businesses, where employees directly shape the customer’s experience. Companies therefore need to consider how their people are trained and managed because these factors can affect the quality of service customers receive. When employees feel valued and understand the company’s standards, they are more likely to provide consistent and attentive service.

Dr Angela knows that Dermclinic cannot be managed exactly like a conventional corporation. In a typical sales organization, management can set targets and push employees to sell more. But in a medical setting, this approach can create a conflict. Doctors are trained to think first about what is appropriate for the patient.

She also understands that dermatology requires a different relationship with patients compared with hospital care. Because many treatments are not urgent, patients have more freedom to decide whether to proceed and which option to choose. This means the business cannot depend on medical authority or aggressive selling alone. It has to earn the patient’s trust through clear explanations, so patients do not feel that a treatment or product is being forced on them.

Dr Angela also understands that each clinic has its own “personality.” While Dermclinic needs consistent standards across branches, too much standardization can make the service feel impersonal. The challenge is to maintain consistent quality while preserving the personalized care that patients value.

“That time, ang na-realize ko, how we run Dermclinic is very different,” Angela says. “Hindi siya parang hospital-run, and hindi rin siya like a corporation. It's like a mini clinic setup na talagang iba din yung dealing namin, even now.

“Before, my dad was getting people who would run it, but they were corporate people. Eh, iba po yung management ng doctor. Like, I realized that because doctor ako. Alam ko that we can't treat them as employees. You can't treat them that way. It's like a different animal.

“So that was the advantage that my dad had when he was leading it. Yun yung nahirapan yung kahit sinong manager na ilagay niya. We have to treat them as partners. Hindi siya pwedeng sales. Salespeople, usually alam nila na sales yan. Once you treat doctors na mas sales, they'll feel devalued.

“Kasi the idea of being a doctor, it's we save lives. We have to treat the patient na ganon. Paghinaluan mo ng sales, parang nawawalan na ng ganon, so medyo may push back lang because of that.

“Because the issue is to overproduce so yun yung challenge that we still go through till today kasi nga it's really the background that doctors are coming from. May way na kami that we do it so that it doesn't sound like that, and they don't feel like they're reduced to salespeople.

“Natapos ko naman siya lahat, kasi it's a lot of clinics, parang each clinic kasi has its own personality. If you make it like a commodity, hindi mo na siya mararamdaman. And then the care will not be there. And the clinic pa din, it's a service industry. So you cannot treat patients like ordinary customer, mataas pa rin dapat yung customer service sa clinics. And kapag kunyari the sales push kasi is like, bumenta ka, the doctors will feel like they're not important, or they're not valued, kumbaga the clinic has to be their happy place. If they don't feel that, lalabas yon sa kung pano nila i-treat yung patient. Pag lumabas yon sa patient experience, ‘Ay, ayoko nang bumalik dyan sa doctor na yan.’ So kaya it has to be that.

“And the clinic, there are two separate approaches. That's what I realized na in the hospital kasi, it's more the doctor is kind of authoritative. Right? Uminom ka ng gamot na ‘to, ito yung sa ‘yo, ganyan-ganyan, but with the clinic kasi especially with Dermclinic, it's different, kasi nga hindi naman emergency ang derma. So, the options that we offer aren't really something that we can really push.

“Yung pag ginawa mo ‘to mamamatay ka, walang ganon eh. Hindi siya like that. So, we have to really collaborate it with them na, ‘oh this is my treatment plan. Do you want to do this first?’ That's one of the differences that I saw na iba sa hospital. And when I was doing it in the clinic, I realized na ayoko pala yung hospital. Kasi medyo toxic yung environment compared to this one na more personalized.

“And that was one of the strengths that I had na hindi ko na-discover if hindi ako nag-go through the clinic. Yun yung advantage nung what I was immersed to. So one of the things din that I did, ako kasi nag-rotate ako. Siguro because I was younger then, medyo malakas din yung push ko. Pag walang tao sa clinic, walang pupunta, don ako yung pupunta.

“I became the operations manager mainly kasi nga alam ko yung operations ng clinic. Then within six months or a year, naging GM na ko. Kasi nga no one in the office really knew the clinic, even yung mga pinu-push nila. The challenge was, they didn't know what was happening in the clinic kasi they were managing from an outsider perspective. The difference was, ako kasi I came from the clinic. I understood the operations. I knew about the services. I knew about the products. So hindi ako nahirapan to push for that.”

A business can strengthen loyalty when it treats people with respect. Customers who feel cared for are more likely to return and recommend the company, while employees who feel appreciated are more likely to stay engaged and deliver better service.

This approach can also help a company build a strong reputation over time. When customers and employees believe that the business will treat them fairly, trust becomes part of the company’s value. This can create lasting relationships that competitors may find difficult to replicate.

Dr Angela puts the patient’s outcome ahead of the transaction. This is important because it shifts the business from a sales-driven mindset to a results-driven one. If patients believe that recommendations are based on what they need rather than what generates the most revenue, trust becomes easier to build.

She applies the same principle to how products are marketed. Her preference to “under promise and over deliver” is essentially a decision not to maximize sales through exaggerated claims. In the short term, stronger promises might attract more customers.

But they also raise expectations that the product may not be able to meet. By limiting claims to what Dermclinic believes it can actually deliver, she protects the relationship with the customer. The business may give up some immediate promotional advantage in exchange for greater credibility over time.

Companies normally segment customers according to their economic value, but Dr Angela’s approach suggests that human value and customer value are not always the same thing. Treating someone well even when there is little financial return can reinforce a culture in which employees learn that respect should not depend on how much a person spends.

Dr. Angela also learned this principle by watching how her father treated people. He respected employees and patients regardless of their position or status, which showed her that values become meaningful when leaders practice them consistently. When this behavior is repeated across the organization, it can shape the company’s culture and influence how employees treat customers and one another.

“When I was growing up, that was also the time that my father was very active in church,” Angela says. “I think the number one thing I learned from him was really to trust God. Even during the time of the pandemic, that's what I saw in him.  

“I remember talking to my friend, my good friend, who's also a mentor for me. He talked to him and said, “Doc, pano nyo ‘to na achieved?” And then I remember he was just saying that he just trusted God and just walked where the Lord led him.

“And I think that's important. That's why karamihan pag tinanong mo, how did we really conceptualize? How did he really conceptualize yung Regroe? There really was a problem. He addressed the problem and that's it.

“Second is really to do things, well it's cliché, but to do things with love, or at least know that you're doing it for the good of the majority. Because if you do, I think that's a principle that my dad always had. Whether it's to see patients or to do something, that's why I think it comes across.”

“Yung dad ko po, full disclosure, masakit po yan mag treat. Mabigat po yung kamay niya, but because people know that when he treats patients, and alam nila that they get the end result, they will gladly go for it.

“For me, if alam nila why they have to go through this, even if it's difficult, they would go through it. Kasi later on they'd see the results. So I think that we should do things with the intention of getting the right result for the patient.

“Even the products that we have. Minsan we try as much as possible to not over communicate. If ito lang talaga yung kaya niya i-commit, yan lang. We try to stay committed na we're not going to over promise. We're going to under promise and over deliver as much as possible. So I think that's the second thing that we really try to do.

“And the third is that we value everyone. Kaya nga sabi ko non, when I was younger, I never really knew that he was that, because he would talk to everyone, even staff namin. Like the guard that I have, the security that I have now, was the security that he had ever since, because he had that value for people.

“It doesn't matter nga if ever you're someone who's known or you're someone who's not known. When we attend to them, we treat them na, we try to approach it na they're recognized.

“I remember meron po akong patient, bagger from Landmark. Pag punta niya ng clinic, alam namin na wala siyang budget. Alam mo yung pupunta na titingin lang? Wala ko pera eh. So sabi namin, kinausap ko yung doctor namin. Kasi I remember my dad when he was still alive. Marami yang nakikitang pasyente sa church. Papadala niya yan. May letter na yan, treat nyo ‘o libre, ganon siya.

“So I remember nung time na yon, sinabihan ko yung doctor namin, ‘Doc, I wanna treat this. Follow through ko.’ After namin siya trineat, siguro kita mo nag-iba yung aura eh. Because after that, sabi ko nga, he was still doing what he did, but he was doing it with much more confidence.

“That's why our campaign for The Good Derma is “empowering confidence, transforming lives.” Because I think that's one of the things din that he kind of imbibed. He had low confidence when he started, but because of that, he also learned na it doesn't matter naman na. It's not really about how you look. It's how you treat people and how you make them feel. And that's something also that I think he passed on to not just me, but even everyone that he worked with.”

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