Financial Adviser: 5 Business Lessons Everyone Can Learn from Gilbert C. Yu, Founder of G&W Architects

Gilbert C. Yu is a Filipino-Chinese architect, developer, and entrepreneur widely recognized for his contributions to residential and commercial architecture in the Philippines. As the founder of G&W Architects, Yu built a career spanning several decades, earning a reputation for designing projects for some of the country’s most influential business leaders and helping shape parts of Metro Manila’s modern skyline.

Yu was born and raised in Manila. He initially studied architecture at the Mapúa Institute of Technology before completing his architecture degree at Far Eastern University (FEU). After passing the architecture licensure examination in the early 1970s, he began practicing professionally at a time when the Philippine real estate sector was undergoing major transformation. Recognizing the opportunities in urban development, he combined architectural design with a strong understanding of property development and investment.

In the early years of his career, Yu co-founded what would later become G&W Architects, initially operating as Gilbert C. Yu / Willie C. Yu Architects and Associates. The firm gradually expanded its services to include architectural design, engineering, project management, and property development consulting.

Over time, G&W Architects developed a reputation for working closely with major property owners and business groups in the Philippines, a track record that earned Yu recognition in industry circles as the “architect of taipans,” which reflects his long list of prominent clients among the country’s leading business families.

Throughout his career, he worked on projects connected to major conglomerates and entrepreneurs, including Henry Sy, founder of SM, and John Gokongwei Jr., founder of the JG Summit Group. His work ranged from commercial complexes and department store expansions to residential and mixed-use developments.

One of Yu’s most significant contributions was his involvement in residential developments that helped define the urban landscape of Bonifacio Global City (BGC). Projects associated with G&W Architects include residential towers such as Sapphire Residences, Blue Sapphire Residences, Kensington Place, and Grand Hamptons, developments that catered to the growing demand for modern condominium living in Metro Manila.

These projects formed part of the early wave of vertical residential developments in the Fort Bonifacio area, which later evolved into one of the country’s most important financial and commercial districts.

Yu’s architectural philosophy combined design with business practicality. Rather than focusing purely on aesthetics, he emphasized efficiency and long-term property value. His approach often centered on maximizing rentable or usable space within buildings and ensuring that developments would remain economically viable for property owners over time.

Today, Yu’s legacy continues through G&W Architects, as well as through the next generation of architects in his family. His son, Daniel Terence Yu, has followed in his footsteps and has become a recognized figure in Philippine architecture. Through both his projects and mentorship, Yu has influenced younger architects and contributed to the growth of the country’s architecture and property development sectors.

With a career that spans architecture, real estate development, and entrepreneurship, Yu remains one of the figures associated with the evolution of modern urban architecture in the Philippines.

How did Yu build G&W Architects and establish himself as one of the architects trusted by many of the Philippines’ leading business families?  What lessons from his decades in architecture and real estate does Yu believe contributed most to his long-term success?

Here are the five business lessons every entrepreneur can learn from the architect of the taipans, Gilbert C. Yu, founder of G&W Architects:

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For many people who grow up in poverty, they become more aware of what is truly at stake in life. When basic needs are uncertain, ambition becomes more urgent. Success is no longer just about achievement or prestige, it becomes a way to gain stability and independence.

One important effect of financial hardship is that it helps people focus on what truly matters. Those who grow up without financial security often realize early that education, skills, and opportunities are limited and must be used wisely. This awareness can build discipline and persistence.

When someone understands that an opportunity can change their life, they tend to take learning and work more seriously. In this way, financial struggles often create a mindset that values long-term progress over short-term comfort.

Yu’s story reveals that his financial struggles did not merely create hardship; they shaped the way he thought about ambition and the practical value of a profession.

His father’s determination to send him to school reinforced the idea that education was the main way out of poverty. Yu often talks about how difficult it was for his father to pay his tuition. Instead of discouraging him, these struggles made him realize the true value of education.

A major turning point in Yu’s story was when the school treasurer told him he could not take his exams because his tuition had not been paid. Instead of becoming angry or discouraged, the experience deeply embarrassed him. Yu said he felt “hiya,” a strong feeling tied to dignity and self-respect.

While such moments discourage many students, for Yu it became a powerful source of motivation. It strengthened his determination to become financially successful so that he would never experience that kind of situation again.

Yu did not simply wait for his situation to improve. Even at a young age, he showed an entrepreneurial mindset. By tutoring his cousins and earning money from it, he began using his skills to support himself. Instead of depending only on his family, he started to see his abilities as something that could generate income.

When a friend suggested that he could pay his college tuition through installments, Yu did not reject the idea even though it still seemed difficult to afford. Instead, he quickly thought about whether he could manage the payments.

This shows a practical mindset shaped by his financial struggles. People who grow up with limited resources often learn to look for small opportunities rather than waiting for perfect conditions. For Yu, the option to pay tuition in smaller amounts turned what once seemed impossible into something achievable.

Yu understood early on that success often comes from matching personal talent with what society needs. Yu loved painting and watercolor, but he realized that relying only on art would make it hard to earn a stable income. Instead of giving up his artistic talent, he looked for a profession where creativity could also create economic value, which is architecture.  

“My parents were immigrants from China,” Yu says. “When my father came here, he worked as a cook for a large Chinese trading company. Later on, my grandma was the one who was very talented. My grandma was unconventional. She did not want her legs to be pak-kha, alam mo yung traditional Chinese foot binding. During that time, she worked as a san-po, ibig sabihin a low-level, uneducated midwife.

“When neighbors were giving birth, they invited her to help deliver the baby. She was the one helping the households. These people would pay her P10 pesos or P20, or sometimes just give her a live chicken. And she helped us survive the Second World War. So that is how poor I was.

“My father worked very, very hard for me to be educated. When I was in elementary school, I studied in a Chinese school in Alvarado Street, a small school. I studied there and the tuition was affordable for my father.

“Later on, when the communists took over China, our school closed. So I transferred to another school in Binondo, in Magdalena. I studied there and graduated from elementary. Afterwards, I thought I would not go to high school. But one of my cousins came from China and he was a newspaper man. He said he knew the principal of Chiang Kai Shek College. He said he would tell him to give me half tuition because I was poor. Because of his help, I was able to go to Chiang Kai Shek. He was a newspaper man and had many connections. So I was able to go there with financial assistance for the poor. I studied at Chiang Kai Shek and graduated.

“After graduating, I thought I would not be able to go to college. That was the time another friend told me that I could afford it by paying partially, parang installment, so I enrolled at Mapua. He said you can enroll in an installment type. Every month you only pay P30 and the tuition was around P90 per semester. Sabi ko if I pay P20 month, I think I can afford it, so that opened my desire to take up something.

“My father had a very difficult time paying for my tuition. During examinations, I was always called by the school treasurer and told, ‘Mr. Yu, you owe the school tuition. You cannot take the final exam unless you pay.’ Hiya ako, hiya. At that time I felt very embarrassed because in school I was active, very talkative, and eloquent. So I told myself that I hoped one day I would become rich and not remain like I was at that time.

“So what I did was I tutored my cousins. My auntie was richer. My father’s side was poorer, but my auntie was better off. So I tutored her children. From tutoring them, they paid me P25 a month. That was enough for me to help pay my tuition.

“This same friend of mine who suggested me to pay installments in college invited me to an exhibit show in Mapua in Intramuros. He told me to take a look because they were introducing architecture there, and you could see how architects work, so I said I would go. When I went there, I was very impressed with the exhibit.

“And one of those who exhibited happened to be my friend’s brother, who was graduating architecture at Mapua. When I talked to my friend’s brother, he said architecture is applied art. He introduced me to architecture. I was so impressed and amazed when he showed me his drawings. That was how I was introduced to the field of architecture and when I decided I would try my best to become an architect and work my way up. I never thought I would go into it.

“I like painting. I’m good at watercolor. But with painting, you have to sell your artwork, and that is very hard. It is not easy to make a living from it. I like to draw. I wanted to draw. But after the exhibit, I realized that in drawing it is not easy to sell comics. Now you will sell comics, now you will sell paintings—it is not easy. So I thought it would be better to take up something that is more applied to the needs of the people.

“Architecture allows you to use your talent in watercolor and apply it to housing, where you can help provide homes for people. So that really jived with my intention of doing something that would also help the general public.”

Starting with small jobs can be an important way to build experience, trust, and reputation, especially for people who begin with limited resources. Early projects may seem minor, but they provide practical experience that helps individuals improve their skills and gain confidence in their work.

These small opportunities also allow people to prove their reliability. When clients and employers see that someone can deliver good results on smaller tasks, they become more willing to entrust them with larger and more important projects. Over time, a reputation for consistent and dependable work can naturally lead to bigger responsibilities.

At the same time, even modest projects help expand professional relationships. Each assignment introduces new clients, suppliers, contractors, or partners who may later open doors to other opportunities. Through these connections, a person’s network gradually grows alongside their experience.

When Yu took a part-time job as a gasoline boy while studying at Mapua, he was exposed to business owners and workers. The job taught him discipline and the value of service. Even before entering the construction industry, he was learning how to deal with people and handle transactions, which are skills that later became important in winning clients.

When Yu responded to a simple job advertisement for a draftsman, he did not treat the job merely as employment; he treated it as an entry point into a larger industry. The construction company owner could not communicate well in English, so Yu became the bridge between the firm and potential clients. This unintentionally elevated his role from a technical draftsman to a representative of the company. In effect, he gained early exposure to client negotiations and project discussions, which gave him experiences that many young professionals only encounter much later in their careers.

Yu used competence to convert skepticism into opportunity. When potential clients tested him, they were essentially evaluating whether a young, unknown draftsman could handle their projects. Instead of avoiding these tests, Yu demonstrated his knowledge directly.

When Yu’s income exceeded his modest salary, he realized that his real opportunity lay in practicing architecture directly. Setting up a drafting table in his house may appear humble, but it was an early form of entrepreneurship.

Rather than waiting for ideal conditions, such as a formal office or professional license, Yu began working with whatever resources were available. This willingness to start small allowed him to accumulate practical experience much earlier than many of his peers.

“You know, when I was studying at Mapua, I worked as a gasoline boy at a Shell station on 7th Avenue,” he says. “In the morning I filled gasoline for customers. You know Grace Park? Grace Park is a place that was the industrial area of Metro Manila, where many factories were located. In the morning, I filled gasoline for them. In the afternoon I became a collector because many of them had utang, so I went around collecting their bills.

“My Mapua classes were from 4:30 p.m. to 9 o’clock. One day I saw an ad: ‘Wanted, draftsman.’ So I called. It turned out to be a construction company owned by a layman who was a carpenter in China who migrated to the Philippines. He had gone into construction. He said, ‘Come over. I will interview you, and if you’re good, we’ll hire you.’ And I was able to land the job.

“I was still a student. When I worked at the construction company, I opened the office at 7 o’clock. I worked until 4 o’clock and then went to Mapua. The owner was illiterate in English, so whenever rich people had projects and say they had something to build and needed someone, he would send me.

“When I met potential clients, they tested me and asked, “Are you good? Do you really know what you’re doing?” I showed them. One client who was Kalaw Ledesma asked me how big three meters was, and I demonstrated it. She was very impressed and said I was very talented.

“I prepared the drafts and met with her many times. She eventually said she would just pay Mr. Nakpil for the work done and hire me instead. Our firm was cheaper when it came to construction and architectural drawings. Eh mumurahin lang kami. Because of that, I often won the job.

“Because I started winning projects, even suppliers like the doorframe companies and the steel window factory gave me commissions. Many contractors were Chinese carpenters who came from China. During Christmas they would pay me commissions. I earned more than P220 a month. So I said I would stop school and practice already in my house.

“I was very poor and I needed money. When I started earning money, I stopped school and put a drafting table in my house. I enjoyed it so much. Some of the projects were in the province, small ones. Puro maliit lang, puro mezzanine lang noon.

“When I started working, I was only 21 years old. When I stopped schooling. I was already doing drafting. At that time the Chinese were not yet allowed to own land. So what they did was naturalization. If you were not Filipino, you were not allowed to be a licensed architect.

“So during that time I only did repair work. Mga mezzanine. I made the drawings. In my company, they had a civil engineer so I made the drawings, the client liked them, and the civil engineer signed the plans.

“After some time, I put up my own drafting board in my house, then I resigned from my company. At that time I only had a drafting board at the back of our sari-sari store owned by my father. My clients would visit me there. They would ask, ‘Bakit nasa likod ng sari-sari store?’ Sabi ko, ‘Wala, wala akong pera eh. Saka wala pa akong lisensya.’ So yeah, I was able to make a living.

“I started doing repair works and extension works. For example, some Chinese families wanted to get married. The father was rich and wanted to add one bedroom. I did the extension for them. Extension work is harder than building a new building. I was able to connect the extension and make it beautiful, and they liked it. From there I got more extension projects, including rooms with toilets. They were happy, and I got more jobs.”

Developing your professional capabilities is essential for long-term success because it strengthens your ability to create value and advance in your career or business. One effective way to do this is through professional certifications that formally validate existing skills, experience, and knowledge.

Certification serves as an independent recognition of competence. Even when individuals already possess strong practical skills, having those abilities validated through a recognized credential increases credibility in the eyes of clients and industry peers. It signals that a person’s expertise meets established professional standards.

Beyond validation, certification also increases professional recognition. In competitive fields, many people may have similar experience, but those with recognized credentials are often viewed as more trustworthy and qualified.

Yu’s experience shows that investing in oneself is not limited to acquiring new skills. It can also involve validating existing capabilities so that those skills gain recognition and legitimacy.

Yu’s understanding that skill alone is not always enough in professional fields. Even though he was already doing architectural drawings and winning projects, he could not legally practice architecture because he was not yet a Filipino citizen.

This created a structural barrier that limited his growth. Rather than accepting this limitation, he pursued naturalization, which effectively unlocked the pathway to becoming a licensed architect.

Even though he was already practicing and producing architectural drawings, enrolling in an academic program helped reinforce his technical foundation and connected him with professional networks.

Yu already had clients, projects, and practical experience, but he understood that passing the board exam would elevate his status from a capable draftsman to a fully recognized architect. The board exam served as an external validation of his skills, which confirmed that his knowledge met the professional standards of the field.

“During that time, I did work for a client who happened to be a Solicitor General. He said I did a very good job. He said he would introduce me to someone who could help me become a Filipino citizen. He introduced me to a lawyer who was very good in naturalization.

“That lawyer was very good. He came to see me in my sari-sari store. He said he would naturalize me. He said I was qualified because I was native-born in the Philippines. I asked him how much he would charge. Sabi nya very cheap daw, P15,000. Natumba ako, nahilo ako. How can I afford P15,000?

“I told him I would answer him the next day. I thought about it and realized I really had to be naturalized. Otherwise I could not have a license to practice.

“So I told him I would pay but by installment. He said naturalization takes a long process, two to three years in the Court of First Instance. After approval, you still have to wait two more years to get your naturalization papers. Sabi nya the whole process would take around three to four years. So I divided the P15,000. Sabi ko I can afford it. Pinilit ko lang kasi I needed it. My payments to the lawyer were in installments. Sometimes I paid him P50, sometimes P200 pesos, P500. Eventually I paid his full lawyer’s fee. And finally my naturalization was approved.

“But when I was already approved and waiting for the two-year period before taking my oath as a Filipino citizen, I enrolled in FEU. At that time, when I enrolled in FEU, it was the first time FEU offered architecture. FEU didn’t have that course before. They opened it because FEU was well known for medicine. Then they opened the School of Architecture, and I was there.

“In FEU you know what I did?  Yung mga professor noon puro bata pa dati, yung magaling na nag-top ng board na naging professor sa FEU Architecture. So I was doing drawings for the professors. The professors had small projects and they would say, ‘You’re good, you help me.’ Hindi sila gumawa, ako ang nagdo-drawing para sa kanila. I was doing it at home and then sabi nila, ‘You don’t have to come anymore. Wag ka na pumasok, puwede na. Basta gawin mo lang ang drawing ko.’ So when I enrolled in FEU, I didn’t really have to go to school. I was already working with the architects na.

“And at that time I also met my future wife, who was a very beautiful girl. I met her in FEU. She was enrolled there. So she really helped me. She said that since she was already naturalized, her father was naturalized, and she told me, ‘Unless you become a Filipino citizen, I will not marry you.’

“So she encouraged me to do it. In FEU, I didn’t need to attend classes regularly because I helped my professor with drawing. And at the same time, if I was not working, I was in FEU waiting for my wife and courting her.

“Actually, it took me around 10 years to finish architecture and take the board. I was supposed to graduate in 1965, but I stopped for a while because I was already practicing and courting my wife. I was finally able to pass the board in 1970.

“My wife encouraged me to become a Filipino citizen, and because of her I was also able to take my oath as an architect. The 1970s were very memorable years for me. That was the time I got married. It was also the time I took my oath. I was able to go to Hong Kong for my honeymoon, and it was also the first time I traveled abroad.

“And at that time, I had already established my office in the Manhattan Building in Nueva. I was using the name Anastacio Yang to sign the plans, who was a civil engineer. My company was known as Yang and Yu.

“I still remember how I took the board exam. The problem was about designing a 20-storey residential condo. Sabi ko, ‘That’s chicken.’ Nag-drawing ako, pasado ako kaagad. When I read the paper and saw my name there, I was very happy. No need to top the exam. I just needed to pass.

“You know what’s really funny? During the board exam, I was the first one to submit. The exam time was four hours, but I finished the 20-storey residential condo design in one and a half hours. I submitted it right away. When the results came out, I saw my name there.

“During the time when I had an office, my brother Willie Yu was also studying architecture, and he worked with me. When I passed the board in 1970, Willie Yu passed the board in 1973, but he topped the board. After he topped the board, we changed the name of our firm to Gilbert Yu, Willie Yu and Associates. He became my partner. At first we had a staff of four people, and then we became a company with around 10 people.”

A business can grow only to the extent that the people behind it can handle increasing opportunities and responsibilities. Building a strong team therefore becomes essential for scaling because it allows a company to multiply its capabilities beyond what a single individual can accomplish.

When a founder works alone, the number of projects or clients the business can manage is naturally limited by time, energy, and expertise. A capable team expands this capacity by distributing work across specialists who can handle different aspects of the operation.

A strong team also introduces diverse skills and perspectives that improve decision-making. Different individuals bring technical knowledge and problem-solving abilities that complement the founder’s strengths.

Equally important, a capable team allows the founder to shift focus from routine tasks to higher-level strategy. Instead of personally handling every detail, the leader can concentrate on identifying new opportunities and expanding the business into new markets.

Yu’s ability to grow his business from a small architectural practice into a firm with around one hundred architects shows that he took a deliberate approach to building a strong team. His team-building strategy was timing. He expanded during a period when the Chinese community gained the ability to own land, which triggered a surge in construction as families began building homes and commercial properties.

Yu also expanded the scope of his organization by redefining the role of the architect. He described himself as a “development consultant,” meaning he coordinated the entire development process rather than focusing only on architectural plans. This approach required a team capable of handling multiple aspects of real estate development, from design and planning to client coordination and project execution.

By broadening the firm’s capabilities, Yu ensured that more opportunities flowed into the company. Clients who needed guidance on development strategy naturally turned to a firm that could organize the entire process.

Another Yu’s strategic move was turning projects into long-term financial assets. Instead of receiving only professional fees, he sometimes accepted units in the buildings he helped design. This meant his earnings were tied to the success of the project. Over time, the rental income from these units created passive income.

Yu also demonstrated the importance of continuity in scaling a professional organization. By eventually working with his brother and later allowing his son to take over leadership, the firm developed a multigenerational structure.

“I got those top students, those magaling sa architecture, to become my employees and many of them are still working with me until today,” Yu says. “I started with five people, and the company eventually grew to about one hundred architects.

“I have to say that my wife brought me luck because after we became married, I became unstoppable. Everybody came to see me to design their houses. During that time, during the Magsaysay period, and later the Marcos period, the Chinese were allowed to own land.

“During the 1970s, when the Chinese were finally allowed to own land, everybody wanted to build. So I became very busy. I think it also jived with history. Before, Chinese families could not own land, so I was only building extensions and repairs. But once they were free to own land, everyone started building their own houses.

“In the Chinese community market, they would build six-storey buildings, with each floor for one son. I became very busy with clients and supervising projects. I became rich and suddenly, I could afford many things.

“When the Chinese were finally allowed to own land, they started calling me the architect of tycoons. Henry Sy, John Gokongwei, they were all my clients. At that time I also believed that architects should widen their knowledge. I frequently traveled to the United States. I was the one who introduced the mall concept to the Philippines.

“Actually, Gokongwei once asked me, ‘Gilbert, do you have any new concept?’ I told him we could build a mall. I introduced the mall concept to them and built malls for them. The mall in Cebu for Henry Sy, that was mine. The Gaisano mall in Cebu, I also designed that. I think the Ayala mall in Ayala, I also designed that.

“I would tell them, ‘Why buy big lots and just build small buildings? I will build you a mall.’ That is why they called me ‘the architect of tycoons,’ because I built malls for them.

“The taipan always wants to make money every day. They want to see the money immediately. But in architecture, it is different. You plant the tree, and it takes time before you can enjoy the fruit.

“Architecture is a long-term investment. Sometimes I even exchange units with my clients. The construction period is about three years, and the rental income will only come after four years. You have to be patient. The money will come, and it will grow larger.

“But one opportunity that really changed everything for me was Fort Bonifacio. When Fort Bonifacio was opened, I went to the central office. At that time the real estate market was down. They opened the development map and told me, ‘Architect Gilbert, choose any lot you want.’ At that time, they were selling land for about P7,000 per square meter, but they gave it to me for only P900. Swerte rin ako. So I chose the lots I wanted and kept building, seven buildings.

“I said that architects should become development consultants. Developers would add interest to the cost of the building and sell it very high. So I created a scheme that was more friendly to homeowners.

“I gathered the homeowners first and registered them as a homeowners association. By doing that, I avoided the transfer tax. Because when developers build projects, the transfer tax is very large. On top of that, developers add around 30 percent overhead, making the property 40 percent more expensive.

“I innovated a system that made it cheaper. I called it the build-to-own scheme. I registered them as homeowners first. This avoided unnecessary overhead costs and I charged only a four percent architectural fee.

“Because of that, I was able to build seven buildings in Fort Bonifacio. I sold each building very quickly. In about three months, one building was already sold. For some buildings, I told my brother Willie, ‘You keep this building. Don’t sell everything. Leave some units for rent.’

“Actually, those were my five percent architectural fees. Eventually I owned around several units in Fort Bonifacio. Imagine that. Every month I earned passive income in rentals. That’s how I earned.

“Later Ayala took over Fort Bonifacio, which had previously been owned by Malaysian-Chinese investors. When I tried to buy again from Ayala, they said no. They would only allow me to build hotels. I said I don’t build hotels because I prefer condominiums that I can sell, so I stopped.

“I called myself a development consultant, because anyone who came to me with a project, I would put everything together so we could build it. During that time there were almost no architects who knew how to do that. When you become a development consultant, all kinds of projects come to you.

“My son is also very good. He is actually better than me. He later changed the company into a corporation. He took over and became the visionary architect. He even won Ayala competitions.”

Long-term success often depends on how much confidence people place in a person’s judgment and reliability. When clients or partners believe that someone will act responsibly and make sound decisions, they become more comfortable committing significant resources, whether money, time, or opportunities. This confidence reduces hesitation and encourages long-term working relationships.

Integrity plays an important role because it signals that decisions will be guided by honesty rather than short-term gain. In many professions, clients may not fully understand the technical details of a project, so they rely on the professional’s judgment.

When people sense that someone consistently acts with fairness and responsibility, they become more willing to trust that person with important decisions. Reliability also strengthens professional relationships. When individuals repeatedly demonstrate that they can deliver quality results, people begin to depend on them.

Over time, this reliability builds a reputation that attracts new opportunities. Clients who feel confident in someone’s work often return for future projects and recommend that person to others, which create a steady flow of work based on reputation rather than constant self-promotion.

Many architects possess strong design skills, but Yu built a career that lasted more than four decades because he combined professional expertise with credibility and a deep understanding of the client’s perspective.

Yu’s year career was built on sustained dedication rather than short-term gains. Instead of chasing quick profits, he focused on doing his work consistently and responsibly over many decades. This type of professional discipline gradually builds reputation.

Yu’s success lies in the stability of his personal life. He emphasized the importance of family harmony, which reflects a traditional Chinese belief that personal stability supports professional achievement.

In Yu’s case, his children eventually became involved in the profession, and his son continued the architectural practice. This continuity strengthened the long-term sustainability of the firm because the business evolved from an individual practice into a family-supported enterprise.

Despite decades of work and business growth, Yu ultimately measured success through personal fulfillment and family relationships.

“Why am I very successful? I think it’s because I am very strong in character, and my clients feel that they can lean on me,” Yu says. “You know, they use their lifetime savings to build a building. So if they don’t trust you, wala na. But if they get Gilbert Yu, they know they are in good hands. When it comes to judging materials and selecting them, they know I am trustworthy. I choose the right materials for them and the right construction methods.

“I know this because after a building is finished, every year it needs refurbishment. Every year they repair something, they repaint it. I know which paint is better, which steel windows are better, and which floor tiles are better. Mostly the materials are imported and I was also involved in trading before.

“For the last 40 years, that has been my life. You know what happened to me? It’s like when I look at my plans and then suddenly wake up, and 40 years have already passed. Everything happened so fast. I was so busy. So sometimes I ask myself, why am I already old? Why am I already 84? But inside, I still feel young.

“The most important thing that money cannot buy is having a happy family. My son is also very good. He is very professional. My children help me in the business. When I assign them work, they do it well. Terrence, for example, is doing very well. He is now a very famous architect.

“There is a Chinese saying like this: if you want a good life, you must first build a good family. Ibig sabihin, if there is peace in the family, everything will prosper. I have a very happy family. My children are all good. My three daughters are all married, and my sons-in-law are very nice.

“And you know, when you have so much happiness in life, you become afraid to die. The thing I worry about most is dying, because I enjoy my life so much. You know, my life is very fulfilling. I just want a good life now.”

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