Financial Adviser: 5 Business Lessons Everyone Can Learn from the Founders of Manila Creamery
ILLUSTRATION: Igi Talao
Manila Creamery, one of the most innovative homegrown gelato brands in the Philippines, was founded by two childhood friends, Jason Go and Paolo Reyes. From young entrepreneurs with no background in ice cream-making, they built a premium gelato brand through perseverance, creativity, and a passion for Filipino flavors.
The founders’ story began with a simple yet bold vision: to create world-class gelato with a distinctly Filipino touch. Before launching Manila Creamery, they pursued different career paths. Go balanced his studies in marketing with a side hustle as a DJ, while Reyes worked a corporate job and ran a weekend pastry business, selling cupcakes at bazaars.
Their entrepreneurial journey began when they noticed a gap in the local ice cream industry. International brands were dominating the market, while local artisanal options were scarce. Instead of importing another global franchise, they decided to develop their own authentic, handcrafted gelato.
With no prior experience in gelato-making, they pursued formal training to master the craft. Go traveled to Italy to study gelato-making, while Reyes trained in Venice, where he gained in-depth knowledge of the science behind machine production.
After completing their training, the partners introduced their gelato cart at local bazaars, where it quickly gained traction. The positive response validated their belief that high-quality, locally made gelato could succeed in the market.
During this period, their big break came when an executive chef from Shangri-La Fort discovered their gelato at a bazaar. Impressed by its quality and authentic flavors, he offered them the opportunity to supply the hotel’s restaurant. This marked a turning point for Manila Creamery, as it expanded beyond bazaars and into high-end dining establishments and gelato carts in retail spaces.
Today, Manila Creamery stands as a symbol of Filipino pride in the international ice cream market. Go and Reyes not only introduced the market to artisanal gelato but also set a benchmark for how Filipino flavors can be celebrated on a world-class scale.
How did Manila Creamery grow from a small gelato cart in bazaars to a well-established brand in the market? What strategies did Go and Reyes use to make sure that their gelato maintained its high quality and authenticity while scaling the business?
Here are the five business lessons everyone can learn from Jason Go and Paolo Reyes, the founders of Manila Creamery:
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1| Know how to challenge market trends and create something unique
Many successful businesses do not wait for trends to shift; they take the lead in shaping consumer preferences. Instead of reacting to market changes, they proactively identify gaps and introduce innovative solutions.
By offering something that consumers did not even realize they needed, these businesses position themselves as pioneers, influencing demand rather than following it.
This first-mover advantage allows them to establish brand loyalty and stay ahead of competitors who later try to replicate their success. In contrast, businesses that simply follow what others do struggle to stand out.
A unique brand identity helps a company differentiate itself from competitors, which makes it more recognizable and memorable to consumers. Businesses that create something new not only capture market attention but also build a lasting presence that consumers associate with innovation and quality.
At a time when the local food scene was heavily influenced by global brands, Go and Reyes recognized the potential for something different. They saw that the local market was shifting towards appreciating artisanal and homegrown products.
Instead of importing another international concept, the duo sought to develop a unique product that celebrated Filipino flavors. Their decision to infuse gelato with local ingredients and traditional desserts was a bold move that set them apart from other ice cream brands.
Neither Go nor Reyes had a background in ice cream-making, yet they did not let this lack of experience hold them back. They took a proactive approach by studying and learning from experts.
Go traveled to Italy to formally study gelato-making, while Reyes handled the business side and sought industry knowledge from Italian mentors at trade expos. They invested their time, effort, and savings into something untested in the local market, which shows their ability to take calculated risks.
Unlike many businesses that focus purely on quick expansion, Go and Reyes took the time to perfect their craft. They ensured that their gelato was not just a novelty but a high-quality product that could compete with the best in the industry.
The two entrepreneurs did not wait for trends to change; they positioned themselves as industry pioneers. They saw that while gelato was already popular in other countries, it was not yet a widely recognized product in the Philippines. By introducing high-quality, locally inspired gelato, they created demand rather than waiting for it to emerge. This first-mover advantage allowed them to capture a niche market early, setting a precedent for Filipino-inspired artisanal gelato.
“When I graduated in 2012, I initially wanted to work in corporate due to parental influence,” Reyes says. “My parents were like, ‘Oh, why don't you go to corporate first to get some experience?’ Kasi both of my parents are doctors, and my elder sister is also a doctor. So I went to Philam Life for a management training program. I was there for about two years, but on the weekends, I would sell pastries and cupcakes, all because my mom was a passionate home baker.
“I was selling at SM Aura or different bazaars on weekends. I would do the deliveries, the baking at times, and then the selling. During that time, I was thinking, ‘Oh, maybe this is a sunset business. So what should I do?’ And that's when I told Jason, ‘Maybe we should try something different, ‘no?’ We noticed that back then, everything here was about bringing in international brands, so I thought, ‘Oh, why don't we make our own? Maybe we could eventually break that trend.’ That was just my thought at the time.
“I was thinking maybe we come up with something that is unique. And then we felt like the local market was being primed for something local—artisanal, love-our-own, things like that. When I was doing bazaars, there was another gelato shop beside us. I was just so fascinated with how they would make the gelato in-house. Then I thought, parang walang kalaban ‘to. I'm not really a big fan of sweets, but I think I just saw an opportunity. So I told Jason, ‘Oh, why don't we try making gelato?’”
“I remember Paolo and I were in Boracay sometime during college, and we were like, ‘Let’s start a business when we graduate,’” Go says. “So right off the bat, after we graduated, we started thinking about food ideas for the business. At that time, the landscape was very franchise-driven—Italian ice cream, American food. Wala pa yung hashtag support local at that time.
“We just brainstormed ideas, and then Paolo handed me an ice cream book around that time, and I just tried making it at home. We tried our first batch, and it tasted like scrambled eggs though it was good because it had real vanilla. And then, I don’t know, we just snowballed from there. We just kept trying and trying.”
“Because we did not know the science behind it, I told Jason, ‘Oh, since I'm still working in corporate, why don't you go to Italy to study gelato?’ Reyes says. “So he went to Italy to study gelato. He attended a course in Venice at Gelato University. Meanwhile, I was back here fixing the commissary. I was still working for Philam Life. The agreement was, ‘Okay, you study in Italy because you're the creative guy—you can come up with the flavors—so I'll fix the commissary here.’
“We had zero background when it came to machinery. Zero. So, to gain exposure and gather more information, aside from asking friends and researching on the internet, I met a group of Italians at the World Trade Expo. And then that's when they told me, ‘Hey, why don't you study in my school? Just pay for your ticket, and I'll handle everything.’ So, yeah, after Jason studied, I decided to proceed to Italy.
“I learned everything there about production. I was there for two weeks, in a one-on-one training. That experience felt like a sign—maybe I should give this a shot. I should try this business out. At that time, I was still working for Philam when I went to Italy. When I came back, I spoke to my boss. Fortunately, my boss was from Xavier, and he told me, ‘Oh, why don't you quit? You're not quitting because you want to play. You're not quitting because you don't want to work. You're quitting because you want to start your own business, and you'll definitely learn from that. You can always come back to corporate.’ I was young, I was only 22 years old, with no family and no major responsibilities, so I took the chance. And that’s how it all started.”
2| Know how to develop a niche product and dominate the market
Instead of competing with established brands on a broad scale, businesses that focus on a niche can cater to a specific audience and stand out from the competition. By offering something unique to a specific need, they can establish themselves as industry leaders. This allows them to set market standards and become the go-to brand for consumers seeking specialized solutions.
Niche markets often consist of customers with unmet needs that mainstream products fail to address. By providing a solution that aligns closely with their preferences, businesses can promote strong relationships and build trust.
A brand that consistently delivers value earns loyal customers who, in turn, become advocates, driving organic word-of-mouth marketing and further strengthening its market presence.
Go and Reyes took a daring step by venturing into the high-end hospitality industry. When the executive chef of Shangri-La Fort approached them after tasting their gelato, they seized the opportunity despite not fully understanding the complexities of servicing a five-star hotel.
They took a calculated risk by expanding their production capacity, even borrowing money to invest in machinery to meet the hotel's requirements. This decision enabled them to enter an exclusive market segment.
Go and Reyes did not just sell gelato—they built strong relationships with industry professionals. Their partnership with Shangri-La opened doors to other luxury hotels, as pastry chefs from different establishments began recommending them. Their reputation for quality and reliability spread through professional networks, which help reinforce their position as a trusted supplier.
“We started doing bazaars in Glorietta, in BGC, and Central Square for three days every weekend,” Go says. “So on weekdays, we would make gelato, and then on the weekends, we would sell them. It was low-risk and we didn't really have enough capacity to keep churning out products for an actual store. Of course, that would require more resources. I mean, to make the ice cream for three days, we would have to work the whole week. For the three days of selling—Friday, Saturday, and Sunday—we had this small machine, and we would do it all over again. So we were technically working seven days a week kasi yon nga, and I was the one creating the products.”
“The setup was really for bazaars,” Reyes says. “Honestly, the machine we had was meant for a small restaurant. Parang they have ice cream and a desserts menu. We had to buy a blast freezer. Around that time, that cost a lot of money.
“We would personally serve. Normally, on the first day, I would serve, and then the next day, I would take the day off while he took over. We did everything, from washing the dishes to making the ice cream, carrying the machine to the bazaar, and bringing it back. We handled every single task ourselves.
“One time, we were selling in BGC Central Square, and I met the executive chef of Shangri-La Fort. He was there looking around, tasting, you know, because he stayed in BGC. I presented our products to the pastry chef, and he just loved them so much. They had been tasting all of Manila’s products as they were preparing for the opening of their hotel. During that time, Fort Shang was not done yet. So when we presented the products, they were like, ‘This is the best one we tried.’
“So they asked us if we could service them, and we were like, ‘Yeah, of course,’ without really thinking about how hard it would be to actually qualify. There were so many complications—FDA requirements, the machines, and our production capacity. Ang dami pa.
“Then I told Jason, ‘Oh, they want to visit the commissary to see that we're involved.’ We weren’t exactly forced kasi we wanted the business also. They believed in us too. That’s when we decided to borrow money already.
“When they visited, I told them, ‘Oh, we're moving to a bigger place.’ Thankfully, the chef was very kind. He believed in us and gave us a chance. And then we proved to be worthy of the chance naman because we ended up moving, doing things professionally, scoring very high in their audits.
“During those times, we were trying to get other hotels, but it wasn’t immediate. The thing is, this model of approaching them directly doesn’t always work. The word-of-mouth approach didn’t go well at first, because the hotels were super strict, so you needed to be qualified. You had to have all your documentation prepared. And you’d be surprised—not a lot of ice cream suppliers are actually qualified.
“So that slims down their choices. At the end of the day, through word of mouth, like, ‘Oh, kilala mo ‘yung gumagawa ng gelato na ito?’ Then maybe the pastry chef would tell a friend who was also having issues in, let’s say, (this or that hotel). Then they would call us up, check if we were qualified, audit the place, and then try to partner with us. Eventually, we were able to serve all the Shangri-La hotels.
“Honestly, we felt like a lot of hotels were changing many things internally. They wanted to improve because they were serving (a local mass-market brand). So I think it was only a matter of time before they realized they couldn’t continue serving store-bought ice cream kasi they claim they make it in-house, eh.”
3| Know how to develop a signature product that defines your brand
A signature product serves as the core identity of a business, becoming the defining feature that customers immediately associate with the brand. This strong connection enhances brand recall and recognition, helping the business stand out in a crowded market.
Beyond branding, a signature product provides a competitive edge by offering something unique that cannot be easily copied. Instead of relying solely on price wars or aggressive marketing, a well-crafted product enables a company to dominate its niche through differentiation.
Consumers often seek brands that deliver something distinct, whether through craftsmanship or innovation. This exclusivity makes it difficult for competitors to replicate the product’s success, further strengthening the business’s market position.
Go and Reyes’ ability to turn Filipino flavors into gelato allowed them to carve out a niche in a competitive market. Instead of replicating the traditional gelato experience, they infused Filipino culture into their products.
Their first major innovation was Mangga’t Suman—a dish traditionally served warm but transformed into a cold, creamy dessert. This product not only introduced customers to something new but also evoked nostalgia by making it both innovative and deeply personal for Filipino consumers.
Beyond traditional Filipino flavors, Go and Reyes stayed attentive to international trends and adapted them for the local market. Their creativity extended to unique flavors like Kunafa and Dubai Chocolate, which reflected their openness to global influences. Instead of replicating international desserts, they deconstructed the flavor profiles and infused their own creative spin, making each product distinct to their brand.
Signature products are not just about novelty; they create brand identity and loyalty. By developing gelato flavors that Filipinos could connect with, Jason and Paolo positioned Manila Creamery as a brand that celebrates local flavors while maintaining world-class quality.
“When we were doing bazaars at that time, it was actually going great,” Reyes says. “The people would really line up. I think that's how we were noticed. I remember when we were in Glorietta, we sold out our gelatos early on. Then the admin came down and asked us, ‘Do you want to open a branch? Do you want to open your first store in an Ayala mall?’ We didn’t expect the offer of Ayala. It was very quick.
“They offered us a spot in UP Town Center, which was risky at that time kasi bagong mall eh. We didn’t even know much about it. They were saying, ‘Oh, open here. Cinema na nga, tapos it’s connected to the parking lot.’ So we took the chance. It was 26 square meters. When we computed parang okay naman. It did great, it was good. Because of the parking, people have no choice. They have to pass through that to go to the mall, so people were passing through Manila Creamery all the time.”
“Over the years, we became known for turning Filipino desserts into gelato,” Go says. “For example, mangga’t suman is not eaten cold, right? You usually eat mangga’t suman warm, with the rice and mangoes. So we thought, how do we turn that into gelato? I think that was our first innovation, and it became what we were most famous for. It was basically milk ice cream na may suman sa loob and may mangoes tapos may latik, so we transformed something traditional and turned it into something modern. Gelato, at least for a lot of Filipinos, is a more modern product.
“Another example is tinutong na kanin. Tinutong na kanin is known as the poor man's coffee—during the war, people couldn't afford coffee, mahal eh. So they would burn rice, pour hot water over it, and strain it. They would drink it like coffee, mainit, so what we did was take that and infuse it into ice cream.
“And then now it's a more modern version na. What we do is we take a lot of trends abroad and then we can turn it into, say, gelato. For example, during that time, when we opened our store, there was a milk bar brand that was very famous in New York. They got famous for cereal milk, so what we did was we just imagined how it would taste, and then we made it. Now, Filipinos don't have to go to New York to eat cereal milk.
“Sometimes we make variations or twists, like The Kunafa, or The Dubai chocolate, the dessert bar. We turned that into gelato. We just deconstructed the flavor profile and then turned it into gelato. You need to try our Mangga’t Suman. Our Tablea Lava Cake, I think, has been a consistent bestseller, and then we have these trendy flavors like cookie butter, biscoff cake—yung mga flavors that come and go.
“Mainly, it’s my job to do the research, but Paolo gives a lot of ideas for me to make. I didn't even know I had a talent for this. But surprisingly, there are a lot of similarities with my former job as a DJ, kasi DJ-ing is both technical and creative. Gelato is also technical—recipe-making and creative—so parang I realized later on na may konting transfer of skills.
“As a DJ, you have to be confident in what you play. You gotta know what you want. You can't just be like, ‘Ah hindi ako sure dun.’ It’s the same with flavors. When you taste it, when I make it, I have to know that it’s going to work—that it’s good. I have to be decisive. Hindi puede yong parang hindi ka sure.”
4| Know how to make a brand stand out with innovation and quality
A brand that prioritizes innovation and superior quality establishes a distinct identity in a competitive market. Instead of blending in with similar offerings, it sets itself apart as a leader in its industry. Consumers associate such brands with excellence, which makes them more memorable and recognizable.
Innovation and quality enhance a product’s perceived value. Consumers place a higher worth on brands that provide something exceptional. This allows businesses to command higher prices while attracting and retaining loyal customers who recognize superior craftsmanship and distinct offerings.
Go and Reyes differentiated Manila Creamery through innovation and quality by challenging market perceptions, investing in branding and product excellence, and consistently refining their offerings.
Unlike brands that rely on short-term hype, they believed in building a business that would grow steadily over time. One of their first major investments was in professional branding. Rather than settling for a simple homemade logo, they hired a design firm to create a visual identity that would last for years.
They also made sure that their product quality would speak for itself. Their training in Italy gave them the technical expertise needed to produce authentic gelato using traditional methods. They focused on getting the taste, texture, and sweetness just right, which makes sure that customers would keep coming back for the product itself, not just the brand’s marketing.
Their scientific approach to gelato-making maintained consistency, while their passion for craftsmanship led to the creation of unique flavors. Instead of merely replicating international trends, they infused creativity into their recipes, which set their brand apart in the market.
“When we were coming up with the brand name, nagsulat kami ng mga 100 names,” Go says. “So what happened was, during that time, people would ask, pag mahal yong local product mo, they would be like, ‘Bakit ang mahal? Local lang naman yan eh.’ Parang, ‘Bakit mahal? Hindi naman yan imported?’
“So we wanted to create an effect, I guess, or partly a change na, why don't we just start the change that we want to see in the scene? And parang, let's name it something na when you read it, Pinoy ito. So we wanted to change what the benchmark is for the Filipino ice cream—na hindi lang tayo ordinary ube.
“Maybe abroad, someone from America, an OFW, would say, ‘Oh, masarap yong Manila Creamery.’ Parang you wanted it to be like Jollibee—'Oy, Chickenjoy,’ di ba? We wanted OFWs or Filipinos to start thinking na, "Oy, Manila Creamery, Filipino yan. Masarap yung products dyan.
“So we named it Manila Creamery—super basic, straight to the point—na if the product is good, you would retain the thought na Filipino product. Sa amin kasi, we agreed that we don't want a brand na biglang hype because we want the brand to be slowly built up. Slow and steady kami. We don't want things to die after a year or two.”
“When we first did our logo, our friend just made it for us,” Rey says. “But we felt that if we wanted to be a household name talaga, we needed to invest in a really good design company, which we did. We saw it as an investment because we were thinking long-term—five years, 10 years down the line. At least personally for me, when we invest in a good logo, the brand retention is a lot better. If people remember the brand more, there's more to it than just aesthetics.
“People don't understand the brand as much, so we also changed the display to something that we can communicate more easily. Where we serve the ice cream—it’s not because it's what we wanted. We wanted something more secure para hindi kita in order to preserve the product, but people want to see it. Filipinos want to see it. Italians don’t want to see it, but Filipinos want to see it, so we always have to adjust and adapt.
“We were fortunate enough na we went to Italy because we learned all the traditional ways of making gelato. We made a product people would always come back to. When it comes to the sweetness, we didn’t want the gelato to be cloying in the throat. Kasi pag masyadong matamis, ayaw na nila, so it's really more like we trusted our taste buds. I remember before, we did a focus group discussion in Jason’s condo where we asked our friends to try out the first batch.
“We use cream, but the difference with gelato is that it has less fat,” Jason says. “Everything is full dairy, so it contains more milk. With ice cream, specifically premium ice cream, they need to hit a certain fat percentage to be officially classified as ice cream. The fat percentage comes from dairy. Pero ang regular ice cream kasi, they use palm oil as their fat source.
“Sa amin, hangin is called overrun. Our overrun is only about 30 percent. If you put 100 percent overrun, it basically means that isang litro mo can now occupy two liters due to the overrun. But for us, we only do 30 percent. Gelato is healthier in the sense that if you're looking at fat percentage, it's lower in fat and has fewer calories and the taste profile of gelato is mas malinamnam.”
5| Know how to stay resilient in business when challenges arise
Resilience in business is the ability to withstand and recover from challenges. Every business, no matter how successful, will encounter obstacles—economic downturns, shifting market trends, operational setbacks, or unexpected crises. What distinguishes enduring businesses is their ability to navigate these difficulties without losing sight of their long-term goals.
A strong foundation in resilience also strengthens risk management. Instead of avoiding risks altogether, resilient business leaders evaluate potential threats, prepare contingency plans, and make calculated decisions.
This strategic approach allows them to take bold steps—such as expanding into new markets, introducing innovative products, or restructuring operations—while minimizing potential losses. Businesses that integrate resilience into their risk management strategies position themselves to seize opportunities and recover from setbacks more effectively.
Reyes’ approach to resilience is deeply rooted in commitment and perseverance. He acknowledges that challenges are inevitable in business but believes that staying focused on the long-term goal is what separates successful entrepreneurs from those who give up too soon.
Instead of seeking immediate success, he sees entrepreneurship as a season of sacrifice. By dedicating his time and effort to building Manila Creamery at a young age, he ensures that his hard work will pay off in the future.
Jason, on the other hand, brings risk management and strategic decision-making into the equation. While many entrepreneurs chase aggressive expansion, Jason emphasizes the importance of measured growth. He understands that success is not just about opening more stores but making sure that each expansion is backed by careful financial planning. Rather than blindly seizing every business opportunity, he evaluates risks and only proceeds when he is confident in the strategy.
“For me, as an entrepreneur, you know, for people who are starting up, they shouldn't forget how they started,” Reyes says. “There will be a lot of challenges, so they shouldn't give up. We've had moments when I wanted to give up too, and I questioned myself—Is this all worth it?
“And, you know, I remember the days when I would say to myself, ‘Am I doing this right? Why am I in this industry?’ So if you really want to do business, you have to wholeheartedly put everything into it. You have to sacrifice a lot.
“I remember telling myself, I'm just gonna sacrifice this age, this season of mine, kasi I’m young. So maybe I'll work harder at this age, and then I'll just enjoy when I reach my 40s or 50s. And yeah, I think yun talaga—it keeps me grounded in the sense that I remember how things started, and that keeps me pushing.
“When people appreciate the product, when people post about Manila Creamery, when people give us praises, it fuels us to do more and more. I don't know—I’m just really so passionate about food and the craft that I really wanted to do back then. It's really about determination, not giving up, because I feel like people today tend to give up quite easily. You know, we have to get used to all the hardships.”
“I think one thing I learned from this journey was risk management, Go says. “I think a lot of people never really think about risk. People go into business, and then they see something like, ‘Oy, may offer, we have an offer for a cinema, but they never really see the risk behind it.
“I think in every business venture, you really have to take risk into consideration, and the risk should also be relative to how much you're going to invest in a certain strategy because there's always risk involved.
“Not to be on the opposite side of what Paolo says about not giving up, but for me, I always think, parang, are you really sure about this? Is this really for you? Like what others do, you can just expand and keep expanding, but that might not be the most efficient strategy siguro, because you might end up closing down.
“Let's say we open 10 stores blindly, but after three years, we might close down three of them because we didn’t properly consider the risk. I’d rather open five stores with a very low risk and high income than open too many at once without proper planning.
“I try my best not to let emotions dictate my decisions because someone will always come and say, I'm offering you a space here. A lot of people romanticize how businesses work, so they get carried away with their emotions. But before anything else, I believe risk management should be learned. I think as Filipinos, we're not really taught financial literacy, and that's not even purely financial, right? I had to learn how to think more objectively and not let emotions cloud my judgment.”
Henry Ong, RFP, is an entrepreneur, financial planning advocate and business advisor. Email Henry for business advice hong@financialadviser.ph or follow him on Twitter @henryong888
