Financial Adviser: 5 Business Lessons Everyone Can Learn from Jonathan So and Carl Macadangdang, Founders of Siomai King and JC Premiere
Jonathan So and Carlito Macadangdang are two dynamic entrepreneurs whose journey to success is marked by resilience, innovation, and a strong entrepreneurial spirit. Their story exemplifies their ability to adapt and innovate, propelling them to the forefront of the business world.
During the Asian financial crisis, So's family faced significant financial difficulties. His parents had to close their garments business, which put a strain on their finances. To continue his studies in college, So turned to his uncle for support. The financial hardship he experienced early on pushed him to find ways to earn his own allowance. He began selling prepaid cards to his classmates, which allowed him to sustain himself during his college years.
After graduating from university, he realized that working a regular job would not provide the financial stability he sought, which prompted him to venture into business to increase his earnings.
So invited his childhood best friend, Macadangdang, to start a business together. Inspired by successful brands like Siomai House and Henlin, they created a collapsible siomai food cart and set it up on Quezon Avenue, naming it Siomai King.
The business quickly gained traction, and within three months, customers began inquiring about franchising opportunities. This interest led the partners to start selling franchises, with 10 sold in the first month alone. The franchise sales grew consistently every month, validating their business model and strategy.
Today, Siomai King stands as one of the largest players in the market, selling one million siomai pieces daily across 1,200 outlets. Over the years, So and Macadangdang have created several franchise brands such as Noodle House, Burger Factory, and Potato King.
The duo also entered the health and beauty wellness industry by launching JC Barley from New Zealand. Using a network marketing system, they amassed 15,000 members in the first year, making JC Premiere one of the country's fastest-growing network marketing groups, with hundreds of thousands of members in just 10 years.
In the past decade, JC Premiere also expanded globally with thousands of wholesalers. They established offices in Dubai, Singapore, Milan, Qatar, Taiwan, Malaysia, Switzerland and Canada.
How did So and Macadangdang adapt and innovate their products to overcome challenges and achieve success? What lessons can aspiring young entrepreneurs learn from their journey?
Here are the five business lessons everyone can learn from the founders of Siomai King and JC Premiere, Jonathan So and Carlito Macadangdang:
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1| Know how to turn financial challenges into opportunities
Developing resilience and adaptability is essential in the face of financial difficulties. Entrepreneurs who learn to navigate financial hardships become more capable of handling future challenges. This ability to adapt and bounce back from setbacks is a valuable skill in both personal and professional life.
Financial constraints often drive innovation and creativity. When resources are limited, individuals and businesses are forced to think outside the box and come up with creative solutions. This can lead to the development of new products, services, or processes that may not have been considered otherwise.
So demonstrated resourcefulness early in his entrepreneurial journey. Faced with the financial collapse of his family's business during the Asian financial crisis, he needed to find a way to support himself. His resourcefulness allowed him to identify and capitalize on various small business opportunities, even under challenging circumstances.
His uncle, involved in the distributorship of prepaid cards, provided him with an opportunity. So began selling these prepaid cards, as well as internet cards, on his campus. He didn't stop there; he also supplied meat cuts to his uncle's entertainment business, showcasing his ability to diversify his income streams. So’s ability to adapt and find creative solutions was important in his early entrepreneurial endeavors.
Macadangdang, on the other hand, displayed a strong entrepreneurial mindset focused on family responsibility and adaptability. Instead of pursuing high-paying jobs abroad, he decided to work for his father's business, which demonstrated his sense of responsibility and willingness to make personal sacrifices for the sake of family.
Macadangdang also quickly adapted to the needs of his family business, taking on various roles such as checking and counting motorcycle parts in the warehouse, which showed his willingness to learn and adapt to different aspects of the business and his commitment.
“I was 19 years old back,” So says. “I was selling prepaid cards sa Benilde, yung Globe, Smart scratch cards plus yung mga internet cards. Remember in the old days yung ISP na Blast? It happened na my uncle, yung brother ng dad ko, eh nasa distributorship of Globe and Smart prepaid cards, plus the internet cards.
“I told my uncle na I have to produce my own baon because from financial crisis, yung family ko meron kaming tindahan sa Tutuban nung araw dyan, nung financial crisis ng ‘97-‘98, bumagsak yun, so yung family business na-down, then yung uncle ko na yun ang nagpa-aral sa ‘kin.
“Kaya I was selling prepaid cards sa campus. Yun ang ginagawa ko noon during breaks sa Benilde, and then nagkaron ng business ng entertainment yung uncle ko tapos marami syang tao na pinapakain, kumuha rin ako ng supply na meat na galing sa uncle ko, nag-supply ako ng choice cuts sa canteen ng Benilde.
“Bale dun sa school may backpack ako, tapos puno ng prepaid and internet cards. So yung mga classmates ko they come to me up to the point na pati yung cellphone binibili ko. Di ba uso yung palit ng phone? Kasi laging naglalabas si Nokia ng bago. So ginagawa ko binibili ko sa kanila lahat ng phones na gusto nilang ibenta dinadala ko sa Greenhills.
“Yung college pa lang very entrepreneurial na talaga ako kasi I was forced to go to earn a living. Then nag-expand ako din ako, nagco-consignment ako ng mga prepaid cards sa University Belt. Doon eventually yung baon ko, hindi na sya baon, medyo naging significant na sya kasi I was able to buy my own car at that time during college.
“Magkakilala na kami ni Carl, Kinder 2 pa lang, we were best friends. We were classmates all the way hanggang high school. Nung college, La Salle sya, Benilde ako. Hindi naman kami laging magkasama pero nagkikita kami every Saturday dahil sa ROTC. Sumasabay ako sa kanya lagi, sinusundo nya ko kasi may car siya dati. Nakakatipid ako pag pumapasok.
“Nung nag-graduate nako, nagtrabaho ako sa American Express for six months para ma-try ko lang. Sahod ko was P8,000 plus, tapos si Carl naman nasa business nila. Nung time na yun, parang subok lang sa corporate pero mga less than six months pa lang yata nun, nag-start na kami ni Carl mag-plano ng business.
“At first gusto ko mag-aral and makatapos tapos mag-work ako na may malaking salary and then na-realize ko, nagbibilang ako nung college, gusto ko bumili ng sasakyan, sasahod akong P100,000 pero malabo naman na unang sahod ko pag graduate P100,000 diba? Sabi ko kalokohan to, dun ko na-realize na gusto ko na mag-business.”
“Parehas kami ni Jonathan,” Macadangdang adds. “Ang pinaka-goal ko lang nung college ako makatapos ako tapos makakuha ako ng trabaho. Pagkatapos kong mag-college, before I receive my diploma, meron na kong mga offers sa mga companies like HP, Intel, Procter and Gamble ganon. Tapos bibigyan ka nila ng set na package di ba?
“Like you to go to Boston, you go to this place so syempre when you were young, you wanted to take those opportunity kasi you haven't explored whatever it is outside. Pero meron tayong Chinese culture and Filipino values na at the end of the day, we sacrifice our own interest for the sake of family.
“So after mag-graduate ng college diretso ako sa Dad ko. Wala na kasing magtutuloy sa negosyo, ako yung panganay. Yung business ng Dad ko yung nagsu-supply kasi sya ng mga motorcycle parts, may mga customer sya tapos may bodega lang sya and ginagawa ko taga-bilang ng mga ini-empake na motorcycle parts. Bibilangin ko parang checker.”
2| Know how to create a cost-effective and scalable business model
A scalable business model enables a company to enter new markets with minimal additional costs. By replicating successful business processes and strategies in new locations or segments, companies can grow their market share and diversify their revenue streams.
Managing costs effectively and having a scalable model also helps in better risk management. By keeping operational costs low and being able to adjust the scale of operations, businesses can better withstand economic downturns, market volatility, and unexpected disruptions.
So and Macadangdang adopted a lean startup approach by investing minimal capital to enter the market without significant financial risk. They hired a chef from Binondo to develop a unique siomai recipe and persisted in having it reformulated to ensure affordability without compromising quality.
Recognizing the potential of franchising, they designed a cost-effective franchise package priced at P38,888, including a collapsible cart, equipment, and initial inventory. The low entry cost made franchising accessible to many aspiring entrepreneurs, fueling rapid expansion.
The partners implemented a referral system for franchisees and participated in expos to promote their brand. This grassroots marketing approach helped build a strong network of franchisees and increased brand visibility.
“Way back then napapag-usapan na namin kasi franchise,” So says. “Gusto namin mag-franchise ng waffle na food cart, kasi click sya nun eh. Sakto P10 meron ka nang hotdog sa loob. May cheese, masarap pa, kaso, P500,000 yung franchise fee, so naisip namin ‘Pare, why not magsubok tayo gumawa ng waffle?
“Sinubukan namin, pero nakita namin kasi parang fad lang. Hindi ka araw-araw mag wa-waffle diba? Pero yung siomai araw-araw pwede kang siomai with rice sa campus nakakabusog.”
“There was a time na maganda yung kita ng waffle and then after some time, parang it was slowly declining,” Macadangdang adds. “So that's what made us think na parang fad, parang ganon, tapos chances are mga bata lang makakakain ng waffle so sabi namin the concept of franchising is good. We might have a wrong product lang.
“Eh lagi naman kaming nasa mall eh. Nakikita namin lagi ung Henlin saka si Siomai House sa mga LRT, sa baba, so na-inspire din kami sa kanila.
“Yung time na yun, parang puro ‘King’ yung name, kaya we just called it Siomai King. Ginawa namin, nagbayad kami ng chef sa Binondo para gumawa ng formula, only to find out na hindi pala namin pwedeng ibenta kasi ang mahal sobra, kasi may hipon diba? So nagpa-reformulate ulit kami sa R&D, bayad na naman kami kada gawa. Yung nag-start kami, tig P20,000 lang yung puhunan namin.
“Kumuha kami ng four square meter na puwesto tapos mura lang yung cart namin, kasi maliit lang, hindi yung malaki na cart na hindi pwedeng ilagay sa sasakyan. Mga P15,000 yung puhunan namin sa cart, tapos P900 pesos lang yung steamer nun, yung stainless na warmer, yung bilog? Tapos wala kaming freezer.
“Meron kaming maliit na bahay na nire-rent namin noon. Doon lang kami nag-start gumawa ng siomai, tapos kami din nag ku-crew dun. Nandun kami everyday hanggang nagkaron kami ng isang crew, tapos naging dalawang tindera. Benta namin nun mga P5,000 isang araw. Dati malaki na yun kasi halos wala na kaming rent nun.
“A few months after kasi may nag inquire kung pinapafranchise ba namin yung Siomai King. Biglang dun na kami nagka-idea. Kaya nun nagbenta kami ng franchise na P38,888 sa simula, may collapsible cart yun and meron nang equipment at inventory na P1000 pesos parang ganon, tapos we will supply them the siomai. So doon sya biglang umakyat. Merong time na umabot kami ng 69 na nabentang franchise sa isang buwan lang.
“Naku-crew kami nun, tapos kami rin yung nagpapaliwanag tungkol sa franchise kasi it's just very easy eh, parang collapsible cart na may equipment, may marketing collaterals and a tarp. Isasakay mo na lang sa kotse mo eh.
“I think hindi bumababa ng 10 franchises na nabebenta namin per month yung nag-start kami and sobrang mura yung price namin, P38,888 lang, pero ako naman taga-supply ng siomai, tapos pataas na nag pataas.
“Nung nagbebenta kami ng franchise, meron kaming referral system. So yung nagfranchise nagrerefer din sila, tapos we give them a certain commission, tapos sumali na kami sa Expo. Sumasali kami dun sa emerging concepts, may maliit na carts kami sa booth.
“Lahat ito nangyari within the year and so sobrang bilis, hindi na kami natutulog eh.”
3| Know how to reinvest profits for growth and focus on core competence
Reinvesting profits helps build a strong financial base, reducing reliance on external funding sources such as loans or equity investments. A strong financial foundation can provide the business with the resilience to withstand economic downturns and capitalize on growth opportunities.
Continuous reinvestment helps maintain a competitive edge and adapt to changing market conditions. This can lead to new products, improved services, and the ability to enter new markets.
Focusing on core competencies allows a business to leverage its unique strengths and capabilities. By honing in on what the company does best, it can deliver superior value to customers, differentiate itself from competitors, and establish a strong market position.
From the beginning, So and Macadangdang practiced delayed gratification. Instead of spending their earnings on personal luxuries, they reinvested all profits back into the business.
As profits grew, they invested in machinery to automate processes, increasing production efficiency and consistency. This reinvestment strategy allowed them to scale their operations effectively.
Their growth strategy was based on simple, practical financial management. Profits were used to buy trucks, storage facilities, and eventually their own commissary, reducing reliance on rented spaces and third-party storage. This backward integration helped them save costs and improve efficiency.
By continuously saving and reinvesting, they were able to accumulate the capital needed for significant investments. This approach provided them with a solid financial base to support further expansion and innovation.
Recognizing the success of their Siomai King model, the partners replicated this approach with other brands like Noodle House, Burger Factory, and Potato King. Franchising allowed them to scale rapidly while maintaining control over product quality and brand consistency.
“Nung una lahat manual, puro labor intensive, basta ang goal namin nun delayed gratification,” So says. “Pag kumikita kami, ini-invest namin lahat sa business. Bibili kami ng machine, bili kami ng L300, bili kami lahat kung anong kailangan ng company.
“There was a time marunong na kaming mag-siomai eh. Pag kulang sa production andun kami. Marunong kaming gumawa ng siomai at yung magsara ng siopao at saka magmasa ng roller. Kaunti lang kami nung simula. Tatlo muna tapos biglang dumami yung nag-franchise.
“Kaya from a small house lumipat na kami sa likod ng Cash and Carry na parang meron kaming ni-rent na commissary sa Makati which eventually na nabili rin namin. Ganon yung ginawa namin, accumulation of savings, hindi kami bumibili ng sasakyan, lahat punta sa investment.
“Wala kami planning kasi simple math lang eh. Basta kumita yan ang goal namin palagi. Pag kumita bilhin natin ito, hanggang nabili namin mga truck, nakabili na rin kami ng sarili naming storage. Dati nagre-rent lang kami. So, simple lang naman yung fomula eh. Ito yung kinita, lalabas lang namin personal expense namin. Siguro pag kumikita yung business, mabilis gumana yung common sense.
“Pag dating sa investment, risk-taker kami. Ganon talaga kami. Fighter kami. Iniisip rin namin nun, hindi naman sasali yung mga ibang franchisors sa Expo kung hindi sila kumikita diba?”
“Yung lagi namin pinag-uusapan saka kapag nandun kana nag-uumpisa ka, totoo lang, nasa isip namin dati, wala rin naman kami,” Macadangdang says. “Nagsimula kami sa wala. There's nothing to lose eh. Might as well take yung ano yung chances mo, eh ok naman nangyari eh.”
“So lagi naming iniisip lalo kaming lalakas, yung foundation namin, pag ka nai-integrate namin lahat yung mga middle-man at natatanggal namin lahat nung mga tulad ng storage, backward integration,” So adds. “Common sense ito eh. Pag binilang mo, pag bibili kang machine mag pe-present yung machine, mas makakatipid ka ng ganito, mas magiging efficient ka eto mase-save mo.”
“Yung pinaka unang years talaga namin, to be honest, wala kaming plano ahead, we are just busy on,” Macadangdang says. “The things na meron at hand at ano pa yung pwede nating iimprove. Hindi pa kami nag-iisip ng mga concept nun, pero nung medyo okay na sya, pumupunta na kami sa mga trade show and we were looking for new concepts, nakapunta na rin kami ng ibang bansa so dun na kami nakapagdagdag.”
“Mga after three years, dun na kami nag expand,” So adds. “Nakakita kami ng opportunity na ire-replicate lang namin yung concept and approach na ginawa namin sa Siomai King, so sabi namin, ‘Why not do another brand?’ Pero nag-focus kami sa commissary. Gumawa kami ng mga company-owned outlets tapos binenta rin namin afterwards. Nag-focus kami kung saan kami magaling. Kasi masakit sa ulo kung hindi namin core competence. Yung core competence namin is mag-produce ng product saka mag distribute, hindi mag operation.”
4| Know how to leverage network marketing strategies for strategic business growth
Network marketing is a cost-effective strategy that minimizes traditional advertising and marketing expenses. By leveraging a network of independent distributors or salespeople, companies can expand their reach without significant upfront costs. These distributors are often compensated based on performance, reducing the risk of high fixed marketing costs.
One of the most powerful aspects of network marketing is its reliance on word-of-mouth promotion. Distributors share their positive experiences with products or services within their networks, which can be more persuasive than traditional advertising.
The network marketing model is flexible and adaptable, enabling businesses to respond quickly to market changes and consumer demands. Distributors often provide real-time feedback, allowing companies to adjust their strategies, improve products, and introduce new offerings promptly.
So and Macadangdang recognized the potential in the health and wellness sector. They started by sourcing a high-quality product from New Zealand and founded JC Premiere in 2013. Having some experience with multi-level marketing (MLM) during their college days, they understood its power when paired with quality products and used it as their primary marketing tool.
When the pandemic forced the closure of their physical Siomai King carts, they adapted by creating affordable “sulit packs” of frozen siomai that could be sold from home. They leveraged their existing JC Premiere network, allowing these members to also sell siomai. This adaptation not only sustained their business but also provided additional income opportunities for their network.
They also learned that achieving certain volumes was important for cost efficiency. By focusing on network marketing for expansion, they ensured that they could offer competitive prices without compromising on quality.
“Yung 2013, nag-prepare kami mag-open ng health and wellness business,” Macadangdang says. “Kasi parang we think na may malaking opportunity dun sa health and wellness. Nung college days namin, we were involved in some multi-level marketing companies for a short time lang, so nakita namin yung beauty ng multi-level marketing basta may good product.
“Kaya nagsimula yung JC premiere. It's a different company. May idea na kami nung start. Programmer kami parehas. Si Carl kaya nya i-program yung system tapos we just look for a good product, ito yung JC Barley. Kinuha namin yung product sa New Zealand. Ni-research namin and naghahanap din sila ng counterpart sa Asia, tapos pumunta kami dun, nag-shoot kami and mineet namin sila. Nakita namin yung factory. Dinocument namin yun, may video pa, ginamit namin yun sa marketing.”
“Yung inumpisahan namin ito, kami ulit nagsasalita. Kami uli yung nag-aalok,” So says. “Actually masaya na nakakapagod. Masaya kasi mas malaki yung nagiging impact mo sa tao eh. Kung baga mas marami kaming tao nata-touch, aside from teaching them to earn money.
“Natuturuan mo sila na magkaron ng confidence sa sarili nila, like papano sila magsalita tapos naaayos mo yung mindset nila to be entrepreneurial, like yung sa financial management, pag kumita ka ibawas mo yung sa needs, tapos sunod lagay mo sa business mo, sunod save, tapos saka lang yung wants mo sa dulo.
“Mas malaki yung nagiging impact mo sa tao, saka mas masaya kasi natuturuan pa namin sila sa tamang healthy lifestyle. Saka eto yung mga tipong wala nang pambayad ng kuryente pero dahil sa JC, biglang nakakaron ng mga rags-to-riches story.”
“Nag-start kami isa member. Literal na isa lang but in one month, umabot kami ng mga 1,000 members. We call them wholesalers. Ang goal kasi nila is magbenta ng wholesale na products, hindi mag-recruit. Yun ang goal.
“Araw-araw kaming nagtratrabaho,” Macadangdang says. “Everyday kami nagpre-present. Everyday, every night, Monday to Sunday yun, and hindi lang sa Manila, we also go to provinces, naghihiwalay kami.
“During pandemic, nag-evolve yung Siomai King kasi nagsara yung mga carts, so nag-create kami ng sulit pack na mura na pangmasa na two pesos lang isang Siomai na frozen, pwede kang magbenta sa bahay may freezer ka lang.
“We called them community franchisees or wholesalers ng Siomai King, so ang nangyari lahat ng JC premiere na mga wholesaler, pwede na silang mag-wholesale ng siomai na dati wala namang ganon. Lalong dumami nagbebenta nung siomai, mas lalong nagkaron ng livelihood. Kung dati pupunta ka sa kaibigan mo nagbebenta ka lang ng Barley ngayon bibigyan mo sila ng siomai rin.”
“Nag-work yun,” So says. “It turned out na marami palang gustong mag-reseller or mag wholesaler ng food, dun namin na realized na marami pa puede ibenta.
“Yung siomai namin, yung pinaka-ginagamit namin pure meat lang.” Macadangdang says. “Pure meat, wala kaming mga extender, kaya pag kinain mo sya mas malasa sya. It’s hard to believe, but it’s true. At saka five pieces siya. Yung panlima yung nakakabusog eh. Yung sa market mga four pieces lang. We don't use TVP or yung mga soy protein and magagawa mo lang yan pagka may scale ka at automated ka. It’s about 30 percent fat and 70 percent meat.”
“Dun namin pinagaralan na we need to reach a certain volume para makuha naming etong panglimang piraso kaya focus kami sa commissary supply,” So adds. “Mas maraming meat, mas mura meat.”
5| Know how to cultivate hard work, gratitude and humility in business
In a competitive market, businesses that emphasize hard work are more likely to innovate and stay ahead of their competitors. When leaders demonstrate a strong work ethic, it inspires employees to follow suit, creating a culture of dedication and high performance.
Expressing gratitude towards employees promotes a positive work environment, which can lead to higher job satisfaction and lower turnover rates. Grateful businesses that appreciate their customers tend to build stronger relationships, leading to repeat business and customer loyalty.
Humble leaders are more approachable and open to feedback, which can lead to better decision-making and a more cohesive team. Humility in business practices builds trust and respect among employees, customers, and partners, which is essential for long-term success.
So and Macadangdang expressed gratitude towards their families for their support and guidance. Their parents played a significant role in their upbringing, instilling the value of hard work and responsibility. This support system helped them remain grounded and motivated.
Despite the challenges they faced, both partners remained grateful for the success they achieved. So emphasized the importance of being grateful for their achievements and comfortable life, recognizing that it was a collective effort that brought them to where they are.
So and Macadangdang's approach to handling disagreements showed humility. They often met in the middle on differing ideas, allowing room for trial and error. This attitude promoted a collaborative environment where both were willing to take risks and learn from the outcomes.
So highlighted the importance of respecting and valuing the people they work with. He believed in treating their team and partners with love and respect, which helped build a loyal and motivated workforce.
“Over the years, to be honest, if meron kaming disagreements sobrang konti lang,” Macadangdang says. “Maybe compared to the stories na naririnig namin sa mga ibang magka-partner, kadalasan yung disagreements namin nare-resolve naman namin sya palagi or, ganito subukan natin yung ganito and take another way afterwards. Pero over the course of 18 years, in terms of business, wala yata kaming pinagtalunan na malalim. Wala talaga.”
“Saka pag may idea halimbawa andun na, tingin ko ito kikita, tingin nya hindi ito kikita, magkita na lang sa gitna,” So says. “Minsan kaming dalawa ‘mauna ka na sige.’ Pag talo kantyawan, ‘Ang kulit mo eh.’ Sanay na kami. Saka pag pumapasok kami, ibig sabihin willing kami to lose that money or win big. Basta tinaya na namin, alam na namin na kaya namin ipatalo yun. Saka pag tumaya kami, 50/50 palagi.
“When we were starting our business, sakin supportive naman palagi yung parents ko. Sinasabi nila sakin palagi ‘Magsipag ka, pagbutihan mo’. Yung lang naman simple lang. Yung dad ko, alam mo naman Chinese, sinasabi niya sakin lagi, ‘Galingan mo lang.’
“Eh as long as nakikita naman nya lately, I think, without even saying, hindi naman masyado expressive yung yung mga tatay na Chinese, diba? Pero itong lately syempre alam mo sa sarili mo na, one way or the another, happy din sya. Parehas kami ng pangalan eh, junior ako eh. So every time nakikita nya yan parang in one way or another, proud sya. Kasi apelyido nya yan eh.
“Kasi lumaki naman kami, yung dad namin hindi very affectionate. Very logical yung tatay ko eh. If you want something, you have to do something for it. When you were studying, you want something, kailangan magaling ka sa school, kailangan ganito, then you will get your reward.”
“My parents would give me, syempre typical advice na mag-ipon ka, itabi mo yang pera mo,” Macadangdang says. “Cash is king, para pag dumating na medyo mahirapan, meron kang bubunutin. Over 18 years, I think one thing I can say marunong kaming mag-save. Marunong din kaming mag-treat ng sarili namin. I think we can balance it out kasi sabi nga ni Jonathan, 18 years na kaming nagne-negosyo, five years ago lang kami gumagastos. So for 13 years, kuripot talaga kami, sobrang kuripot kung alam mo lang.”
“Ako naman, my parents would tell me numberr 1, kailangan masipag,” So says. “Walang tatalo dun eh. Number 2, wag mong sirain at ingatan mo ang pagalan mo. Huwag mo sisirain pangalan mo kasi even sa business, sa suppliers alone. Third, mahalin mo yung mga taong kasama mo. Kailangan mo silang mahalin and eto nadagdag na lang, nung na blessed na kami, kailangan grateful ka kasi pag hindi ka grateful sa kung ano mang meron ka ngayon, sooner or later maghihiwalay kaming dalawa.
“Kasi pag hindi na ‘ko grateful sa narating namin and magiging mayabang na ko, sigurado maghihiwalay kami, and pag hindi na ko grateful, pati mga tao ko mawawala yan. Yun ang pinaka-tingin ko nadagdag sakin overtime, na parang kaya siguro minsan kapag may mga hurdles, ang pumapasok lang lagi sa isip ko, kumbaga, we have to be grateful.
“Hindi pwedeng palagi kaming jackpot, parang may mga dadaanan man kami, pero grateful na kami kasi kumbaga, comfortable life na yung binigay sa ‘min. Pero syempre nung bata ka, di mo iisipin maging grateful eh. Hirap na hirap nga kami di ba? Pero ngayon yun na yung parang sandalan ko na sa principle ko.”
