Financial Adviser: 5 Business Lessons Everyone Can Learn from Rolandrei Varona, Founder and CEO of Zark’s Burgers
Zark’s Burgers has carved a remarkable niche in the Philippine food industry, evolving into a beloved household name synonymous with quality, affordability, and innovation.
At the heart of this extraordinary journey lies Rolandrei “Zark” Varona, a visionary entrepreneur whose passion transformed a simple dream into one of the most celebrated local burger chains in the country.
The story begins with Varona’s aspiration to own a restaurant. Driven by this ambition, he pursued a degree in Hotel and Restaurant Management (HRM) at the Philippine Women’s University. After graduating, he honed his skills in culinary by working as kitchen staff for a restaurant chain before he left for the US, where he worked as a chef on a cruise line.
During this time, he discovered the mom-and-pop burger joints in the US, which inspired him to bring the concept to the Philippines. In 2009, Varona returned to the Philippines and opened his first Zark’s Burgers outlet in front of De La Salle University (DLSU). The business quickly became a resounding success, with students and young professionals lining up daily to taste his signature burgers.
In 2018, Zark’s Burgers took a significant step by launching its franchising program. This move allowed the brand to expand its reach across the Philippines, turning it into a national brand.
Today, Zark’s Burger boasts over 70 outlets across the Philippines, with ambitious plans to reach 100 stores within the next three years. This milestone underscores the brand’s commitment to bringing its signature offerings to even more customers.
How did Varona scale Zark’s Burgers from a small 14-seater restaurant into a nationwide brand? What lessons can be learned from the challenges Varona faced during Zark’s Burgers’ rapid expansion, and how did he overcome them?
Here are the five business lessons every entrepreneur can learn from Rolandrei Varona, founder and CEO of Zark’s Burgers:
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1| Know how to define your goals and align actions to achieve them
Identifying a clear goal is one of the most critical steps in achieving success, especially in entrepreneurship. A well-defined goal serves as a roadmap, guiding your decisions and actions.
Without a clear objective, efforts can become scattered, leading to wasted resources and missed opportunities. Aligning your actions with this goal ensures that every step you take moves you closer to your vision.
From his early years at Outback Steakhouse, Varona already envisioned putting up his own business, which drove his eagerness to learn. Starting with basic tasks like preparing French fries, he used every opportunity to speak with managers and understand the nuances of running a restaurant. This curiosity allowed him to gain insights into operations, customer service, and business management.
Varona’s discipline in managing his finances reflected his clear focus on achieving his goal of putting up his own business someday. Motivated by this vision, he consistently prioritized saving over indulging in short-term pleasures.
The savings he accumulated during his time working on a cruise ship became the seed money for his first business venture, which was a franchise food cart. This experience provided him with an opportunity to understand and experience the practical aspects of running a business. The lessons he gained during this period proved invaluable when he later established Zark’s Burgers.
“Yung passion ko sa pagluluto started nung high school pa ako,” Varona says. “Mahilig akong mag-entertain sa friends ko. I usually cook sa bahay. Kasi I grew up sa Malate area. I went to Malate Catholic school and every Sunday, we would always go to Bistro Remedios or Café Adriatico after church so na-inspire ako. Nakita ko si Larry Cruz, yung may-ari nung time na yun. Hindi ako mahilig mag-iidol ng mga tao eh, pero nung nakita ko siya, parang na-starstruck ako.
“Kasi journalist din mom ko, so magkakilala sila. Bumilib ako kasi journalist siya, pero may mga restaurant sya, tapos parang ang sarap pa ng restaurants nya, parang cool. Sa family namin kasi, more on sa medical field, journalist, artist, eh ako wala akong talent sa ganon eh. Walang negosyante sa family namin.
“Sabi ko, sige mukhang cool mag restaurant kaya I took up HRM sa Philippine Women's University. Dun lang din yan sa area namin, just walking distance from our house sa Malate.
“I graduated at 19 years old. Yung first job ko nag-OJT ako nun sa Outback Steakhouse, yung under Bistro Group pa dati. I worked with Outback for two years. Syempre bata pa ako nun. Taga-luto lang ako ng French fries nun, and they won't let me cook steak kasi mahal yun eh, baka magkamali, so French fries and salad lang.
“Habang nandun ako, I would always talk to the manager kasi I was very interested to learn the ins and outs of the restaurant business, kasi wala naman akong matanungan eh. Nung nag-21 years old na ako, marami napa-pirate noon sa Bistro Group to work abroad, so nasama ako doon para mag-work sa cruise ship.
“Sobrang bata pa ako noon. Nag-work ako sa cruise ship sa US, sa Carnival Cruise Lines. Naka-mindset na talaga ako noon na someday I want to open my own restaurant. Hindi pa clear noon kung ano, kasi gusto ko lang magka-restaurant. Yan yung goal ko so yung nag-work ako sa cruise, aligned siya sa vision ko.
“When I was there, ang ginagawa ko was to save all my salary. Binata ako that time, 21 years old, nakaka-tempt gumastos, diba? Pang-good time, pero I saved lahat ng salary ko. Suma-sideline pa ako para may extra money. I worked there for two years and when I reached 23 years old, sabi ko, sige ano kaya, mag-try akong mag negosyo.
“Pag-uwi ko sa Pilipinas, I attended yung franchise expo. At first hindi ko pa alam kung anong concept. I saw this food cart na Noodle House. Usong-uso dati nun eh, parang pinipilahan sya nung time na yun. So nag-franchise ako and I opened an outlet sa Tutuban.
“Okay naman, I had a good location. ‘Ber’ months noon nung in-open ko yung outlet sa Tutuban. Sobrang traffic nun every day. Sabi nung mom ko okay ah. Savings ko ginamit ko and she was very supportive naman. Nung time na yun, na-apply ko yung mga basic know-how ko on how to run a business, like yung inventory, ganun. Naging okay naman.
“But after nung ‘ber’ months, mga February, syempre bumaba yung sales. Sabi ko parang kumonti tao sa Divisoria, eh taga Taft area ako eh, yung naglalakad lang ako, nakita ko yung isang space. Small space lang siguro mga 20 square meters. Sabi ko pwede kayang dito ko ilipat yung Noodle House? Sabi ko alanganin naman kasi food cart needs foot traffic. High foot traffic di ba? Mall talaga kailangan. Sabi ko tayo na lang kaya ako ng sarili ko. Yung nag-franchise ako, parang okay naman yung business, pero as a chef kasi na-iimagine ko, pag business ko, nandun yun creativity ko eh, yung passion ko. Sanay na ako sa actions sa kitchen so sabi ko mag-open ako ng sariling concept ko.
“And during that time mahilig akong manood ng No Reservations by Anthony Bourdain. Kasi habang nagwo-work ako noon sa US, hindi nga ako magastos pero I would try mga different cuisines and restaurants na hindi chain so na-inspire ako sa mga mom-and-pop na operations nun.
“And then sabi ko, ‘Ano kayang kulang dito sa Pilipinas?’ So that time 2009, there was no burger joint na nag-scale eh, and kung titignan mo sa Southeast Asia, tayo pinaka-malapit sa Western culture, pero bakit wala pang burger joint na nag-scale. Sabi ko, pag magawa ko ito ng maayos, there will be an opportunity to scale someday.”
2| Know how to differentiate your products while building loyalty and driving word-of-mouth growth
Differentiation allows a business to offer products or services that stand out in the market. When customers perceive something unique—whether it's innovative product features, exceptional service, or distinct branding—they are more likely to choose that business over competitors. This uniqueness creates a strong foundation for customer interest and loyalty.
Word-of-mouth growth is one of the most cost-effective and credible forms of marketing. People trust recommendations from peers more than advertisements. Encouraging positive word-of-mouth can significantly reduce the cost of acquiring new customers while boosting revenue.
Varona began by asking a critical question: What would set Zark’s Burgers apart from other fast-food chains? His response to this challenge was to offer oversized burgers at an affordable price point to everyday Filipinos at a time when premium burgers were associated with expensive foreign brands.
Zark’s oversized burgers and challenges created excitement that spread organically. Varona’s initial target market, the students, became Zark’s ambassadors, who shared their experiences on social media and encouraging friends to visit. As word spread to other campuses, this created a ripple effect that expanded the customer base.
Even after experiencing success with his first outlet, Varona chose small spaces for his subsequent locations to minimize risk. This cautious approach reflected his value of prudence, which helps him ensure the business could scale sustainably.
“When I opened the first store, sabi ko what would differentiate us from fast food?” he says. “So nag-conceptualize ako, nag R&D ako. Nag-mix ako ng mga patty, and then ginawa ko yung mga burgers namin mas malalaki. I positioned yung product namin na yung price point ay affordable sa middle class, sa students at working class. Kasi dati, if you want a good burger, you have to go to foreign brands. Di ba mahal? Hindi sya affordable sa pangkaraniwan. Eh hindi nila specialty yung malalaking burger na may creativity, di ba?
“And dun nga pumasok yung pagiging creative ko, so naglagay ako ng mga burger na may mac and cheese, yung deep fried that will talk directly to the students. Yung burger na magugustuhan nila na may wow factor kasi karamihan sa ibang burger, bacon cheeseburger, cheeseburger, so dun ngayon pumasok yung playfulness ko sa pagkain.
“Meron kaming burger challenge: you have to finish in five minutes libre na yung burger. Meron kaming bacon-wrapped cheeseburger, binalot namin yung hamburger ng bacon tapos deep fried, so ganon medyo extreme talaga yung mga creations namin that time.
“Kasi yun nga parang inspiration ko yung mga joints sa US, maraming ganon eh, yung mga challenges. Just to make fun yung atmosphere and true enough, yung nga, nung inopen namin yung first store sa tapat ng La Salle, talagang pinilahan agad ng mga tao. I mean pati ako na-surprise ako.
“Of course, the students were curious to try, pero nag-tuloy tuloy na. Kumalat na yung word-of-mouth sa iba ibang lugar like sa UST, pati mga iba-ibang students dumadayo sila sa Taft that time. So yung 20 square, yung 14 seater namin sa Taft, eventually in two years naging 100 seats kami nun.
“Nasa second floor pa kami nun dati, yung pila namin mula taas hanggang baba. Yung first branch namin until now it is still our number one store. So dun kami nag-start and then dahan-dahan ko siyang pinalaki.
“Yung first store, 14 seats lang kasi siya, kaya mabilis pilahan. Isa yun sa advantage kasi there were only four of us. Ako yung nagluluto, ako rin yung nagmamasa ng karne. Syempre first time ko. Alam ko lang tuloy-tuloy yung tao. And nakakapagod and amoy pawis ako the whole day, kaya yung mga first three years namin, yung customers namin naging friends ko na, kasi nakikita nila ko dyan. Tuwang-tuwa yung mga customers. Ine-entertain ko sila lagi like, ‘How’s your food?’ The usual, na, how can we improve yung product?
“Sobrang saya nun, but at same time anxious ka kasi kung babalik pa sila. Once na bumalik sila at maging regular customers na, nawawala na yung parang takot. Dun nanggagaling yung lakas ng loob na to expand sa next location.
“Nung lumaki kami, sabi ko, sige, okay naman yung kita, nag-expand kami sa BF Homes. Ganon din nangyari, I got a small space din kasi takot pa akong mag-expand eh. Hindi ko pa masyado gamay, wala pang data data, lakas lang ng loob that time. I got a space similar sa yung first store namin ganito lang kalaki din. First day di pa kami nago-open ang haba na ng pila sa labas. Excited yung mga tao, good thing talagang minsan swerte rin.”
3| Know how to build a unique brand that stands out in a competitive market
Brands that stand out naturally generate buzz and curiosity. Unique product features, innovative campaigns, or memorable experiences encourage customers to share their excitement with friends and family. This organic word-of-mouth promotion significantly amplifies your brand’s reach without requiring large marketing budgets.
Brands that continuously innovate and maintain a distinct identity are more likely to adapt and thrive as markets evolve. Being unique doesn’t mean being static—it requires staying ahead of trends, understanding customer needs, and remaining relevant. A strong brand identity gives businesses the foundation to evolve without losing their core values.
Varona wanted to offer more than just burgers; he aimed to provide "Fresh, Huge, Great" products that were affordable to the middle class, students, and working professionals. Unlike fast-food chains that often serve pre-prepared meals, Zark’s ensured freshly cooked burgers that catered to Filipino tastes, which combines quality and value.
Varona’s knack for creating buzz-worthy experiences, such as the famous P8 burger anniversary promotion, demonstrated his understanding of marketing. This promotion caused a frenzy, with people rushing to stores and the event garnering national and even international media coverage. The excitement reinforced the brand’s popularity and established Zark’s as a household name.
Zark’s Burgers’ growth was not just about opening more stores; it was about nurturing its community of fans. Varona personally engaged with customers, entertained them, and sought feedback on improving products. This personal touch created a loyal customer base that not only returned but also advocated for the brand.
Although many entrepreneurs might rush to franchise for quick profits, Varona prioritized readiness and sustainability. He waited until Zark’s Burgers was fully prepared to handle franchising, which ensures the brand’s standards and reputation were maintained. Varona’s goal was to create a legacy, not just a fleeting trend.
“Nung nasa high school ako, mahilig kami ng mga friends ko sa wrestling,” he says. “There was this character called Mizark Henry na big black guy. Syempre kapag high school minsan, kalokohan lang, kunyari minsan may classmate ka na panot. Pangalan na nya panot hanggang pagtanda nyo na. Yun yung mga joke-joke namin. Tinawag nila akong Mizark, kasi mahilig ako sa wrestling kaya that became my character. Nag-stick na yung name sa ‘kin.
“And then nung nag-college ako, nasanay na rin ako. Syempre new student ka sa PWU. Anong name mo? Sabi ko Mizark, kasi everyone’s calling me Mizark eh, so sabi ko parang unique naman, diba?
“Nag-iisip ako, walang tumatawag sakin ng Rolandrei eh. Naging Mizark na talaga, so nag-stick na yung name and then nung nag-iisip ako ng name like, anong magandang name, parang na-isip ko ang haba ng Mizark, parang hirap i-pronounce kaya sabi ko sige Zark’s burgers na lang. Mukhang okay naman kasi unique, madaling tandaan.
“Yung ginawa naming yung Zark’s, pinaka-tagline naming yung ‘Fresh, huge, great.’ Yun yung tagline namin, even now sa logo namin, ‘Fresh, huge, great’ lagi nasa stores yan eh. Kasi fresh, gusto namin ma-differentiate, of course, sa fast-food. Dati yung fast-food naka display na yung warmer? Sa ‘min freshly cooked, huge yung burgers, and great experience, great value.
“Siguro we have the one of the biggest burgers na affordable kasi we're known for huge, huge burgers and great value, and naisip ko, paano ko sya i-localize. For example, sa ibang fast food? Sa iba kasi, medyo bland. Yung ibang fast food, yung patty may mix na eh. So yung sa amin yung patty namin, naka-mix na yung ingredients dun ng mga flavorings, para pag-nakain hindi na sya yung typical na American burger, na just salt and pepper lang eh, parang steak sya pag kinain mo eh. Yung sa amin, yan yung ginawa naming para mas maging mas magustuhan ng Filipino palate. That's what differentiates us from others.
“Tapos syempre andon pa rin yung consistency namin na maging burger of the month. Lagi kami may mga burger creations. Like a few months ago, nilabas namin yung Reaper burger. We used the world's hottest hot sauce, and then yun nga yung deep fried burger, meron tayo nyan.
“Meron din kami Philly Cheese steak burger, meron tayong mac & cheese. Naglagay tayo ng mac & cheese sa taas ng hamburger so that, you cannot see that sa ibang mga burger joints.
“Yung nag-8th anniversary kami, nag-promo kami nun ng P8 lang yung burger. Grabe yung naging trajectory namin. Yung time na yun, madami namang nagpro-promo at hindi naman nagtatakbuhan yung mga tao, pero yung nag-announce kami, pag-open pa lang ng mall, yung mga tao nagtakbuhan.
“Kasi marami namang nago-offer ng piso dati, meron din buy 1 take 1. Ito you have to pay P8. Bakit nagtakbuhan sila? Kaya sabi ko nakakatakot, but then I realized, alagaan natin itong mga tao na to kasi hindi naman magtatakbuhan yan kung hindi sila fan ng brand.
“Naging news yung nagtakbuhan, even sa ibang bansa. Lahat ng TV channels, kinover kami. Nasa Taft ako that time eh. Sa Taft, organized yung haba ng pila, yung pila ang haba. Yung isang lane may mga pulis na, may mga kagawad at barangay na, as in talagang nagkagulo yung tao and you have to wait for five hours.
“So nandon kami nung time na yun, ok naman eh, pero pag-open ng store sa mga mall na branches, mga 10:15 pa lang ang dami ko ng messages. Tapos nung nagse-send na ng mga video kinabahan ako, parang masusuka ako.
“Kasi, first we didn’t want to happen na magkaron ng stampede, especially kung mangyari to sa mga malls, kasi there are lot of entrances eh. Unlike sa mga non-mall isa lang yan, kalye na. What happened sa mga mall, ang daming entrance, pag-open ng gate lahat ng tao kanya kanyang takbo mga different entrances, so talagang free-for-all ang nangyari sa mall.
“Pero naging well-coordinated naman. Kami, we knew na we had a huge fan base, pero we didn’t expect na that huge yung following namin na talagang magkakandarapa sila, maghahabulan. Ikaw ba tatakbo ka para sa hamburger? Di ba? Kahit mag freebies yung favorite mong restaurant sure hindi ka tatakbo eh.
“Kinabahan ako that time, whole day, hindi ako makatulog pero nung mga 10 p.m, na kasi nasa TV Patrol na, Saksi napapanood ko pa and wala naman na may nasaktan, nakahinga na ko ng maluwag nung gabi. Pero that whole day parang di ka makakain. Kasi we really propelled the brand to new heights talaga. Nakilala na ng ibang tao yung Zark’s.
“And then from there, kasi sikat tayo sa mga bata eh, I guess yung mga magulang nila na-curious ngayon. Parents yung may mga pera, so they would ask of course, ‘Ano tong Zark na to? Ah sikat yan, ganito, ganyan malaki burgers nyan, masarap,’ so ngayon after a month we announced that we were open na for franchising.
“Dati kasi yung second or third year namin, meron na offer ng franchising. Iba kasi yung franchising kasi very tempting, laki ng pera pag nagfra-franchise, but I didn’t want to offer until we were ready. Ayoko mapahiya sa tao. Hindi money yung motivation. Ang motivation ko was for the brand to become a legacy. Sabi ko no, wag muna, hindi pa ready. Aware ako sa sarili ko na na hindi ready baka masira.
“We saw a lot of brands na biglang nawala after 10 years. So very important yung hindi yung manggulang sa iba yung motivation. When we launched our franchising, dahan-dahan nag-grow yung company.”
4| Know how to scale your business by creating strong systems and teams
Scaling a business is a complex process that requires more than just ambition and effort. It demands a solid foundation of systems and teams to ensure sustainable growth and long-term success.
A robust system ensures that operations are carried out consistently across all branches or departments. When processes are standardized, the quality of products and services remains uniform, even as the business expands.
As the business grows, the volume and complexity of tasks increase. Building a competent and well-trained team empowers employees to take ownership of their roles. Strong teams reduce the dependency on the founder or key leaders for day-to-day decisions, which free them to focus on strategic growth.
Varona’s ability to recognize his limitations showed humility and self-awareness. This mindset allowed him to surround himself with capable individuals who could complement his strengths. To sustain growth, he sought out skilled individuals who could fill gaps in his knowledge and experience.
Varona’s willingness to invest in structured systems underscored his discipline and foresight. He recognized that long-term success required meticulous planning and operational discipline.
He emphasized the need to invest in three critical areas simultaneously: people, store infrastructure, and branding. He improved store aesthetics, developed HR systems to hire and retain talent, and strengthened Zark’s Burgers’ brand identity.
As the business grew, Varona recognized the need to evolve as a leader. He surrounded himself with like-minded entrepreneurs, studied various business models, and stayed curious through reading and asking questions. This commitment to personal growth allowed him to refine his approach and stay ahead of challenges.
“Yung turning point na, sabi ko, andon na tayo sa nag-click nga yung plan ko, na this could scale up na, but what am I gonna do?” he says. “Hindi ko na expertise to, right? Iba kasi yung managing a team. Remember, line cook lang ako when I opened the store. I didn't have experience managing kahit isang tao. Wala akong experience sa ganun and I just learned it as I went along.
“Sabi ko para tuloy-tuloy yung opening namin, I need help from other people. Yan yung importante na realization ko na hindi ko to kaya mag-isa. So I went back and I talked to my former boss and invited her to become my GM kasi we shared the same values, like very loyal sya sa work, very straight magtrabaho, maganda ang values. Sabi ko I think aligned naman tayo when it comes to that, but now we want to take you to a bigger role.
“We had five stores at that time, and sabi ko this will not stop at five stores. Yung GM ko helped me slowly build our system. Dati kasi when we were starting walang PNL (Profit and Loss). Nung starting wala, cash flow lang sa bangko. Umaangat naman yung pera sa bangko so I thought okay na yan. Mukhang kaya ko na mag-open, hindi ko na bina-bother pang pahirapan sarili ko that time eh.
“When I interview people, yung HR wala kaming guidelines. Parang gut feel na lang, yung sa simula kasi, kasi yung phase medyo mabilis eh. I didn't have time and I didn’t have the experience for that but I realized na kailangan mo ng maayos na HR.
“Although meron akong kaunting experience, I needed a system. Naisip ko if I want to continue yung expansion namin, then I need to hire a good HR team. You have to do it right. Pwede naman forever ganito. Okay naman, wala namang problem. Malaki naman ang kita. Pero if you want to go to the next level. You have to get people from the next level. Kung ganito lang tayo, tropa-tropa lang, same level lang tayo. But if you want to go to the next level, kumapit ka dun sa mga next level.
“Sa simula, kailangang gumastos kasi pwedeng mangyari parang investment eh. People are an investment kasi I believe na for the business to grow, we have to invest in people, the store and the brand. Tatlo yan na dapat sabay sabay. Kailangan pagandahin natin dahan-dahan yung store. Dati kasi yung store namin pangit eh. Walang system. Kailangan mag-invest sa people. Syempre brand kailangan natin, kailangan magkaroon ng strong branding.
“So from there tuloy-tuloy na. Dahan-dahan kaming nag-open ng mga branches, then nung umaabot na kami ng mga 24 stores, back in 2017, nagkaroon kami ng dilemma. How do we open more stores sa provinces? Kasi dito sa atin sa Philippines, it’s an archipelago. Ang daming island. Mahirap i-operate, very costly. Sabi ko let's get the best practice sa industry kasi one of my business principles is to emulate yung mga best practices ng mga idol natin sa business. I learned that we needed to do franchising. I got a consultant to help me to set up our franchising in 2018.
“Yung sa simula, yung inspiration ko mga mom-and-pop na mga restaurants, ang daming hamburger dun eh. Ganun yung peg ko that time. Then nung lumalaki na, I studied na yung different business models and I compared it sa business ko to see kung ano yung edge namin. It’s very difficult kasi to compete kung price lang, kasi di ba iba yung scale nila talaga, mababa presyo niyan, so talo ka don kaya dun tayo sa table service.
“Alam ko sa sarili ko parang nahihit ko na yung ceiling ko kaya I wanted to learn more. One way is to surround myself with like-minded na mga entrepreneurs. Sabi ko, di ko magagawa ito kung mag-isa lang ako. There’s a saying na, its lonely at the top. Ako lang yung boss eh. I grew the brand na solo lang. Good thing na mahilig din ako magbasa. Siguro innate sakin yung maging curious saka laging nagtatanong.”
5| Know how to develop teamwork and focus to drive business growth
A business leader cannot scale a company alone. Building strong teamwork empowers leaders to delegate responsibilities to capable team members. Clear focus ensures that these delegated tasks are executed in line with the company's strategy, which allow leaders to concentrate on high-level decisions and opportunities for expansion.
Teams that work collaboratively and share a clear focus are more likely to develop innovative ideas. During expansion, creative solutions can differentiate a business in competitive markets and address specific challenges effectively, which help the company thrive in new areas.
Varona understood the importance of self-awareness in business. Despite his passion and initial success, he recognized his limitations in areas like financial management, systems, and scalability. This humility led him to seek help from individuals more skilled and experienced than himself.
Varona believed in assembling a team that shared his vision and values. He emphasized hiring people who were not only skilled but also aligned with the company’s culture of accountability and discipline.
By promoting a culture of trust and accountability, Varona ensured that his team could work cohesively toward shared goals. He trusted his team members to take ownership of their tasks, which allow him to focus on strategic decisions rather than micromanaging. This approach created a sustainable environment for growth.
Varona emphasized the importance of discipline and focus in achieving business objectives. He ensured that his team remained aligned with the company’s vision by setting clear goals and maintaining a work-life balance for his employees. He believed that discipline and competence were as important as experience in building a sustainable team.
“Siguro when you put up a business, aside sa mga given na passionate ka, pinaka-importante is yung know-how mo sa business,” he says. “Like yung basic accounting, that’s very important. Kung uulitin ko yung nangyari sakin, sana mas marami akong alam tungkol dun. Yung pagluto kasi, ano yun eh, craft yan, diba? Physical yan.
“Kaya I always advise na you have to do it right when you are starting, like sa taxation, mga permits, ganon kasi it's very important. Remember galing ako sa sole proprietorship tapos nag-change sa corporation. Imaginin mo ilang business permit yan, napaka-trabaho.
“Pangalawa, I think you should be aware of yourself kung ano yung limitation mo and in order for you to grow to the next level, you need people to help you. Yun yung pattern ko, nag-stop ako, and I asked help to go next level to expand. I asked help nung franchising. I asked help now to scale this. You need to get people na mas magagaling na sa ‘yo. Yung mas may experience na sayo.”
“For you to elevate the business, you have to separate. I mean, for example, ito kayo lahat, gusto mo mag-elevate sa peers mo, you have to separate talaga. And of course, yung team work talaga kasi gaya sa sports, hindi mag sa-succeed kung wala yung trust ng team sa ‘yo. Parang sa basketball, si Michael Jordan needs Pippen or si Shaq needs Kobe.
“Dito rin sa team, we need a GM, we need a competent HR, marketing people, so you have to learn to trust. You have to learn to build a culture in order for you to scale kasi kung hindi, wala, masusunog ka lang. Kasi mag-micromanage ka lang and it's not sustainable.
“Syempre sa team, dapat aligned tayo sa values natin kaya siguro medyo mababa rin ang turnover rate namin kasi nakikita nila we value yung work-life balance. Aside pa doon, of course, kailangan yung discipline to hit yung mga goals natin.
“Of course aside sa good experience, you have to be very competent. Being nice will only get you so far. Kailangan mo ding maging competent. Madali mag-hire eh. The problem is kung paano ka tatagal? So yun yung mga tinitignan namin, kung ano sila. Yung culture of accountability dapat andon. I guess kung hindi sila aligned kusang magre-resign yan eh, kusang aalis yan.”
