He Started His Business During College. How it Has Grown To an Enterprise Today.

5 MIN READ

January 29, 2020 By Sean Leave a Comment

Can you establish your own business during your second year in college? Anthony Laborte did just that! Learn more about him in this podcast!

Follow the Podcast on iTunes and Spotify

Excerpt

Who is Anthony Laborte?

Anthony Laborte is an entrepreneur who started up his company while he was just a second-year college student. The name of the business was IIPI. IIPI stands for International Industry Partners Incorporated.

What’s interesting was that during that time, Anthony did not have any direction concerning why he named his business as such. It was a very generic name because, at the time, he didn’t know what to do yet. He was only sure that he wanted to start his own company.

IIPI was founded in 2009 and was incorporated in 2010. To keep up the growth, Anthony had to do a few things. At first, he was just around his dad’s office. He was just sitting down at the conference table researching ideas while also taking in the hustle and bustle of their family business.

Was this post helpful? Share it if you feel like others may find it useful too:

He was there mainly as a spectator. Anthony studied the ins and outs of the company while also trying his best to search for his own path.

This was essentially his mentorship period with his dad. Unique to their relationship was that Anthony didn’t have to ask for anything from him. Rather his dad would shower him with knowledge and wisdom in every opportunity that he got.

Anthony’s dad was a mechanical engineer. He used to work for a bottling company like Coca Cola and San Miguel. From there he went to the bottle manufacturer. At first, he did maintenance and installation of equipment. Eventually, he was transferred to sales and became the country manager for that company.

It’s because of this that their family business was incorporated. His dad’s company needed someone to help install their equipment locally. He had been doing this for about 30 years.

How did your father come about the opportunity to start your family business?

During that time, there was no installer of the equipment that his father was selling. Because of this, his father thought of setting up one such business himself. The equipment that they sold was very expensive. It was the whole package, all the machinery involved in the turn-key.

Anthony’s father was in his 40s when he started their business. Aside from that, he managed it while still working for a European company. In the morning, he would be there managing his business and during the evening, he would focus on his duties with the other company.

Why didn’t you go into the family business?

Anthony didn’t want to do so because it was difficult and confusing for him. He wasn’t an avid supporter of the concept of his dad being his dad at home and being his boss at work. He thought it was hard on the relationship that he and his dad already had.

It was different in my case. It wasn’t exactly because of my father’s temperament, but it was the advice that he has given to me over the years. Growing up he would tell me to look for another business or climb the corporate ladder. Just as what people say, when you’re a Chinese person in the Philippines, you would be in one of two businesses, Textile or Hardware. My family was into hardware. In the long run, he discouraged me from going into it again because the profit was small and the processes were complicated.

It stamped into my mind. So when the time came, I tried to enter corporate for five months, I couldn’t take it. At that time, SEO Hacker was at its infancy, and after a lot of prayers and what felt like a really long time, I finally got my father’s blessing to focus on SEO Hacker.

It wasn’t because my father and I might not have been able to work together, rather the business was not thriving, so it didn’t make sense to continue it.

What gave you the initiative, the mindset to start a business early?

It was mostly because of his father. Anthony’s father told him and his siblings that they only had two choices after they graduated from college. It’s either they become an entrepreneur or an employee. Anthony and his siblings saw both from their father.

There was a time when he considered going corporate. He never had an experience of his own. Everything that Anthony did was based on trial and error or what he’s seen from his family business.

You studied engineering at De La Salle and Business at CSB. Which of them did you like the most?

Anthony heavily enjoyed business more than the former. He started his business early on in his Business course. He even said that he wished he could have started it sooner. However, he also believes that it was only right as time has helped a lot in him becoming more mature.

Delegating to Donkeys vs Stallions

2 MIN READ

January 28, 2020 By Sean 1 Comment

If you have a stable full of donkeys, you will not be able to delegate to them. Donkeys are hard to work with. They are lazy, stubborn and make a lot of noise. Worse yet, when a group of donkeys are trying to defend themselves from external threats, they form a circle, face the threat and with their hind legs, kick each other to death. Donkeys are stupid.

However if you have a stable full of stallions, you will be able to delegate to them and they will run for you like a champ. Stallions work hard, have an extremely impressive grit and stamina to keep on going and when a group of stallions are trying to defend themselves with external threats, they face each other, work together and kick outwards to kill the threat. Stallions are what you want to have in your team.

The thing is, stallions don’t like running with donkeys. Donkeys slow them down and irritate them. If you have donkeys in your team, they will make noise to try to make your stallions leave because it makes them look bad. They will slander, gossip, play politics and ultimately will make for a very bad working environment.

If you don’t get rid of the donkeys in your team, your stallions with leave. You can really only delegate to stallions. Identify who your stallions are and take care of them and protect them from the donkeys by firing your donkeys.

What are the 3 Best Advice that this Entrepreneur has for Budding Business People?

8 MIN READ

January 15, 2020 By Sean 1 Comment

Follow the Podcast on iTunes and Spotify

Excerpt

What were some of the challenges that you’ve faced as the CEO of Pandora Labs and now VP for Product of Bolton Labs? How did you overcome them?

The most common would be nonperforming leaders. Those that do not perform according to Isaac’s expectations.

What he does is he has an honest conversation with them. Isaac reiterates their mission and vision, as well as the expectations. Then, he gives options that they can take because if the person isn’t a perfect fit for you, they might be a perfect fit elsewhere.

Another issue revolves around trust. For Isaac, the best way to earn trust is to trust first. He’s not saying that you shouldn’t be too trusting, rather you have to be careful with setting the right controls because in dealing with people, many things can get mixed up, many things can lead to change.

Was this post helpful? Share it if you feel like others may find it useful too:

Isaac has experienced people that he trusts to leave him and do things he is not proud of. At the end of the day, it hurts him because he truly trusted these individuals. He does see these as learning experiences. They do happen, and people need to be prepared when they do.

I want to share something that I realized during my trip to Singapore. Look at airports. These places have so many checks that every person needs to pass through. I’m sure that 99.99% of the people who go through airports are civilians, tourists, and businessmen. None of them I dare say are drug dealers.

All of the checks—Security, Immigration, and all the little things that we do just to pass through airport security are not there to make the experience worse. They’re there to keep everyone safe; To keep the 0.001% that are drug dealers or any other dangerous person from boarding a single airplane.

In a company, that is what should happen. Unlike in the airport, however, the 0.001% is more common here and we need these rules and regulations to keep things in line. This means everyone is affected, so that the 0.001% will not enter, or will easily be found. This will protect the company. True leaders will accept these rules, and the minority of undesirable people will be forced out by them.

Isaac has his own set of core values that somewhat summarize the standard that he and his team members should uphold. He would ask his team to think about these things before they act while on the job.

We are Disciplined people. Because we are disciplined people, we have disciplined thoughts and we have disciplined actions.

It always starts in us. Disciplined people no longer need the rules, but this idealistic point-of-view is too good to be true.

Even Netflix, with its Netflix culture, has its own rules for some situations.

The importance of these rules, as we go back to the airport metaphor, can be seen in a few tragic events. One was the horrible incident of 9/11. In that flight, the 0.001% got through; and unfortunately, all the passengers of that plane and the vast majority of those who were within the World Trade Center died.

In business, the 0.001% can lead to your business crashing down. Nobody wants this to happen to your business, your culture, or anything really.

What kind of culture did you have in Pandora?

Pandora had a very open culture. One of our primary aspects is that logic wins. Isaac encourages a lot of people, disregarding their position to always speak their mind in a slightly filtered manner. Having that open communication where logic is upheld is key. This is because at work there can’t be any opinions.

The company must not have multiple opinions as it might derail the company from achieving its goal. Isaac welcomes ideas from his team. He always follows logic and data. So if a team member suggests a good concept or idea, If it’s logical then Isaac will find a way to integrate it into the company.

Most of the time this would lead to a bit of conflict between people. But as Patrick Lencioni mentioned in one of his books, conflict is nothing but the pursuit of truth. It’s one thing that we apply to SEO Hacker. To keep harmony and unity in the team, we have to have healthy conflict.

The problem now is that people don’t want to have healthy conflicts because they don’t trust each other. And when a team doesn’t trust each other, that’s when workplace politics begins.

You’ve mentioned earlier that you’ve cut down on social media for quite some time. What’s the reason behind this?

Isaac noticed that when he spends too much time on social media, he gets derailed. He usually loses his thought process. For him, social media is used to get in touch with other people. For social entertainment, he tries to get it elsewhere such as in sports and reading books.

What’s your advice to young entrepreneurs?

You should always keep your emotions in check. Keep your priorities clear and always have your mission in mind.

The second piece of advice is that don’t be like the entrepreneurs that go all-in on one single venture. If you see a good opportunity, go for it—but always have a spare tire. As an entrepreneur, you are the manager of your own cash flow. You have to make sure that you’re not just earning from one area. You must have two or more ventures.

You can’t rely on one startup. Having more ventures will make sure that you have a back up for when one of them falls.

You don’t want to find yourself full of regret just because you lost all your money in one of your failed startups.

For his third piece of advice, Isaac mentioned that you should not be too in love with your product. Instead, be in love with your mission.

There came a time when Isaac was so focused on developing the best possible version of his product that he lost touch of his mission. Because of this he had to realign, and restock resources since he was down over a million pesos all because he focused too much on developing his product that wasn’t sellable at the time.

He says that you should be able to look at yourself in the mirror and question your motivations. Is the product that you have still aligned with your mission, or is it something that makes you feel good about yourself?

What’s your advice to entrepreneurs that are on the same boat as you? Those who are 7 to 8 years in the runway that have a good merger offer that they’re thinking about.

Isaac considered two schools of thought. On a personal level, and at a business level.

For the company, what would it entail? You have to factor in the people within the company. For Isaac, he looks at whether or not the merger makes sense commercially and financially and whether or not it aligns with your mission.

In Isaac’s case, even though we work under a different name now, we’ve achieved our goal of making it big through our own product. Right now, there are at least a hundred clients that use our software.

On a personal level, it’s different when your single and when you’re married. Isaac was married and so he had to take into consideration what his wife thinks about the merger as well. You have to be settled on the changes that might happen. You need to be aware of the upsides and the downsides and what you’re willing to give up.

Most importantly, you have to pray about it. Just as it was stated in the proverbs: Man can roll the dice, but it’s God who decides the outcome. People must ask God if you’re choosing the right decision. and if he says that it is, then he will bring you to where you want me to be.

What are you working on right now?

Isaac has a lot of things moving in the background. One of the more notable ones is called the Malaya Corp. It started as a holdings company for his family. However, now that he was able to save enough, he is now experimenting on a few other things. One of the industries Isaac plans on penetrating is property development and the other one is product distribution and trade.

Though not active on social media, you can still find Isaac on the following:

Facebook/Instagram: @IsaacSabas

Email: ice.sabas@gmail.com

A Roof Over Our Heads

2 MIN READ

January 14, 2020 By Sean Leave a Comment

By now, everyone knows about the ash fall from Taal Volcano’s imminent eruption. It has robbed us of clean fresh air, robbed us of the pleasure of going out and taking a walk, and even robbed some of us of our homes. Today I realized that we have taken tons of things for granted in light of the ash fall. One of which is the roof over our heads.

You see, I maintain a small fish pond filled with around 300 red Tilapias. Me and my sons visit them every morning to feed them and we harvest every once in a while. Recently they have just given birth to another batch of fingerlings.

My wife showed me some photos over Facebook yesterday about swimming pools turned black. These pools are owned by people we personally knew.

Then I thought to myself “If that happened to our fish pond, all the fish would die.”

Thank God they have a growbed over them since it is an aquaponics system. Little to no ashes fell in the pond. Perhaps some particles got into it but nothing visible. All the fish are alive and kickin’.

Was this post helpful? Share it if you feel like others may find it useful too:

This made me reflect about how we take the roof over our heads for granted. God gave us a home to live in. Do we thank Him for that?

< 1 MIN READ

Success is not a one time event that you arrive into. It is a process. When you get a failing mark in school, you did not fail when you are served that score, your failure is in the process of your preparation for that exam. Success and failure is a process and a journey. Not an event.

The question is, are you setting your life up for success or failure? What does your daily journey and process look like?

What Motivated this CEO to Relinquish Control and Agree with a Merger?

8 MIN READ

January 13, 2020 By Sean Leave a Comment

Follow the Podcast on iTunes and Spotify

Excerpt

From being someone that calls the shots to becoming a Vice President, what are some of the biggest lessons that you’ve realized so far? How has the transition been?

One of the nicest things that happened was that Isaac built up trust with his partners. The trust was, in a sense, a deep understanding of one another. That both of them were on the same page, particularly in their commitment to reach and attain their goals.

Isaac also realized how important communication is. Messages must be clear. Everyone needs to make sure that they’re on the same page. There’s also the significance of having time to just discuss and see what options are available and hear the opinions of the others.

Isaac, as a first-time founder-turned-Vice President, treats all of this as a learning experience. He enjoys the journey, but he also keeps himself grounded. Most of the things around him are moving too fast, and sometimes, he needs to stop and take in everything meticulously just to keep up.

Was this post helpful? Share it if you feel like others may find it useful too:

Another lesson that Isaac learned was that people have to accept that there is a lot of pain. Having this kind of mindset will allow people to be responsive to these changes and adapt and eventually make the right decisions moving forward.

All of this was happening while even more were happening in the background. Isaac Sabas has recently been married, is going to be a father soon, and is in the process of moving to a new home. He is also investing in several new startups as well.

Can you share a few leadership lessons that you learned along the way?

Isaac also shared a point in decision-making. For you to not regret a decision or make others feel bad about it, is that you should always allow logic to win the argument. You also want your management team to be vocal and be able to share their insights and thoughts.

Having that environment where logic and data win allows two things. First, it makes your team better at thinking; and second, your team will trust you more.

Another lesson that Isaac learned was that being a CEO doesn’t necessarily mean that you’re the top guy. He would always head into the office and ask what problems he can solve daily.

Through servant-leadership, Isaac prioritizes serving his employees to help them grow which directly leads to the whole company grow.

How are you able to juggle all of these things together?

For the first question, the number one point that Isaac mentioned is to make sure that you marry the right person. Bear in mind that one of the biggest decisions that you have to make is whether or not you will choose to marry someone. For Isaac, his wife is his biggest blessing. When you’re sure that you and your significant other see eye-to-eye on the important things, then you’ll know that you’ve got yourself a keeper. It’s also one of the reasons why Isaac was able to juggle everything that was happening in his life.

In a survey talking about the similarities of the top millionaires in the world, the 4th point is having a supportive spouse. Much like me, Isaac is someone who loves to brainstorm ideas and innovation, and much like my wife, his wife is the one who keeps Isaac grounded. There may be healthy conflicts now and again, but at the end of the day, everything balances out. It’s our spouses that bring the best out of us and always keep us aligned with our goals.

Was the merger sort of a lopsided decision where you had too many pros and too little cons or was it a 50-50 chance?

As Isaac weighed the pros and cons of the merger, he believes that all of his planning and theorizing led to a 60-40 spread, leaning towards the merger. The 40% was mainly because the nature of the merger was high risk and high return. It’s a big part of the pros, and also one of the main cons.

This is because it requires Isaac to be willing to spend another five years of his life burning cash and setting up a new office. But the larger aspect was that it might strain Isaac’s recent marriage—since going through with the merger means being away from his wife for long periods of time.

He also had to factor in things from a business perspective and a family perspective. Things are very different when you have a family that you have to think about.

Isaac said that things would be different if he was single. He would have embraced the high-risk, high reward nature of it immediately.

Another deciding factor for the decision was time. They understood that time is a resource that they can’t get back. With the merger, everything accelerated. Though his return wouldn’t be as big as he first thought it would be, it would be achieved faster.

The merger also signifies the achievement of their first goal, which was to prove that Filipino talent is globally competitive.

Lastly, with the quickened return of investment and shift of responsibility, Isaac could focus on different ventures in which he can once again, prove their goal!

You personally thought of the safety and security of your family when faced with the decision of going through with the merger or not. What did the rest of your board think of this decision?

He was lucky that the board agreed with his idea. As technology companies, it’s always going to be one or zero. When given the chance, they would rather play it safe, especially when you consider that it was already five years down the line. The great thing that they all thought of was that they only had to see what their results would be after 2 years and see what the returns are.

Right now, around a year after the merger, Isaac and his team are in a pretty good space.

After the signing of the merger, what has happened to your team?

Most of my team stayed. The best part was that they slowly turned into the leaders of their respective departments. They had their fair share of mistakes, but that’s only natural especially for young leaders in a very unfamiliar environment. Bear in mind that the jump they made was huge. From a small 30-man business to a 450-man company.

Isaac believes that as leaders, they need to develop more leaders—just like what he did to his original team.

The ones that decided to leave were mostly forced to because of the change in offices. Isaac and his team had to transfer from Ortigas to BGC because the place is a commercial metropolis. When they invite foreign clients into their office, they’ll see that the Philippines is a very progressive nation—not just a tropical paradise with coconuts.

What are some of the things that you know you’ve done to raise leaders?

From the beginning, Isaac has been gearing up his team for something like this. He had the vision that his team would reach new heights and was already preparing them for such a feat. He would mention that his team needs to be able to lead people once they become a large company.

To support this, Isaac hired a lot of interns. He wanted his team to train these interns so that they would learn how to coach. The interns would learn as much as they can, as the team teaches them and grows into better coaches.

One of the best traits of leaders is their ability to train people. Isaac gave his team this opportunity, while also discussing with them other pieces of wisdom such as dealing with different personality types.

Isaac treats his team as his children. He wanted them to be successful in and out of the company. Even when one of his team members were to leave, they would always have a piece of Pandora Labs with them. He wants to be a positive force.

From Starting a Cyber Security Company in the Philippines to a Successful Exit in 7 Years

5 MIN READ

January 10, 2020 By Sean Leave a Comment

Follow the Podcast on iTunes and Spotify

Excerpt

How did Isaac Sabas start Pandora Labs?

Isaac Sabas founded Pandora Labs in 2012. It started way back when Isaac was teaching Computer Science at De La Salle University. He saw before that the students were demotivated because of their vague future after graduating.

Isaac wanted to show them that the talent that Filipinos had was globally competitive. This goal led him to research the best opportunity that Computer Science can give, the business model he should use, and the resources he should acquire to start it all. He also realized that there were a lot of bright students that with the proper guidance would become amazing individuals.

He started Pandora Labs with the motivation of proving that Filipino-made products and/or services can be great when compared to other countries.

Because of his experience working with an American security company, Isaac took inspiration from them. He liked their business model, and later realized that it was new in the Philippines.

Was this post helpful? Share it if you feel like others may find it useful too:

With some rigorous planning and theorizing, a year of developing the initial prototype, and some very generous students who believed in his vision, Pandora Labs was born.

The initial prototype was the brainchild of Isaac and all the students who helped him. Through multiple iterations and very big and game-changing decisions, they were able to create the product with the use of only Filipino technology.

Was it your first job that sparked the idea that this could be a security company where we can showcase that the Filipino people are better than what the world thinks we are?

It was because of Isaac’s first job and his previous background as a freelancer that this idea was built up. This was one of the many opportunities that he could make a business out of.

What does Pandora Lab do?

Pandora Labs was a Pinoy security company. It was focused on security systems and services. For the business model, there were two types. The first was through a consultancy business model, and the second one was the subscription model.

They have and are still trying to break the notion that security is expensive. through the platform that they were building.

Can you tell us about the journey from being a founder to eventually merging with another business?

Isaac wanted his business, Pandora Labs to make it out there—to prove that a Filipino company can become a success story. That motivated him to be more aggressive in looking for opportunities.

At the time, the company named Bolton Remote had an ample number of customers that were looking for security services. However, their issue was that they didn’t have enough security capabilities and the fact that there was very little security technology that backed them.

Pandora Labs and Bolton Remote eventually came to an agreement, as they both had what the other was looking for. Isaac had a product that needed a customer base, while Bolton Remote had a customer base but needed a solid product to offer.

The journey was about understanding how it could catapult their reach to a larger scale because if they would have done it by themselves, it would have taken longer than expected. It’s was also about the growth of our market and sales in the local market.

The opportunity that Bolton Remote provided was a blessing. It made sense because our needs and resources aligned precisely.

What’s the difference between working as the founder of Pandora Labs and the Vice President of Product for Bolton Labs?

One of the biggest changes was the shift in responsibility. Before, Isaac was responsible for everything—from his employees to his customers. It was a lot of pressure.

Now, as the VP of Product, he sees things in a different lens. He thinks about how he can accelerate growth, how he can improve the software, other capabilities that he could provide to the customers, and more.

All of Isaac’s concerns have been more focused now compared to when he was a CEO.

The merger was beneficial for both parties. Prior to that, Isaac was looking for different ways to fund growth. He met with multiple possible investors, but he found something crucial in Bolton Remote which made him say yes immediately.

They already had a deep understanding of who their market is, as well as a customer base that was lined up for Isaac to serve. Isaac wasn’t looking for the largest amount of cash, he was looking two, three steps further.

You mentioned that you wanted to fund growth. What kind of growth were you talking about?

The first way of funding growth is through accumulating money and hiring the right people. In the local setting, we didn’t have enough experience in growing SaaS products, Additional Service products, and services. Isaac couldn’t find good resources for people to learn from.

The other way of funding growth is by looking for synergistic opportunities with potential partners. Though they might not give you cash, talent, or the capability to make your business grow, instead, they already have potential customers. These customers are looking for a product and are very willing to provide feedback on it.

The Importance of Unity

2 MIN READ

January 8, 2020 By Sean Leave a Comment

The Belgian draft horse is the strongest horse in our planet. One horse can pull a weight of 8,000 pounds. That’s equivalent to six cars.

Two Belgian draft horses can pull twenty-four thousand pounds. That’s 18 cars.

Two Belgian draft horses who grew up together, trained together and think as one can pull thirty-two thousand pounds. That’s around 24 cars.

Unity has caused two Belgian draft horses to pull as much as 4 individual horses can. That’s the magic of unity.

This is something I strongly desired for my team. Not only does the entire company benefit because of the increased productivity, a united team working at their best with each other everyday is a joy to behold.

I still have a dream team.

The problem with this dream is that it is almost impossible to achieve. As the business owner, you’re already thinking about how to win over the market, beat the competition, keep expenses low and profits high, all the way down to payroll, cleanliness of your workplace and team morale.

These things are not easy burdens to bear so the unity in the team is often set aside.

Was this post helpful? Share it if you feel like others may find it useful too:

However, I can argue that team unity is actually one of the most critical things to pay attention to after positive cashflow.

This is because a united team attracts great talent and keeps great talent in side the company. If you have great talent working for you, a lot of the things a business owner needs to work hard on gets delegated. When you have great talent in the team, competence is high.

When competence is high, trust in your team increases and you know you can delegate the more complex matters to them.

This allows you to have more room to work on other things that are as important or even more important than unity – such as raising up leaders.

Team Unity is Life

3 MIN READ

January 7, 2020 By Sean 1 Comment

Take our bodies for example. Our body is a masterpiece of unity. Every limb, every organ, every cell in our bodies have to work in complete harmony with each other to function properly.

If we give it the right materials for it to build itself, it will be a healthy well-tuned body which can do amazing things.

If we don’t, it will start to create problems within itself.

Often this is in the form of a cardiac arrest which result to a stroke – a paralysis in specific parts of the body. Sometimes this is permanent, sometimes the body pulls off a miracle to heal itself.

There are times when this is in the form of cancer. Cells rebelling against the architecture and unity of the body. These cells that have turned rogue will unite and form clots in the bloodstream and organs that will turn into tumors. These tumors, when not excised, will slowly kill the body – giving it tons of pain and overtime will result to a messy, painful and very expensive death.

Any organization is likened to the human body. The head is the leadership team. The arms and legs are the grassroots. The brain is the R&D. The Sales and Marketing is the heart because it is the department that pumps blood which is the cashflow of the organization.

Any rogue personnel in an organization that is not in line with its core values, purpose, vision, mission and culture is a cancer cell. This rogue cancer cell will start to influence and corrupt other healthy cells to do the same. As it grows in mass, it will form blood clots that will either result in a stroke – mass resignation, labor cases, gross habitual neglect en masse or it will result in cancer – insubordination from time to time, insidious gossip, mediocre results that will make for a mediocre brand.

Don’t think one is better than the other. They are, all of them deadly. Do not even think that you are doing alright if even one of these signs are already developing in your business. Kill the rogue cells immediately. Flush them out. Excise them.

It might be painful to do so. You may lose a lot of blood in the process. But you save the life of your baby. The company you worked so hard to create.

It is a worthy trade-off.

The only trade-off you should make if you want your business to succeed.

You’ve Got to Keep Calling the Play

2 MIN READ

December 29, 2019 By Sean Leave a Comment

98% of all football plays fail. I’m talking about American football. There will just be some things that are bound to go wrong. Perhaps a fumble in the ball, perhaps a dropped ball, you name it. There will be some things that will just not go the way you envisioned it as the coach.

But you got to keep calling the play.

Everyone knows that it takes only 4 to 5 well executed plays for a game to be won. Yes you and your team may be tired, they may be beat up and bruised, they may even have some broken bones.

But the next play might be one of those 4 to 5 well executed plays. So you and your team goes out for another round. Yes there is a 98% chance it will fail. You know it well in your heart.

But you still go anyway and call the play.

Because the 2% is worth it.

Excerpt

Who is Anthony Laborte?

How did your father come about the opportunity to start your family business?

Why didn’t you go into the family business?

What gave you the initiative, the mindset to start a business early?

You studied engineering at De La Salle and Business at CSB. Which of them did you like the most?

Excerpt

Excerpt

Excerpt

Download Chapter 1 of my Book!