My family has been in chicken trading since 1993, and opened a layer farm in 2019. That year I handled client relations for Rovic Poultry Farm, and learned how trust keeps a customer long after the sale.
I moved into public relations. I was a publicist with Invigorate PR in Australia, where the chief publicist taught me the basics, then ran media relations for companies in Australia and the United States, and advised clients in Germany, Israel, the Netherlands and the United Arab Emirates. Six years of it, from adobo Magazine to the Wall Street Journal, and fifteen industry awards won for clients.
Six years in which I watched the same thing happen. A company earns coverage, wins awards, builds a name that opens doors, and none of it shows up anywhere the finance team can point to. Marketing had numbers. Advertising had numbers. Public relations had a folder of clippings. I loved both sides, the storytelling and the balance sheet, and one question would not leave me: why is public relations never counted in a company's financials the way marketing and advertising are?
In 2025 I came home to the family business when it needed an operator. It had received a notice of violation for incomplete environmental compliance. It held its LGU permits and an ECC from the farm's acquisition, but no one had been given charge of the rest. I obtained the remaining permits from the DA, DAR, NIA, LLDA, DENR and NWRB, and returned it to full compliance without losing a day of operations. Then I built its operating system and restructured its supply.
Growing that business, next to the years I spent working with executives abroad, showed me the same ladder twice. A startup chases profit, because without it there is no next year. A company that is already profitable chases value, because profit does not decide what a business is worth when someone else is doing the valuing. Different stage, same climb. And in both, being known to be good is not decoration on growth; it is part of how the growth happens at all.
Which is why the work starts as strategy and only then becomes anything else. You map where a company actually stands, not where it reports standing, and where it wants to go, not where the last three years say it can. Then you read which routes can carry it there. Direction is the hard part. Speed aimed at the wrong destination is just an expensive way to be wrong.
So I founded Studio JNSQ, where the work takes a company from profitable to valuable. Alongside it I advise founders, and the people who run companies with them, on decisions that cross finance, law and management at once. I'm a Member of the Chartered Institute of Public Relations, hold a postgraduate certificate in business and management consulting from the Asian Institute of Management, and am completing an MBA at the University of Western Australia.