When Bryan Liu talks about Golden ABC’s evolution in recent years, he’s not just speaking about store openings or product launches — he’s reflecting on a company-wide transformation shaped by both crisis and opportunity.
Relearning the Basics During the Pandemic
The pandemic forced the retail industry to rethink everything, from supply chains to customer service. For Golden ABC, it meant going back to the basics.
“We had to relearn, unlearn and relearn a lot of things,” Liu shares. One of the most significant shifts was in the back-end operations. The company invested in a highly automated distribution center equipped with robotics, tightening the entire value chain from sourcing to store delivery.
The result? Better planning, stronger coordination, and a more efficient system that could respond quickly to customer needs. “That whole chain really got tightened during the pandemic because we had to be a lot more efficient,” he says.
Keeping What Works, Letting Go of What Doesn’t
Some changes were temporary, but others became part of the “new normal.” Flexible work arrangements, once a necessity during lockdowns, remain in place — though not at the same level as before. Liu recalls how barangay restrictions sometimes prevented employees from crossing boundaries, forcing people into hybrid roles and requiring them to wear multiple hats.
While some of those arrangements have reverted to pre-pandemic norms, other lessons stayed. “We realized it works well and there’s good synergy, so we kept some of those things,” he says.
Balancing Tradition with Innovation
As a third-generation leader of a Cebu-rooted company, Liu understands the importance of staying grounded while moving forward. Core company values guide decisions across generations, reinforced by a leadership framework he calls the “Three I’s” — Imitate, Innovate, and Invent.
“When my siblings and I started, we imitated what our parents did to learn. Then we innovated together. Now it’s our turn to invent new ways of working,” Liu explains. This approach keeps the company anchored in its heritage while embracing change.
An Open-Minded Board and a Culture of Challenge
Golden ABC’s board plays a crucial role in fostering innovation. Liu notes that their openness extends to asking hard questions. “With the recent hype of AI, we get pressure: ‘Where are your AI programs? Where are your AI initiatives?’”
Some proposals are met with enthusiasm, while others are scrutinized for their practical value. “It’s not skepticism — it’s guidance,” Liu says. “They ask, ‘How does it work? What value does it bring to shareholders?’”
Strategy, Structure, and Systems
Managing thousands of employees across the country requires more than just vision — it needs structure. Liu applies the McKinsey model of the Three S’s: Strategy, Structure, and Systems.
“It starts with a well-defined, well-communicated strategy,” he says. “Then you build the right structure with the right people and processes, and put systems in place to make it work.”
Equally important is communication. Liu makes it a point to visit stores regularly, ensuring feedback flows both ways. “A lack of communication can destroy any strategy,” he warns.
Understanding the Gen Z Workforce
With Gen Z now in the mix, Liu recognizes the need to adapt communication styles. One principle he follows: “The person in front of you is not necessarily the person you’re talking to.”
By acknowledging their upbringing and experiences — including a pandemic that limited face-to-face interactions — Liu bridges the gap between generations. This helps address perceptions of Gen Z as nonchalant or unresponsive. “It’s about understanding where they’re coming from,” he says.
Cebu Roots, Global Vision
Golden ABC’s Cebu heritage remains a source of pride. Even though the leadership team is now based in Manila, Liu emphasizes, “Cebu is always home.”
This identity fuels a competitive spirit. “Sometimes Cebu is seen as an underdog,” he admits. “But that mindset pushes us to prove we can compete nationally. The same applies globally — even if we’re from the Philippines, we can compete internationally.”
Succession Like a Relay Race
For Liu, leadership succession is best understood through the analogy of a relay race. The outgoing leader must run fast but be ready to hand off the baton at the right time, while the incoming leader must be prepared to grab it and run without dropping it.
“The handoff is critical. If you let go too early or hold on too long, you risk losing momentum,” he says. This philosophy has shaped Golden ABC’s smooth transition, with Liu’s mother recently stepping in as CEO and his father moving into an executive chairman role.
The Next Five Years: Going Global
The leadership change has brought fresh perspectives while maintaining continuity. The company’s vision remains clear: build brands for the world. This means investing in products, people, and systems to prepare for international expansion.
The pandemic may have slowed global plans, but Liu is confident about the road ahead. “We’re asking ourselves in every decision — will doing it this way prepare us to go global?”
For Golden ABC, that means imagining Penshoppe and other brands serving diverse markets, opening more stores worldwide, and proving that Filipino brands can stand alongside the world’s best.
“It’s one of the most exciting things,” Liu says. “Seeing our brands and teams prime up to go global — that’s what drives us now.”
