Careers rarely unfold exactly as planned.
For Sue Ong-Lim, Managing Director of Acer Philippines, the path to leading one of the country’s largest technology companies did not begin with a plan to become a chief executive. Instead, it began with the willingness to take on difficult assignments—and turn small opportunities into major growth engines.
When Ong-Lim joined Acer Philippines in 2009 as Commercial Sales Manager, the company was already a dominant force in the retail PC market. But one segment of the business remained largely underdeveloped: corporate sales.
“At that time, Acer was predominantly strong in the retail space, so the corporate segment was identified as a key growth area,” Ong-Lim recalls.
What started as a relatively small part of the organization would soon become a defining chapter in her career.
Turning a small opportunity into a growth engine
When Ong-Lim first took on the role, the commercial segment accounted for less than 5% of Acer Philippines’ total business.
The opportunity was clear: while Acer had built strong brand recognition among consumers, the corporate market remained largely untapped.
Rather than simply maintaining the existing operation, Ong-Lim focused on building the segment from the ground up.
This meant assembling the right team, creating a clear sales structure, and developing strategies specifically designed for corporate clients.
“About three years into leading the Commercial business unit—building the team, establishing the right structure across sales and operations, and implementing the right strategies—the segment grew substantially from a low base,” she says.
Over time, the commercial segment expanded rapidly.
Eventually, it accounted for more than 20% of Acer Philippines’ total business, transforming what had once been a small division into a major contributor to the company’s growth.
Taking on new challenges
That early success opened the door to new responsibilities.
One of the most significant turning points in Ong-Lim’s career came in 2014 when Acer decided to venture beyond its traditional PC business and launch a smartphone line.
At the time, entering the mobile market represented a major strategic move for the company.
Ong-Lim was appointed to lead the Acer Mobility Business Unit, while continuing to manage the commercial segment.
Within just two years, the mobility business generated an additional 18% incremental revenue for the organization.
The experience gave Ong-Lim valuable exposure to launching and scaling new business lines—an ability that would prove useful throughout her career.
Adapting when industries change
The technology industry evolves quickly, and not every strategic initiative lasts forever.
In 2017, Acer exited the smartphone market as new Chinese competitors intensified competition.
But rather than slowing down, the company identified another fast-growing opportunity: gaming laptops.
Although Acer was already a leader in consumer PCs, the gaming category was dominated by another brand at the time.
Once again, Ong-Lim was asked to lead the effort.
She applied many of the same principles that had worked in previous initiatives—clear operating structures, focused market strategies, and strong team alignment.
The results were dramatic.
“We grew from being ranked number six in market share in 2017 to number one by 2019,” Ong-Lim says.
Acer has maintained that leadership position in the gaming segment ever since.
Leading during uncertain times
By 2019, Ong-Lim’s track record had positioned her for an even larger role.
She was promoted to General Manager of Acer Philippines, just as the global pandemic began disrupting economies around the world.
The promotion required her to shift from managing specific business units to helping guide the entire organization through a period of uncertainty.
Her responsibilities now included overseeing strategy, managing organizational alignment, and navigating an industry that was changing rapidly.
The experience required a different leadership mindset.
Today, Acer Philippines’ performance reflects years of sustained growth and transformation.
According to Ong-Lim, the company’s topline performance has grown tenfold since Acer first began operations in the Philippines in 2003.
That growth, she emphasizes, is the result of collective effort across the organization.
“It was made possible by the many people who have contributed to building the organization over the years,” she says.
The mindset behind career growth
Looking back, Ong-Lim believes that advancement within a company is not only about opportunity—it also requires the right mindset.
While many professionals remain in the same organization for years, not everyone continues to grow.
For her, continuous improvement has always been essential.
“I have always tried to maintain a growth mindset, constantly challenging myself to become better than I was before,” she says.
Learning, she adds, does not come only from formal training.
“I strongly believe that learning does not only come from formal training but also from everyday experiences—from colleagues, customers, and even from failures.”
A lesson for professionals
Ong-Lim’s journey offers an important reminder for professionals building their careers inside large organizations.
Career growth often begins with assignments that appear small or uncertain.
But when those opportunities are approached with focus, discipline, and a willingness to learn, they can become turning points.
In Ong-Lim’s case, a business unit that once represented just a small fraction of Acer’s operations eventually became a major driver of the company’s growth—and a stepping stone toward leading the entire organization.
Her story shows that leadership does not always begin at the top.
Sometimes, it begins by taking responsibility for a challenge that others have yet to solve.
