At just 25 years old, Peter Nepomuceno found himself running Angeles Electric, a struggling family business facing major power shortages, high system losses, and a lack of resources.
His eldest brother, who had been managing the company, left for a job at Ayala—and just like that, Nepomuceno was suddenly in charge.
“At the start, my brother guided me, but later on, maybe after three or four years, I had to be on my own. You just have to work harder,” he says.
The problem? The business was on the brink. With 30% system loss, the company was barely making money. Worse, power shortages forced them to stop accepting new customers, causing political pressure to mount.
“We had to stop connecting new customers because if we did, the present engines that we had then would be overloaded and fail,” he recalls.
How He Turned the Business Around
With no budget for new equipment, Nepomuceno had to get creative—buying secondhand generating units from junkyards just to keep operations running. It was risky, but it worked.
He then made a bold financial move—switching to General Electric meters to increase accuracy and reduce losses.
“I was able to make an arrangement with General Electric that they sell me the meters on installment because we didn’t have enough money,” he says.
Another game-changer? Upgrading the system from 2,400 volts to 13,800 volts, a move that dramatically cut system loss and helped the company scale up efficiently.
A Legacy of Leadership
Nepomuceno spent 43 years leading Angeles Electric, navigating financial risks, infrastructure challenges, and political pressures to build a thriving, stable business.
His story proves that leading a family business isn’t about inheritance—it’s about taking risks, solving problems, and making bold moves to keep it alive.
This article includes quotes from an interview originally published by Esquire Philippines, authored by Henry Ong.
