Most businesses don’t collapse overnight. They fade slowly—until the market shifts, costs rise, and the industry that once looked stable begins to feel like a trap.
That was the reality facing Nicasio T. Perez, the Chairman of the Board of Crown Asia Chemicals Corp. (CROWN), who concurrently serves as Vice President–Treasurer and Chief Financial Officer–OIC, long before the company became a respected name in the plastics manufacturing sector.
Before CROWN existed, Perez and his partners were operating in the sawmill industry. At the time, it was a familiar business that offered stability. But over time, the signs of decline became too clear to ignore.
“Before establishing the business, we were operating in the sawmill industry,” Perez recalls. “Over time, it became clear that the sector was entering its sunset years. Costs were rising, sustainability was becoming a growing concern, and long-term growth prospects were increasingly limited.”
Many business owners would have stayed and squeezed whatever profit remained. Perez and the founders chose a different path.
“Rather than waiting for decline to define our future, we made a conscious decision to pivot,” he says.
That decision would eventually give birth to CROWN—an organization built not as a continuation of the past, but as a reinvention designed to survive the future.
A Reinvention Built on Foresight
When Perez and his partners began searching for a new direction, they looked for industries that were essential, scalable, and future-facing. Their goal was not to chase trends. It was to build something resilient—something the next generation could inherit with confidence.
“As we recognized shifts in materials and manufacturing, we began exploring industries that were future-facing, scalable, and essential to modern production,” Perez says. “Plastics, particularly PVC, stood out as a sector with strong potential and long-term relevance.”
But entering plastics was not a simple transition. It was a complete reset. Unlike sawmill operations, PVC compounding required technical mastery, precision manufacturing, and a deep understanding of customer requirements.
Perez knew the company would not survive without the right people behind the product.
“At that point, we knew that technical expertise would be critical to building a credible and competitive business,” he says.
That was when his co-founder, Walter Villanueva, former President and Chairman, helped bring together individuals who would form the technical and operational backbone of the company.
“My co-founder, Walter Villanueva, former President and Chairman, invited Eugene Villanueva, who served as President from 1989 to 2019 and whose strength and specialization were in PVC compounding and plastics manufacturing, together with Jefferson Sy, Wilson Villanueva, to help establish an entirely new venture,” Perez explains.
The vision was straightforward, but execution was demanding: create a company that could supply high-quality PVC compounds to plastic manufacturers who needed reliability, consistency, and long-term support.
“The vision was clear from the start: to create a company that would supply high-quality PVC compounds to plastic manufacturers who required consistency, reliability, and performance,” Perez says.
The pivot was not simply a business move. It was also a generational decision.
“We understood that venturing into a new business was necessary, as the next generation could no longer depend on the sawmill industry,” Perez says. “Our responsibility was to build something sustainable, resilient, and capable of supporting the future.”
Breaking Into a One-Supplier Market
Starting over in a new industry is difficult. Starting over in a market dominated by one major supplier is even harder.
In the early years of CROWN, the PVC market relied heavily on a single major player. While demand was growing, manufacturers were used to sourcing from an established supplier, and switching was not an easy decision.
“At the time, the market relied largely on a single major supplier, while the plastics industry itself was steadily growing and evolving,” Perez recalls.
But Perez and the founders saw a gap in the market. As manufacturing grew, customers needed more stable formulations, consistent compound quality, and a dependable supply chain that could keep up with increasing production requirements.
“As manufacturers expanded, many required more consistent compound quality, stable formulations, and a dependable supply to support their production needs,” Perez says.
Instead of positioning CROWN as another supplier competing purely on price, the founders chose a different approach: they would become a technical partner.
“We saw an opportunity to contribute by becoming a trusted compounding partner, not just a supplier,” Perez says. “Through a deeper understanding of manufacturing realities and the ability to deliver customized PVC pellets tailored to each customer’s requirements.”
That strategy shaped the company’s early growth. It allowed CROWN to win clients through reliability, technical support, and long-term partnerships—qualities that mattered more than marketing.
“This allowed us to support the growing market and gradually build our share by focusing on reliability, technical support, and long-term partnerships,” he says.
Still, trust had to be earned through performance.
“Starting over in a new industry was not easy,” Perez says. “We had to build credibility from the ground up, invest heavily in formulation development, and earn the trust of manufacturers who relied on precision.”
Then came a breakthrough moment that confirmed the company was building something lasting.
“Our first major breakthrough came when customers began standardizing their production around our compounds,” Perez recalls. “That level of trust confirmed that we were building something sustainable.”
In manufacturing, standardization is one of the highest forms of validation. When customers redesign their production systems around your product, you become part of their operations—and part of their success.
A Business Built on Partnership and Discipline
From the beginning, Perez emphasizes that CROWN was never a one-person story. It was built on leadership alignment, technical expertise, and disciplined execution.
“From the beginning, the business was built on partnership,” says Perez, “Vision and direction from leadership, technical mastery from compounding expertise, and discipline in operations and finance.”
But above all, the founders shared one core philosophy: there would be no shortcuts.
“We believed that long-term success would only come from doing things properly,” Perez says. “There is no shortcuts, no compromise on quality. We stay true to our mission and vision.”
That principle became part of CROWN’s DNA. It shaped how the company approached investments, product development, and customer relationships. It also helped CROWN survive the cycles that inevitably affect manufacturing—from fluctuating raw material costs to changing market demand.
Over time, the company continued to innovate. As CROWN matured, it expanded beyond compounding and entered the construction market through PVC pipes, an industry aligned with infrastructure growth and long-term national development.
“Through the years, we have continued to innovate to remain relevant to the market,” Perez says. “As the business evolved, we expanded into PVC pipes for the construction industry, guided by long-term thinking and a desire to build a stronger foundation for the next generation.”
For Perez, expansion was never about growth for growth’s sake. It was about sustainability and continuity.
“Every step was taken with the future in mind,” he says, “ensuring that the business we were building would remain responsible, adaptable, and capable of supporting our children and the communities they will inherit.”
That is why Perez describes CROWN’s origin not as a replacement, but as something deeper.
“CROWN was founded not as a replacement business, but as a reinvention,” he says.
A Second Generation Strengthens the Institution
Today, that reinvention is being carried forward by the next generation of leadership.
Derrick P. Villanueva, the President of Crown Asia Chemicals Corp. and a Director, now leads the company’s overall strategic direction and operational performance. With extensive experience in manufacturing operations and commercial leadership, Villanueva represents a modern successor, one who builds growth around governance, risk management, and long-term sustainability.
“Our growth is anchored on discipline, integrity, and prudent financial management,” says Villanueva, President and Director of CROWN. “In manufacturing, strong systems and careful capital planning are essential.”
For Villanueva, a resilient company is not built on ambition alone. It is built on systems, structure, and operational discipline.
“This foundation keeps CROWN resilient and ready to face challenges while positioning us to capture sustainable growth opportunities,” he says.
He credits the company’s early success to something that sounds simple, but is difficult to maintain in a competitive industry: consistency.
“We built our early customer base through consistent product performance and strong relationships,” Villanueva says. “Reliability earned trust, and trust built the brand.”
As the company grew, Villanueva strengthened its positioning as a long-term institutional partner rather than a transactional supplier. For him, governance and compliance are not administrative burdens—they are competitive advantages.
“A key shift was positioning CROWN as a long-term partner, not just a supplier,” he says. “We strengthened our focus on governance, compliance, and quality standards, which reinforced credibility in the market.”
Leadership Through Accountability
Villanueva describes his leadership style as performance-driven, but grounded in people development.
“My leadership style is performance-driven but people-centered,” he says. “We believe in our people and in every individual’s unique capability.”
Instead of managing people through vague expectations, he emphasizes clarity, measurable targets, and accountability systems.
“We make it a point to identify each person’s strengths, weaknesses, and development needs,” he says. “Leadership is not just about directing results, but about helping individuals grow into their full potential while holding them accountable.”
One lesson stands out in his leadership journey.
“The biggest lesson I have learned is that clarity drives performance,” Villanueva says. “When people understand their roles, targets, and purpose, they perform with confidence and ownership.”
When problems arise, his approach is direct and objective.
“When handling failure, whether in people, product, or partnerships, we address it directly and objectively,” he says. “We evaluate what went wrong, strengthen systems where needed, and move forward with discipline. Accountability and continuous improvement remain part of our culture.”
Legacy Is Not Just Built—It Is Protected
As CROWN celebrates 37 years in business, both founder and successor share a common belief: legacy is not measured by how strongly a company starts, but by how consistently it stays strong.
“All founders had the foresight to pivot before decline set in,” Perez says. “My responsibility is to ensure that CROWN remains relevant, well-governed, and trusted for generations.”
For Perez, staying strong is the real test of leadership.
“Legacy is not just about starting strong, but about staying strong,” he says. “As we celebrate 37 years in the business, we remain committed to continuity, responsibility, and preparing the next generation to carry forward what we have built.”
Villanueva sees the next one to three years as a crucial stage for strengthening the company’s foundation and ensuring its long-term relevance.
“In the next one to three years, our focus is on strengthening operational excellence, deepening ESG integration, and expanding responsibly in markets where we can create long-term value,” he says.
He emphasizes that CROWN’s growth strategy is not aggressive expansion—it is strategic, disciplined progress supported by innovation and resilience.
“We are investing in product innovation, efficiency improvements, and systems that enhance resilience across the organization,” Villanueva says. “We will continue to pursue opportunities aligned with our core strengths in PVC compounding and construction-related products, guided by discipline and prudent financial management.”
For him, succession is not simply about inheriting a role. It is about strengthening what has been entrusted to him.
“As a successor, I will honor our founders by carrying forward the wisdom and fortitude that shaped this company,” Villanueva says. “We remain committed to delivering sustainable solutions anchored on safety and quality.”
He defines leadership as responsibility—not just to shareholders, but to employees, customers, and the future.
“I lead with resilience, integrity, and responsible leadership because true legacy is not what you inherit, but what you strengthen for the next generation,” he says.
A Lesson for Entrepreneurs: Reinvention Requires Courage
Crown Asia Chemicals Corp.’s story is not only about PVC compounds or manufacturing capacity. It is a story about foresight—the willingness to pivot early, invest in discipline, and build an institution that can outlast market cycles.
For Perez, the advice he gives aspiring entrepreneurs remains grounded in the same values that allowed CROWN to survive for nearly four decades.
“If I had to give one piece of advice to someone starting a business today, it would be to believe in hard work, discipline, and teamwork,” he says. “These are not just values; they are the foundation of any lasting business.”
And he reminds entrepreneurs that success is never instant.
“It will not happen overnight,” Perez says. “In reality, you work for your customers, your employees, and your partners, and real success is built through years of steady effort and responsibility.”
After 37 years, CROWN remains proof that reinvention is not a sign of weakness.
Sometimes, it is the clearest sign of leadership.
