When Philippe Patek Palomo graduated with a passion for branding and creative strategy, he had a choice: pursue his own startup—or grow the family business his parents built from scratch.
“I began taking on more serious responsibilities during my college years, gradually becoming involved in strategic discussions,” he shared in an interview with Financial Adviser PH. “Eventually, I was entrusted with the role of Marketing Director.”
The company he now helps lead—Great Image—was founded by his father not with a formal business plan, but a bold question.
“The turning point came when he coincidentally bought a condo unit from the secretary of Mr. Henry Sy, the founder of SM,” Palomo recalled. “During that transaction, he asked her if there were any business opportunities inside SM malls. She mentioned they were actually looking for a photostudio tenant. That chance conversation sparked the idea—and soon after, my father founded Great Image.”
What followed was years of bootstrapped growth, starting small and scaling without outside capital.
“My father didn’t have a large amount of funding to begin with, so he had to build the business gradually—patiently accumulating resources over time rather than relying on a big investment up front.”
As Palomo began to take on leadership responsibilities, he didn’t just preserve the legacy—he helped evolve it.
“Today, I’ve taken it a step further by spearheading my own sub-brand of Great Image called Dear Self—a self-photography studio that redefines how people see themselves, empowering them to take ownership of their image and celebrate their individuality.”
One of the most successful launches was National Selfie Day, an activation designed to introduce Dear Self to younger customers.
“We offered a buy one, get one deal on all our regular packages which was only available for one weekend… We also included limited freebies and collaborated with influencers and cosplayers to amplify our reach across social media.”
But even with innovation, he acknowledged the emotional weight of stepping into a family business.
“Balancing respect for the legacy with the push for innovation… There’s emotional weight in every decision because it’s not just business—it’s family.”
For young leaders in family businesses, Palomo offered a clear reminder:
“Don’t expect instant authority—earn your seat at the table by showing up consistently, adding value, and proving that you’re not just there to inherit the business, but to grow it, evolve it, and lead it into the future.”
