Running a business with your siblings sounds like a recipe for tension. But for Michelle Tiu Lim-Chan, President and COO of Mega Prime Foods Inc., the secret isn’t avoiding conflict—it’s building a culture where everyone is held accountable, including family.
In an exclusive interview with Financial Adviser PH, Michelle shared how she keeps personal ties from getting in the way of professional performance—and why treating employees like family doesn’t mean playing favorites.
Family at the Table, Business on the Agenda
Michelle works alongside three of her brothers. But when they step into the office, they leave the family dynamic at the door.
“We respect each other and we set clear roles and performance standards for everyone—including family members,” she says.
That clarity helps prevent blurred lines and builds a performance-based culture where no one is above the rules. “When we are at work, we are professionals,” she adds.
No Room for Favoritism
In many family businesses, unspoken hierarchies and legacy thinking can stifle growth. Michelle has worked hard to build the opposite: a system rooted in transparency, structure, and merit.
“Structure ensures accountability and helps separate personal ties from professional responsibilities,” she says.
Her team meets regularly, decisions are made collaboratively, and disagreements are welcomed. “We’re not afraid to say no or disagree with one another—because we know it comes from a place of shared commitment.”
It’s not about who’s oldest or who’s related—it’s about what drives the business forward.
Arguments Are Welcome—If They’re Constructive
“In our family, we were brought up to not shy away from arguments,” she shares. “We talk it out and we discuss. Open communication has always been part of our culture.”
That openness has become part of Mega Prime Foods’ DNA. Michelle believes that respectful debate is not only healthy but necessary for any growing business. The key, she says, is to stay grounded in facts, not feelings.
“When emotions run high, we zoom out. We ask: what outcome are we trying to achieve? What’s best for the company, not just for one person?”
By shifting the conversation from personal to strategic, the team keeps its focus on the mission.
When Emotions Run High, Governance Steps In
Michelle also leans on formal governance structures to help manage difficult decisions. The company has put systems in place—including regular executive meetings and independent advisors—to create objectivity in emotionally charged moments.
“As we grew older and took on leadership roles, we learned to prioritize respectful, honest conversations,” she explains.
Outside perspectives help the family detach from emotion and make decisions based on long-term business goals, not personal ties. That blend of heart and structure has kept the business agile, aligned, and resilient through challenges.
Leadership by Example
Michelle knows that respect isn’t automatic—even when your name is on the building. That’s why she leads by showing up, listening, and modeling what accountability looks like.
Her approach sends a clear message: titles don’t exempt anyone from expectations. That includes her and her family.
“At the end of the day, we always collaborate and pursue the best course of action for the intended outcome and the good of the company,” she says.
A People-First Culture That Works
Despite her no-nonsense approach to structure, Michelle leads with heart. She sees Mega not just as a business, but as a community rooted in values like malasakit (compassion), integrity, and service.
“We foster open dialogue and shared values to maintain unity and trust,” she says.
Employees at Mega aren’t just workers—they’re extended family. But instead of using that label as an excuse for informality, Michelle uses it as motivation to create a workplace where people feel valued, seen, and challenged to grow.
The Real Measure of Leadership
For Michelle, emotional maturity is just as critical as business strategy. “Strong leadership in a family business means knowing when to speak, when to listen, and when to bring in structure,” she says.
She emphasizes that keeping the peace doesn’t mean avoiding hard conversations. It means building a culture where truth is valued, facts lead the way, and everyone stays focused on the greater good.
Final Takeaway
Michelle Tiu Lim-Chan has figured out what many second-generation leaders struggle with: how to keep family ties from interfering with business results.
Her playbook is simple but powerful: clear roles, shared values, honest dialogue, and one standard for all.
As she told Financial Adviser PH, great leadership doesn’t mean choosing between empathy and expectations. “It’s about mastering both.”
And that’s how you turn a family-run brand into a national success.
