When Raffy Pratts joined a newly formed joint venture between Ayala Land and Australian company Timezone in 1998, he didn’t walk into a polished corporate machine. Instead, he stepped into a two-man startup led by Juan Uribe, a 20-year Family Entertainment Center (FEC) industry veteran flown in from Australia to establish the brand in the Philippines.
“Juan gave me two days off in my first 120 days—and one of those was Christmas.”
That wasn’t a punchline—it was training. Juan insisted that every leader earn their stripes on the ground, and Pratts, then Deputy General Manager, got to work. What followed became the foundation of his leadership style: do the job first, lead after.
He Wore Every Hat—Literally
Timezone was in survival mode. There was no deep bench of specialists. No corporate hierarchy. Just a handful of people trying to open stores fast—and on a shoestring budget.
“Aside from being Deputy GM, I was also Operations head, Finance and Accounting head, Marketing head, Human Resources head (which we now call People & Culture), Purchasing head (for both games and prizes), and IT Administrator.”
The company’s second store, Glorietta 4, became the ultimate test of his commitment.
“I likewise operated the cashier, ran the prize counter, cleaned the store, carried machines and prizes up and down elevators and staircases, did inventory, managed the store roster, etc.”
This was not about “being busy”—it was about understanding the business from every angle. The daily routine wasn’t split between head office strategy and store support. It was all frontline.
“Weekdays were spent at the head office while weekends were spent manning the store.”
The Power of Training by Doing
Uribe’s leadership approach was radical for a corporate-trained executive, but it left a lasting impact.
“All of us had to do these store jobs as part of Juan’s training program for us.”
This mindset shaped how Pratts would later lead a company that now operates over 100 venues and employs close to 800 people. His understanding of operations isn’t theoretical—it’s lived experience.
“Heading multiple departments in a start-up company gave me a truly holistic view of the entire business.”
“I learned how every part works and how each function connects to the other.”
He speaks of stores not in abstractions, but in details—how a guest interacts with machines, what the prize counter feels like, how the staff communicates on the floor.
“I could literally feel the beating pulse of an outlet by just walking its corridors and seeing how our guests would interact with our amusement machines, our prize counters, and our team members.”
Leading by Example—and Building Loyalty
That scrappy store in Glorietta 4 became the heart of what Timezone is today. And remarkably, many of those original team members are still with the company.
“Many of our Glorietta 4 team members then are still with us now, twenty-seven years later.”
Their loyalty didn’t come from flashy perks—it came from seeing their leader clean the floors beside them, run the counter beside them, carry machines beside them. That kind of leadership sticks.
For Today’s Leaders: Show Up and Dig In
For business owners, startup founders, and aspiring executives, Pratts’ journey is a timeless reminder: If you want to lead, start by doing. Hustle is not a phase—it’s a mindset. Whether you’re running one store or 100, success often starts with the smallest actions.
“Nothing trumps hard work, perseverance, common sense, and a dogged determination to get things done at all costs.”
