When Raffy Prats joined a newly formed joint venture between Ayala Land and Timezone in 1998, he didn’t walk into a polished corporate machine. Instead, he stepped into a lean startup phase—just two people in the team—led by Juan Uribe, a 20-year Family Entertainment Center (FEC) industry veteran brought in to establish the brand in the Philippines.
“In my first 120 days, I only had two days off—and one of those was Christmas.”
It wasn’t because Juan was denying him leave—it was simply that, in the busy lead-up to opening Timezone’s second store at Glorietta 4, there was no time to slow down. Everyone was hands-on deck.
He Wore Every Hat—Literally
This wasn’t a cushy corporate role with a deep bench of specialists or rigid hierarchy. It was a startup in every sense, and resources were tight. Prats, then Deputy General Manager, juggled multiple roles:
“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 Glorietta 4 opening 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.”
It wasn’t about just being busy—it was about knowing the business from the ground up. Weekdays were spent in the head office; weekends were spent manning the store.
The Power of Training by Doing
Uribe’s leadership style required every leader to experience frontline work firsthand.
“All of us had to do these store jobs as part of Juan’s training program for us.”
That approach shaped how Prats would later lead a company that now operates over 100 venues and employs close to 800 people. His understanding of operations is not theoretical—it’s lived experience.
“Heading multiple departments in a startup 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 talks about store operations in vivid detail—how guests interact with machines, how the prize counter feels, how 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 Glorietta 4 store became the heart of what Timezone is today. Remarkably, many of its 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 fancy perks—it came from seeing their leader mop floors beside them, run the counter beside them, and carry machines beside them. That kind of leadership leaves a mark.
For Today’s Leaders: Show Up and Dig In
For business owners, startup founders, and aspiring executives, Prats’ journey is a timeless reminder: If you want to lead, start by doing. Hustle is not just 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.”
