Moving Forward with Purpose and the Spirit of Rockwell

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Moving Forward with Purpose and the Spirit of Rockwell
Rockwell
Published Jun 16, 2019 09:15 PM PHT
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Updated Jun 18, 2025 05:24 PM PHT

A Culture of Grace and Respect, A Preface
It started with a briefing—and a quiet warning.
It started with a briefing—and a quiet warning.
The late Butch Uy, then Executive Creative Director at Campaigns & Grey, leaned in as I, a young client services manager, prepared to be introduced to Rockwell Land’s Nestor Padilla, Val Soliven, and Adele Flores for the Power Plant launch.
The late Butch Uy, then Executive Creative Director at Campaigns & Grey, leaned in as I, a young client services manager, prepared to be introduced to Rockwell Land’s Nestor Padilla, Val Soliven, and Adele Flores for the Power Plant launch.
“They’re different,” he said, with a knowing smile.
“They’re different,” he said, with a knowing smile.
I braced myself. In our advertising world, “different” often meant difficult—impatient clients, raised voices, egos unchecked.
I braced myself. In our advertising world, “different” often meant difficult—impatient clients, raised voices, egos unchecked.
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But Rockwell surprised me.
But Rockwell surprised me.
From the first step into the old Info Center—where One Rockwell now stands—I knew different meant decent. A receptionist offered a cool drink with warmth, not obligation. A security guard nodded in welcome, not duty. There was an ease, a quiet refinement that disarmed all expectations.
From the first step into the old Info Center—where One Rockwell now stands—I knew different meant decent. A receptionist offered a cool drink with warmth, not obligation. A security guard nodded in welcome, not duty. There was an ease, a quiet refinement that disarmed all expectations.
Once part of an ad agency, Boboy Consunji remains a steady presence—now guiding young marketers and carrying the culture forward.

Then came the meeting. We sat in a modest, makeshift office. There, without ceremony, Sir Tong suddenly turned to me, a new account executive at Rockwell still learning the ropes, and asked for my opinion. No preamble. No condescension. Just a sincere question posed with respect.
Then came the meeting. We sat in a modest, makeshift office. There, without ceremony, Sir Tong suddenly turned to me, a new account executive at Rockwell still learning the ropes, and asked for my opinion. No preamble. No condescension. Just a sincere question posed with respect.
At that moment, something shifted. It wasn’t about business—it was about value. Not the kind that fits in a spreadsheet, but the type that recognizes people. Their voice. Their worth.
At that moment, something shifted. It wasn’t about business—it was about value. Not the kind that fits in a spreadsheet, but the type that recognizes people. Their voice. Their worth.
Rockwell’s success, I realized, was not simply built on strategy. It was
built on dignity.
Rockwell’s success, I realized, was not simply built on strategy. It was built on dignity.
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Over the years, I witnessed Rockwell’s evolution—from a fledgling
developer once hustling to sell Manansala units to an admired brand
that has expanded well beyond Makati, setting the gold standard for
premium communities. Yet through all that growth and acclaim, one
thing never changed: the culture of respect. That quiet, people-centered
spirit I first encountered remained steadfast, grounding every success in
something far more enduring: genuine respect for every individual.
Over the years, I witnessed Rockwell’s evolution—from a fledgling developer once hustling to sell Manansala units to an admired brand that has expanded well beyond Makati, setting the gold standard for premium communities. Yet through all that growth and acclaim, one thing never changed: the culture of respect. That quiet, people-centered spirit I first encountered remained steadfast, grounding every success in something far more enduring: genuine respect for every individual.
So when Sir Tong invited me to work with their Retail team after quitting advertising (“coach the kids,” he said), I replied yes, drawn by the hope that the same spirit still lived on.
So when Sir Tong invited me to work with their Retail team after quitting advertising (“coach the kids,” he said), I replied yes, drawn by the hope that the same spirit still lived on.
It does.
It does.
What I’ve found is even more remarkable: a new generation carrying the torch. In a time where efficiency often overshadows empathy, Rockwell chooses connection. I’ve met young people here who are kind, curious, driven, and fiercely creative. They’re not just employees. They’re partners. Builders of something meaningful.
What I’ve found is even more remarkable: a new generation carrying the torch. In a time where efficiency often overshadows empathy, Rockwell chooses connection. I’ve met young people here who are kind, curious, driven, and fiercely creative. They’re not just employees. They’re partners. Builders of something meaningful.
And here’s what sets Rockwell further apart: growth isn’t boxed in by departments or designations. The company sees potential not as fixed, but as unfolding. People are given the freedom to explore, to shift paths, to discover new strengths. I’ve seen marketers thrive in operations, creatives step into business roles, engineers chase sales targets—and succeed. The belief is simple but powerful: if someone shows promise, you offer a path.
And here’s what sets Rockwell further apart: growth isn’t boxed in by departments or designations. The company sees potential not as fixed, but as unfolding. People are given the freedom to explore, to shift paths, to discover new strengths. I’ve seen marketers thrive in operations, creatives step into business roles, engineers chase sales targets—and succeed. The belief is simple but powerful: if someone shows promise, you offer a path.
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Opportunities don’t come with ceilings. They come with trust. With the challenge to stretch beyond
comfort zones, to take on bigger responsibilities, to lead, to learn, and sometimes, to start anew in
unfamiliar territory—only to find themselves more capable than they ever imagined.
This isn’t just a company story. It’s a human one.
Opportunities don’t come with ceilings. They come with trust. With the challenge to stretch beyond comfort zones, to take on bigger responsibilities, to lead, to learn, and sometimes, to start anew in unfamiliar territory—only to find themselves more capable than they ever imagined. This isn’t just a company story. It’s a human one.
Ziggy Ae brings the drive—and finds a culture that shows up just as much as he does.

Voices of Rockwell
At Rockwell, people don’t just do their jobs. They take ownership. They invest. And over time, they shape the culture as much as it shapes them.
At Rockwell, people don’t just do their jobs. They take ownership. They invest. And over time, they shape the culture as much as it shapes them.
You hear it not in slogans or speeches, but in everyday conversations—in the way people talk about their work, their teams, their growth.
You hear it not in slogans or speeches, but in everyday conversations—in the way people talk about their work, their teams, their growth.
Ziggy Ae joined the sales team with the usual mix of nerves and ambition, but what surprised him was how personal everything felt. “It’s not transactional here. You close a deal, and you celebrate as a group. You miss a target, and someone checks in—not just to ask why, but to ask how you are.” Though still early in his journey, he adds, “I can see myself staying and growing here for the long term.”
Ziggy Ae joined the sales team with the usual mix of nerves and ambition, but what surprised him was how personal everything felt. “It’s not transactional here. You close a deal, and you celebrate as a group. You miss a target, and someone checks in—not just to ask why, but to ask how you are.” Though still early in his journey, he adds, “I can see myself staying and growing here for the long term.”
That kind of care doesn’t come from policy. It comes from people.
That kind of care doesn’t come from policy. It comes from people.
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Nikki Angeles continues to grow—with every role met by encouragement.

Nikki Angeles, who grew from a Creatives Associate to an Assistant Marketing Manager, said it this way: “You’re allowed to outgrow the role you were hired for. And people actually help you do it—not just by guiding you, but by encouraging you to rise to new challenges and grow into bigger roles.” In her years at Rockwell, she’s been able to evolve because here, raising your hand doesn’t go unnoticed; it’s often the first step to something more.
Nikki Angeles, who grew from a Creatives Associate to an Assistant Marketing Manager, said it this way: “You’re allowed to outgrow the role you were hired for. And people actually help you do it—not just by guiding you, but by encouraging you to rise to new challenges and grow into bigger roles.” In her years at Rockwell, she’s been able to evolve because here, raising your hand doesn’t go unnoticed; it’s often the first step to something more.
There’s space here—to ask questions, to try something different, to be
stretched and still supported.
There’s space here—to ask questions, to try something different, to be stretched and still supported.
Jojo Barleta leads by creating space for others to grow with trust and intention.

Jojo Barleta, now serving as Assistant Vice President of Residential Leasing and Aruga Apartments, shares her perspective on leadership, one shaped by her years with various teams at Rockwell. “At Rockwell, I’ve seen how trust empowers people, how creating space for others to step up builds confidence, and how simply making people feel seen can transform how they show up every day,” she said.
Jojo Barleta, now serving as Assistant Vice President of Residential Leasing and Aruga Apartments, shares her perspective on leadership, one shaped by her years with various teams at Rockwell. “At Rockwell, I’ve seen how trust empowers people, how creating space for others to step up builds confidence, and how simply making people feel seen can transform how they show up every day,” she said.
The culture isn't something you read in a handbook. It’s
something you witness—in the way someone stays a little
longer, not because they have to, but because they care about doing things well. It’s in how people come
together during the busiest seasons—when deadlines tighten and big projects are about to
launch—supporting each other seamlessly, without needing to be asked.
The culture isn't something you read in a handbook. It’s something you witness—in the way someone stays a little longer, not because they have to, but because they care about doing things well. It’s in how people come together during the busiest seasons—when deadlines tighten and big projects are about to launch—supporting each other seamlessly, without needing to be asked.
Luis Avenido moves with quiet consistency, always one step ahead with care.

Luis Avenido, who is now an Assistant Manager in Retail Operations and handles multiple properties, may not always speak about culture outright, but the way he works speaks volumes. He’s the kind of person who notices when something’s off—and does something about it before being asked. “There’s a shared rhythm here,” he once said. “You just fall into step. No one says it, but you know—what you do affects everyone else.”
Luis Avenido, who is now an Assistant Manager in Retail Operations and handles multiple properties, may not always speak about culture outright, but the way he works speaks volumes. He’s the kind of person who notices when something’s off—and does something about it before being asked. “There’s a shared rhythm here,” he once said. “You just fall into step. No one says it, but you know—what you do affects everyone else.”
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That unspoken connection turns routine tasks into something more intentional. When people care, they don’t just do what’s asked—they anticipate what’s needed and act on it, because they know their work contributes to something bigger.
That unspoken connection turns routine tasks into something more intentional. When people care, they don’t just do what’s asked—they anticipate what’s needed and act on it, because they know their work contributes to something bigger.
And that’s the difference.
And that’s the difference.
Rockwell isn’t driven by structure alone. It’s driven by intention. By people who show up not just as employees, but as stewards of something bigger.
Rockwell isn’t driven by structure alone. It’s driven by intention. By people who show up not just as employees, but as stewards of something bigger.
You feel it in the defining moments—the late-night kudos after a successful event, the quiet pride when a teammate is recognized, and the collective sense of accomplishment when goals are finally achieved.
You feel it in the defining moments—the late-night kudos after a successful event, the quiet pride when a teammate is recognized, and the collective sense of accomplishment when goals are finally achieved.
Here, work is more than a task. It’s a pursuit—something built together, with care and consistency, and a
culture that keeps deepening because the people inside it keep choosing to carry it forward.
Here, work is more than a task. It’s a pursuit—something built together, with care and consistency, and a culture that keeps deepening because the people inside it keep choosing to carry it forward.
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