In what economists call the era of the demographic sweet spot — a period marked by a favorable social and economic balance — the youth are shaping the future, as demonstrated by the surprising outcome of the midterm elections, where traditional factors like name recognition and campaign spending had little impact.

In public service, thus, the injection of fresh blood through youthful officials is becoming the norm.

In a career spanning nearly two decades, Assistant Secretary Atty. Michel Kristian R. Ablan has quietly built a legacy of public service anchored on efficiency, transparency and continuity.

Now overseeing the Management Services Group (MSG) of the Department of Trade and Industry (DTI), Ablan brings to the role not only his legal acumen but also a deeply ingrained sense of duty, inherited from generations of public servants in his family.

“I come from a family of public servants — my late father served in Congress, and my grandfather was a governor. While I chose a different path in the executive branch, the calling remains the same: to serve,” Ablan shared in an exclusive interview with the DAILY TRIBUNE on 23 May.

Ablan’s path through government has taken him across critical institutions — from the Commission on Elections to the Public-Private Partnership Center, the Office of the Solicitor General, and key roles in the Presidential Communications Office and the Department of Education.

Today, he also serves as the DTI’s Department Legislative Liaison Officer. He sits as alternate director in two major government financial institutions, the National Development Company (NDC) and the Philippine Guarantee Corporation (Philguarantee).

As a proud member of the Upsilon Sigma Phi fraternity, Ablan credits the brotherhood at the State University for its steadying influence.

“It’s a support system. In public service, it helps to know you’re not alone. It builds trust and eases collaboration across agencies.”

Despite the breadth of his responsibilities, Ablan’s management philosophy is simple: don’t micromanage, but set a clear policy direction and let competent managers lead.

“MSG at DTI is the most expansive portfolio I’ve handled in my career. We cover human resources, administration, finance, planning, procurement, legislative affairs, IT, and even internationally funded programs. I trust our managers. My role is to give them the strategic direction and make sure we’re aligned,” he explained.

Great tech leap advocate

This hands-off, trust-based leadership style has yielded tangible results. Ablan is particularly proud of the strides made by DTI in digital transformation and transparency.

“We’ve embraced new technologies and moved away from legacy systems. We’re even leveraging artificial intelligence to improve service delivery. One of our proudest initiatives is broadcasting procurement activities on platforms like YouTube and Facebook to ensure full transparency — something not many agencies do,” he said.

His legal training plays a vital role in navigating the complexities of policy implementation and procurement law.

“Even though procurement law isn’t traditionally taught in law school, my background allows me to interpret and apply these rules with authority. It accelerates decision-making when legal issues arise.”

Ablan’s role as DTI’s liaison to Congress requires delicate balancing — aligning legislative priorities with the varied interests of industry giants, MSMEs and consumers.

“We hold extensive consultations to ensure our legislative agenda reflects the needs of all stakeholders. Our goal is to present policies that are aligned, complementary, and inclusive before we submit them to the 20th Congress,” he noted.

When asked what public service means to him at this point in his life, Ablan was direct: “It’s about providing more than what’s expected. Here at DTI, we believe in giving service beyond the norm. We ensure our stakeholders don’t just get what they need, but also guidance for their next steps.”

Ablan also emphasized the importance of staying grounded, especially amid the pressures of high-level government service.

“It’s easy to fall into hubris. That’s why I make it a point to stay connected not only with managers but with regular employees and even interns. And I make time to listen to MSMEs — the real backbone of our economy.”

Looking ahead, Ablan hopes his legacy is one of integrity, continuity and quiet leadership.

“I want to be an example of a good third-level public servant. As a Career Executive Service Officer (CESO), I’m part of the institutional memory of government. I hope that when I move on, people remember that there are career public administrators who uphold the highest standards and bring much-needed continuity in a bureaucracy often disrupted by political cycles.”

As Ablan continues to serve at the confluence of law, leadership, and legislative action, his story reminds us that the soul of good governance lies not in spectacle but in steadfast and consistent service.