Serving as the director general of the Intellectual Property Office of the Philippines (IPOPHL) has been both an honor and a responsibility that deepened my understanding of public service, leadership, and governance. The role demanded not only technical knowledge of intellectual property (IP) but also a commitment to institutional reform, innovation and integrity.

One of the most important lessons I learned is that good governance begins with a clear vision, clear enough to guide daily decisions, yet flexible enough to evolve with the moment. From the start, IPOPHL was driven by a mission to make IP rights more accessible and meaningful to Filipinos, from creative artists and MSMEs to researchers and inventors.

This vision as encapsulated in the word BRIGHT, which came to life during the pandemic, guided our strategies and day-to-day decisions, allowing the agency to become more responsive, transparent and impactful.

B stood for building partnerships and collaboration; R for raising the ante for customer service; I for integrating IP awareness and education in society; G for going back to basics; H for highlighting human capital; and T for transforming IPOPHL into a fully digitalized government agency.

But vision alone is not enough. Leadership in public service requires courage, the courage to make tough calls, to challenge bureaucratic inertia, and to take accountability. During the pandemic, we accelerated our digital transformation, moving IP registration, hearings, and services online and required filings and payments through the online portal.

This shift wasn’t easy; it required internal cultural change, capacity-building, and resource alignment. But it paid off. IPOPHL became one of the most digitally advanced IP offices in the ASEAN region, and it kept serving the public at a time they needed government most. Some lawyers even commended IPOPHL because their IP practice continued while litigation practice was at a standstill due to the closure of the courts.

Governance also means building institutions, not personalities. I always believed in empowering the people around me and letting them shine — our Deputy Directors General, Directors, Assistant Directors, Division Heads, examiners, our legal officers, and staff. We established systems and standards, strengthened internal controls, and pursued international certifications that would outlast any single administration.

We focused on evidence-based policymaking and performance metrics, aligning with the Institute for Solidarity in Asia’s Performance Governance System. This kept us on track and accountable to both government and stakeholders.

Transparency and public trust were equally vital. IPOPHL proactively engaged with the public — through education campaigns, multi-sectoral consultations, and stronger coordination with enforcement agencies. We raised IP awareness among farmers, students, designers, and even local government units. We made sure IPOPHL was not a Manila-centric institution, but one that served the entire nation.

And perhaps most importantly, I learned that public leadership is an act of stewardship. It is about protecting what is entrusted to you — resources, people, and public confidence — and leaving it better than you found it.

As I concluded my term in December 2024, I am proud of the institutional gains IPOPHL has achieved. But I am more hopeful about the future — because we have nurtured a culture of service, excellence, and innovation that can carry the agency forward.

Leadership in government is not just about position or power. It is about purpose. It is about ensuring that everyone working toward the agency’s goal is motivated by an inspiring leadership. It is about ensuring that any Filipino, regardless of background, can access the full benefits of a just, efficient, and forward-thinking public institution.

That, for me, is the essence of public governance.