Financial Adviser: 5 Business Lessons Everyone Can Learn from Ambassador Wee Lee Hiong, Founder and Chairman of W Group

By Henry Ong | esquiremag.ph

Have you seen those W buildings around BGC? They’re all owned by the W Group, one of the most successful diversified business groups in the Philippines, with strong foundations in both manufacturing and real estate. This is the story of the company’s founder, who was born in Zamboanga and eventually made his mark in Manila.

Wee Lee Hiong, founder and chairman of the W Group, is a Filipino-Chinese entrepreneur whose journey from hardship to high-rise success offers a master class in grit, innovation, and purpose-driven leadership.

Born in Zamboanga into a large family of 12 siblings, Wee grew up in humble circumstances. His father passed away when he was only 13; his mother followed 10 years later. Despite financial difficulties, he graduated salutatorian in high school and earned a scholarship to study electrical engineering at Mapua Institute of Technology in Manila.

His foray into business began when his brother in Zamboanga started sending him seaweed and seashells, which he helped export to Japan and Korea. This led to his involvement in the marine products trade and eventually to the processing of carrageenan, a gelatinous substance extracted from red seaweed used in food products.

In the early 2000s, after more than 30 years of working together, the family business split up. Wee then established the W Group, under which he formed W Hydrocolloid. From these new foundations, he built a new empire—this time alongside his children.

W Group expanded rapidly. While carrageenan remained a core business, Wee seized new opportunities in real estate. In the early 2010s, he and his youngest son Francis began acquiring strategic properties in Bonifacio Global City.

Today, W Group is one of the most successful diversified business groups in the Philippines, with strong foundations in both manufacturing and real estate. Its flagship company, W Hydrocolloid, is a leading global supplier of carrageenan and other food-grade hydrocolloids, exporting to major markets in Europe, the U.S., and Asia.

Meanwhile, W Landmark has grown into one of the largest commercial landlords in Bonifacio Global City, with a portfolio of prime office buildings that serve top multinational tenants such as Google, Globe, Citibank, and Cardinal Health. The group’s steady growth reflects the vision of its founder, Wee Lee Hiong, who built the business on hard work, strategic innovation, and a long-term perspective.

Now in his 70s, Wee—who served as Philippine Ambassador to Indonesia from 2018 to 2022—is focused on legacy. Through a family council and a formal constitution, he is transitioning leadership to the next generation while promoting harmony and sound governance. All six of his children are actively involved in the family’s diverse business interests, which span food ingredients, real estate, leasing, and investment management.

How did Wee Lee Hiong scale W Hydrocolloid into a market leader, and how did he successfully pivot into real estate to build W Landmark into one of the largest landlords in BGC?

Here are the five business lessons everyone can learn from Wee Lee Hiong, founder and chairman of the W Group:

1| Know how to turn hard work into lifelong opportunity

Opportunity often looks like extra work. Many people miss it because it seems tiring or not very profitable—but those who keep going often discover ideas and connections that can change their future.

Scaling up requires knowing which of those small wins to double down on. Not every success should be scaled, but some are launchpads—if you spot them early, they can turn a humble start into an industry leader.

Big breaks are rarely sudden. Behind every “overnight success” is a long trail of groundwork, persistence, and patience. The ones who seem lucky were simply prepared. Hard work creates the openings, small wins offer direction, and the ability to build on both is what transforms ambition into achievement.

Despite growing up with very little, Wee never saw his circumstances as a setback. After graduating as salutatorian in high school and completing a five-year engineering degree at Mapua, he didn’t wait for perfect conditions. Instead, he accepted his dean’s suggestion to teach, not only as a means to earn money but as a way to stay productive. At night, he doubled his workload by tutoring Xavier School students, and used the remaining hours to help his brother start a shell export business. This pattern of relentless work and multitasking shaped his mindset and habits that would later drive his long-term success.

What stands out most in Wee’s narrative is his ability to recognize and act on potential. The moment his brother told him about the availability of mother-of-pearl shells, he didn’t wait—he typed letters, reached out to embassies, and pitched to buyers overseas.

When the family business expanded from abaca into seaweed, Wee showed his ability to turn small wins into big opportunities. Instead of settling for trading raw materials, he visited his buyers and asked how the product was used. That single step—driven by curiosity—opened his eyes to a bigger value chain: processing seaweed into carrageenan.

Wee also showed financial discipline early on. Instead of spending his savings from teaching or early trade wins on personal comfort, he sent them back home as capital—treating every peso as an investment in the business. This long-term thinking, rare for someone just starting out, laid the foundation for future scale.

At the core of all this was his work ethic. He was working 18 to 20 hours a day, not out of desperation, but out of deep belief in what he was building. This discipline gave him the insight and stamina to evolve from trading seashells to producing a globally competitive product.

“I came from Zamboanga,” he says. “After graduating salutatorian from my school, I studied at Mapua for electrical engineering for five years. After I graduated in 1968, sabi ng Dean, ‘Mr. Wee, why don't you teach for a year to get enough money to buy an airline ticket to go home? Habang wala ka pang pera—turo ka muna.’

“So I taught Physics to electrical engineering students, and then at night time naman, I was doing private tutoring for Xavier School students. While I was teaching, my brother in Zamboanga was working for a department store, but during his vacation, he would go around looking for business opportunities. There were items that wala naman sya access dito sa Manila, so pinapadala niya sa akin, then hinahanapan ko ng buyer.

“One time, he told me ‘meron tayo dito shell ha, yung mother-of-pearl shell to sell’ So in my spare time, I would go to the commercial attaché and I would type and type letters to look for buyers in Japan, Korea to export, padala ako sample. I was probably working 18 to 20 hours a day. Hindi ako napapagod.

“At night, when I got home, I was doing this seashell business with my brother. So iniipon-ipon ko yung pera ko from teaching at that time. Instead of trying to get an airline ticket, pinapadala ko sa brother and sister ko. Sabi ko, ‘Eto yong yong kapital ko para sa equity ko.’ Yung business later on moved to abaca, then to seaweed.

“When we started the business in seaweed, I visited my buyers, sabi ko ‘Anong ginagawa nyo sa seaweed?’ Nakita ko, aba, madali lang pala tangke-tangke lang and cooking lang eh. So when I went home, ginaya ko. Sabi ko pagawa mo kong tangke, but after that sabi ko, anong gagawin ko sa tangke? Luckily, there was this retiree na engineer from a friend in Japan. So I asked him to come to Zamboanga to teach us how to cook the seaweed.

“In six months, we were able to make carrageenan na for pet food. And yung mga multinational naman were selling it for $12. My cost was only $2 at that time, so I looked for a market naman, and I was offering it at only $4. They were surprised—"That's impossible, Mr. Wee ah. You must be losing money?" Sabi ko, but I’m already making 100 percent.

“I was able to export our products. Sabi ko, okay ah and then at that time pa naman, the peso was devaluing—devalue, devalue. Sabi ko sa bangko, mali kayo, why so many pesos? ‘Sir, na-devalue na naman.’ So that was when I started with the seaweed. From seaweed, we went into production to make it into carrageenan.”

2| Know how to scale a business with hands-on leadership

Founders who remain hands-on—even as their companies grow—gain a deeper understanding of the business. This kind of grounded leadership ensures that no detail is overlooked and that decisions are based on reality, not assumptions.

Staying close to the ground also builds credibility with your team. Employees are more motivated when they see leadership involved and invested. It promotes a culture of accountability and hard work, where no task is beneath anyone—including the founder.

More importantly, hands-on leaders spot opportunities and risks early. By staying connected to daily operations and customer feedback, they can adapt faster and solve problems more effectively. It's the difference between growing a business from the top down, and building one that’s stable from the ground up.

From the very start, Wee operated close to the ground. He was not merely overseeing operations; he was immersed in them. His role in selling, while his siblings gathered and shipped raw materials from Zamboanga, reflects his strong sense of collaboration and shared accountability. This division of labor within the family was not just practical—it was strategic, as it helped them maximize efficiency across different locations.

Wee also emphasized operational discipline. He made frequent visits to the factory in Zamboanga to ensure that quality was consistent, and took guidance seriously from their Japanese consultant. The phrase “bantay sarado kami” reflects his attitude of commitment to continuous improvement.

Wee took a pragmatic approach to margins—he chose volume over high markups, which reflected long-term thinking. He did not chase immediate profit; instead, he saw the compounding effect of scale in a commodity business. This showed his strong grasp of unit economics and scalability.

“When we were growing the business, my brother was the one getting the raw materials from Zamboanga,” Wee says. “Pinapadala rito, because he would go to the island to get them. Then, ina-accumulate naman yon ng sister ko saka brother-in-law ko, then pinapadala dito, and I was the one selling it. That was what I was doing.

“I got married very young. I met my wife in Zamboanga then she came to Manila. She was teaching there in Zamboanga, in Jolo. When she came here, she was taking her masters. I met her here, pero kilala ko naman sya there in Zamboanga pa lang. When we got married, she was working in Chinese General Hospital as a clerk, but sabi ko ‘sa bahay ka na lang, i-type mo ito. She was helping me type the letters. We typed siguro mga 100 letters a day. That was what we were doing noon, typing ng typing. Eh, wala naman kaming telex machine. Ganyan siya kasipag.

“You have to be hands on talaga; hindi ka pwede pa relax-relax lang. Hands-on lahat kami, my brother, my sister, ako hands-on. Binabantayan namin yung business. My elder brother was with my sister there in Zamboanga. Sila yong bantay sarado doon sa factory. Wala pa kaming factory dito at that time. I would go there once every few months to make sure na walang problema. Wala naman problem.

“Yung Japanese consultant namin, he was able to innovate, he taught us, ‘Oh this is for this, this is for that’ So, bantay sarado kami. So from that, even the quality system inayos lahat. I was very happy and we made sure that the quality was correct and we had a chemist that knows how to check the quality.

“Itong klase ng business, you make only five or 10 percent, but we get it on volume. I remember there was an American who said, “Mr. Wee, you know, if you make only five to 10 percent, in America, this is only a tip to the waiter.” Eh sabi ko, ‘di bale, magtip-tip ako sa waiter, ini-expand ko naman yong volume ko 10 times—pareho na rin.’

“And then yung lumalaki na yong export, wala naman kaming pera so we went to the bank to get some loans, pero mahirap pala kumuha ng loan sa bangko eh. For three months hindi ako binigyan kahit may LC na ako so I have to go to the president of the bank, sabi ko, ‘P10,000 lang eh hindi pa kayo makabigay.’ Then sabi nya, ‘ayos na’ so I was able to get the loan after. It was very hard to deal with the bank dati. Marami pa busisi. We needed the loan to buy the seaweed so we can finance my export. It was really hand-to-mouth.

“But after mga 10 years, medyo stable na kami. We had the facilities na from the bank para kung kapos kami, eh makakahiram kami ng pera, and we were lending money naman to the bank na because marami na kaming excess fund eh.”

3| Know how to turn adversity into catalyst for growth

Turning setbacks into building blocks is important because it transforms challenges into opportunities. Instead of being paralyzed by setbacks, those who adopt this mindset develop resilience and grit—qualities that separate successful entrepreneurs and leaders from the rest.

Adversity forces you to think differently. When resources are scarce, when systems break down, or when plans fail, it creates pressure that often leads to innovation. Many breakthroughs happen not during comfortable times, but when people are pushed to find better, smarter, more efficient ways forward.

It also builds emotional strength. Learning how to work through rejection, failure, or financial difficulty teaches patience, focus, and humility. These aren’t just business values—they are life skills that help individuals lead teams and stay grounded even when success comes later on.

Lastly, adversity reveals character. Those who choose to stay in the fight and keep moving forward, even when odds are against them, often discover their deeper potential. In doing so, they don’t just survive—they grow.

After three decades of success, the split in the family business became a turning point. Instead of dwelling on the separation, he redirected his energy toward building W Hydrocolloid. What came next wasn’t instant success but a slow, uphill climb, marked by limited products, untrained workers, and tight resources.

The value of resilience is evident in how Wee responded. Despite setbacks, he continued to move forward. Instead of pausing operations while waiting for production capacity to stabilize, he pivoted to trading to keep the business alive. In the absence of their own products, his children kept things moving—buying from competitors, repackaging under their own brand, and maintaining market presence despite the limitations.

When the factory was finally operational, Wee didn’t settle for mediocrity. He upgraded equipment, improved drying systems, and invested in a German-made grinder—decisions grounded in a commitment to quality and continuous improvement.

His frugality and financial discipline—using part of his existing cash flow to reinvest—underscore his long-term thinking. While many entrepreneurs would have rushed to cut costs or play it safe, Wee believed in building better, not just bigger. He ensured that his factory met high standards.

“We were very, very happy for 30 years,” he says. “The first 10 years was really challenging, but the next 10 to 20 years were very good. After mga 30 years, nung lumalaki na yung mga anak, we split up na and I went solo. When we split up, that was the time I put up my own factory. For 10 years, when we put our company which is W Hydrocolloid, medyo gapang talaga.

“Hindi naman mahirap yung sa tangke and pump, kasi may proseso, we just had to train our people. Maraming challenges in the beginning because we had a lot of people that we're not really trained, so we persistently trained them.

“At that time, simple technology lang naman yon. We were able to put it up in one to one and a half years, but in the meantime wala pa kami produkto nun. Yung mga anak ko magaling din, kasi bumibili sila and, nag te-trade so kunwari tuloy-tuloy yong business namin. Because, sabi ko sa anak ko dati, san tayo bibili ng product? Sabi nila ‘sa mga competitor natin, bili tayo, pack it in our brand name and export.’ So that's how we began.

“My children were very good in their English. They were continually sending letters to clients, so tuloy-tuloy pa rin ang business, in a lower scale. We were only buying and selling. We were only trading. In fact, we were importing from China to reap up. Talagang innovation ang kailangan mo doon. And then, at that time, pag merong gustong bumisita sa factory, sinasabi namin, we were renovating.

“The first innovation was that we did trading in order to continue the business. Then part of the innovation was the factory we put up—it’s a better one than what I built in Zamboanga. Medyo automatic na ng konti. Our dryer before wasn’t very good, but ngayon, maganda na. So we were able to produce good products.

“Our grinder is now made in Germany. The one given to me before by the Japanese, mukhang hindi pa maganda. So maraming innovation and we really spent money. May pera naman ako at that time—part of the cash I got. It was really to boost the business and to make the factory good. And now, it’s probably the best factory. Last time, si Jokowi nga nakapunta doon, naku sabi niya, “You put up a factory also there in Indonesia.”

4| Know how to diversify and grow beyond the core business

Diversifying into another industry and growing it is a powerful strategy for long-term business success. It reduces risk by spreading exposure across different sectors, while also unlocking new revenue streams and markets. This enables a company to stabilize its income, especially when the original business is seasonal.

When done strategically, diversification builds on existing strengths—such as operations, relationships, or supply chains—and turns them into competitive advantages in new arenas. It also creates room for sustained growth, especially when the core business has matured.

For family-led companies, diversification offers the added benefit of future-proofing the enterprise by giving the next generation more opportunities to lead and expand. In the end, it’s not just about growth—it’s about building a stronger, more stable foundation that can weather disruption and continue evolving for years to come.

What began as a practical response to displacement—having no office after the family business broke up—evolved into a well-calculated venture that would eventually make the W Group one of the most prominent private landlords in Bonifacio Global City.

Rather than settling for a temporary setup at home, Wee took immediate action to address the growing needs of his team. Realizing that a professional environment was important to sustain momentum, he initiated a strategic search for property in Bonifacio Global City—an emerging commercial district at the time.

Investing in this area demonstrated more than intuition; it reflected Wee’s forward-looking mindset and his ability to recognize long-term value where others might hesitate.

Wee also displayed sound financial judgment and sharp timing. With access to capital, he remained discerning in his decisions, selecting only strategic lots rather than rushing into purchases. His choice to lease rather than sell the buildings further emphasized his long-term, income-generating approach. He prioritized sustainable growth over short-term gains.

Wee’s leadership approach was rooted in collaboration. He worked closely with his son and trusted professionals who understood market demands. His openness to market insights enabled him to lead with clarity while empowering others to contribute effectively.

By using the profits from W Hydrocolloid, he expanded into real estate, adding new income streams and reducing risk. This shows Wee’s entrepreneurial skill in knowing how to use strengths from one business to grow in another through smart and timely decisions.

“When we split up the business with my family, we were out of the company building at saka office, so wala naman akong choice but to set up the office sa bahay. I’ve always worked from home naman. It was a small office—only four to five people—and even the sala was already being occupied as the team expanded. Eh hindi naman ka-office-office 'yon.

“So my youngest son, Francis, sabi nya, ‘Dad, hindi tayo presentable eh.’ So I told him to find a property na lang so nag-ikot ng ikot siya sa BGC.  May cash na kami pero hindi naman kung ano lang bibilhin, so pinipili talaga then nakahanap sya ng lote. The first lot that we bought was from Ayala and one year to pay pa.

“We were one of the pioneers in BGC, and the after that ikot ng ikot sya because we were able to have some cash flow na from the business and from the bank. We bought several properties and every two years we put up one building.

“All the lots we bought, lahat we put up a building. I had a marketing arm guy who would tell me, ‘oh gawin mo itong floor plate model, ito maganda, ito gusto ng market.’ So ginawa na namin kaagad eh may tenant naman. So starting in 2010, we began putting up buildings. We have seven now.

“We did not sell any of our buildings. Puro leasing lang. Because if you’re paying—at that time you’re paying interest of five to six percent—sabi ko, 25 percent ang ROI, in five years, bawi na ko. Timing lang.

“When I was thinking of the name for our group, at that time nakikita ko lahat ng mga pangalan, simple-simple lang, so sabi ko W na lang, which stands for Wee. Then yong hydrocolloid is a family of gums ‘no. Sabi ko, hindi na W Carageenan, W Hydrocolloid na lang so that next time, we can go to other brands since it’s under that family of gums.

“W Group is the mother company, then W Hydrocolloid is the food ingredient. W Landmark is the real estate business and then from there, there are many companies pa. So our building in Fifth Avenue became W Fifth Avenue. We have buildings in odd number. On the 3rd Ave, 5th Ave, 7th Ave, 9 Ave, 11 Ave. Yeah and the other one is W global on the on the 7th Ave. The last one is W Tower on the 39th.”

5| Know how to build a legacy that serves others

True wealth is not just measured by how much one accumulates, but by how it improves lives—both within the family and in the broader community. When wealth is guided by purpose, it becomes a tool for empowerment: it funds education, creates opportunities, sustains livelihoods, and inspires the next generation to live with responsibility and integrity.

A legacy rooted in service ensures that values—not just valuables—are passed on. It teaches future generations that wealth is not the end goal, but a means to contribute meaningfully to society. By planning with foresight and instilling the right principles, business success can be a platform to uplift others and strengthen a nation—one generation at a time.

One of the most prominent values reflected in Wee’s reflections is his belief in education as the great equalizer. He attributes his own breakthrough to his academic achievement and hard work, which earned him a scholarship to Mapua. It’s this turning point that shaped his view that “opportunity doesn't fall from the sky; you have to go out and find it.” It’s a practical philosophy that he passes on, not just to his children but to the broader community.

“Wee also shows self-awareness and humility. He openly reflected that one of his biggest regrets was devoting 95 percent of his life to business at the expense of time with his family. Yet, instead of dwelling on it, he uses this insight to course-correct. He wrote a book not just to document his story, but to guide his children and grandchildren on what truly matters: hard work, faith, and service.

Lastly, Wee’s commitment to philanthropy and national upliftment shows his belief that entrepreneurship must have a civic duty. His plans to focus on poverty alleviation and scholarships in retirement underline that legacy isn’t only about inheritance—it’s about impact.

“I came from a very, very poor state, many years ago,” he says. “Gusto ko yong next two, three, four generations makikinabang din. Kawawa naman yong third–fourth kung wala sila opportunity. For them to be successful—for them to use the money correctly—education is number one. Had I not come to Manila because of my being salutatorian and hard work, wala mangyayari sa akin.

“So every time I go to an alumni, sabi ko lagi, ‘Oh, anong nangyari sayo?’ Sagot lagi is ‘Eh sir, walang opportunity.’ Hindi naman bumabagsak yon dati, kailagan lang maghanap siguro. Yun ang tinuturo ko—pero nasa tao yan eh.

“I would always advise my children to work hard because nothing comes easy. Then, have faith in the Lord—kasi lahat naman yan, galing naman kay God yan and help others, help humanity, help the country. Ako, probably my biggest mistake, siguro, was devoting 95 percent of my time to business. Wala naman akong ibang ginagawa, talagang negosyo lang, pero ngayon, bumabawi naman ako.

“And that is the reason why I wrote a book—to tell my children and my grandchildren that you have to work hard, hindi lang dream-dream. Coming from a very, very poor family—if I hadn't graduated as salutatorian in Zamboanga, I wouldn’t have been able to go to Mapua to get a scholarship. So it was really poverty. Even this business—I didn’t know the market was so big pala, so sipag ng sipag lang talaga.  

“Maraming akong kaibigan sinasabi nila sakin, ‘Oy marami kang pera, marami ka ring problema.’ Sabi ko di na bale eh maraming pera and maraming problema. Ayaw ko namang maraming problema pero wala namang pera. So, one problem is solved ‘no but now what to do with the money?

“I plan to do a lot of philanthropic work to help the people. After my retirement, dami ko pa gagawin na advocacy like scholarship and poverty alleviation. Ang daming tao nasa poverty. There was a pastor nga who requested to pray for Japan. Hindi ko lang sya sinagot why pray for Japan? Pray for the Philippines. Pray for the country.”

Henry Ong, RFP, is an entrepreneur, financial planning advocate and business advisor. Email Henry for business advice hong@financialadviser.ph or follow him on Twitter @henryong888