When the global pandemic disrupted supply chains and shuttered construction sites, many executives reached for one of the oldest levers in business: cut costs, reduce headcount, and survive.
Jommel Macabagdal, however, chose a different lever, one not often pulled in moments of financial pressure: integrity.
“There was a pressure for me to let go of people,” he admits. “I have a strong belief that in times of crisis, we should be helping people and not abandoning them.”
As Country Head of Projects, he made a decision that would echo across his leadership team.
“I stood still and pushed back to retain all our resources. I initiated to give up a portion of my salary, together with a few of the leadership team who are willing.”
Zero Layoffs, Full Engagement
Macabagdal’s leadership choice not just stabilized the organization, but it also transformed it.
“We didn’t lose anyone,” he says. “The team grew stronger after 2020 and kept on hitting our financial targets.”
His belief in choosing people over spreadsheets paid off. Employee engagement, a metric often sidelined in high-stakes construction work, soared. 94% in 2022, 96% in 2023. These were not mere numbers. They were proof that purpose could outlast panic.
“This is one of the most fulfilling decisions I’ve ever made,” he recalls.
A Culture of Collaboration, Not Control
Long before the pandemic, Macabagdal had already begun rewriting the rules of how construction projects were managed.
He saw early on that the industry was plagued by misalignment. Teams didn’t talk. Stakeholders played defense. Accountability often got lost under layers of blame.
“In my first project, there’s a lot of finger-pointing and shouting amongst contractors and subcontractors.”
One client manager even told him, “‘In construction, you should know SYOB, Save Your Own Butt.’”
It was advice he rejected completely.
“I initially went with the flow but realised that I’m becoming a person that I don’t want to be.”
His response? Radical transparency.
“I called all the contractors, subcontractors, and suppliers for a meeting and asked them, ‘Aren’t you tired of playing this blaming game?’ That’s the same as me. You have options.”
That meeting became a pivot, not just for the project, but for his entire management philosophy.
“This meeting changed the trajectory of the Project, and even the stakeholders involved in that project.”
Today, his leadership mantra is embedded into every team he builds: “Tulungan di Turuan”, Helping, not blaming.
Engineer. Entrepreneur. Educator.
Macabagdal has worn multiple hats, and continues to. Through MAC Management Inc., alongside his other businesses, he delivers projects that blend strategic systems thinking with collaborative execution.
As a son of a Pre-school teacher, Macabagdal promotes learning and development. He lectures part-time at De La Salle University, where he simplifies technical concepts to make them stick.
“I want people to understand what I teach and solve problems instead of memorising formulas.”
His hybrid identity is how he defines himself today.
“I recently thought of ‘EngTrePM’ to summarise my expertise. A problem-solving Engineer, Strategic Entrepreneur, and Progressive Project Management Professional.”
Vision Beyond the Blueprint
He was recently recognised as Top 10 Influential Entrepreneurs by MSN and won “Asia’s Hero of Transformative Project Leadership and Built Environment Impact” in Asia’s Modern Hero Awards this 2025. With speaking slots at TEDx Manila, University Commencement Exercises and Built Environment conferences, Macabagdal is clearly not just building firms; he’s shaping industry culture.
This story, created in close collaboration with Pressiqa, reflects his commitment to lifting the entire field of construction and project management.
“We have discussions with other leaders about creating documents and tools that will help Project Management Professionals in Construction to be better,” he shared.
He’s also co-created “What Matters Inc.”, the first coworking space in the Philippines with a child learning facility, a literal blueprint for work-life integration.
Because “the best way to predict the future,” to him, “is to create it!”
