Why this Filipino entrepreneur believes service is the best form of leadership

This conviction eventually took form in Project Zacchaeus, the social enterprise he co-founded. The name was deliberate, drawing from a biblical figure who chose transformation over charity. Gastanes sought to build business models that empowered communities to participate in their own growth and systems that prioritised livelihoods rather than dole-outs. “True progress means creating opportunities,” he says, “systems that let farmers, fisherfolk and local communities thrive.”

The early days, however, were shaped as much by resistance as by hope. Many communities felt that structured systems or technology were “too advanced” or meant for outsiders. Gastanes understood that hesitation. Starting small helped. He and his team organised local groups to trade eggs, sweet potatoes and livestock—small, tangible wins that demonstrated how systems could work. “Step by step, people began to adapt,” he says. The gradual shift proved that readiness was something that could be built, not presumed.

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If mindset was one challenge, resources were another. With limited funding, they relied on relationships, cooperatives and persistent conversations with partners in government and the private sector. His perspective on faith provided ballast. “God doesn’t call the qualified—He qualifies those He calls,” he says, reflecting on that period of uncertainty. It was this blend of pragmatism and conviction that kept the vision intact through the growing pains of a start-up born far from urban centres.

Over time, the work evolved from straightforward trading into systems-building: digital platforms, data-driven tools and community clustering models that helped local producers map supply chains, improve distribution and connect directly with markets. The idea of clustering—forming groups organised not just by product but by shared mindsets became central. Gastanes saw how it strengthened relationships, accelerated learning and made technology adoption less daunting. His creative methods often involved storytelling, including using telenovelas in community workshops. “It’s not just about teaching,” he says. “It’s about creating relatable ways for people to connect, mobilise and learn together.”

Collaboration shaped the journey. Government partners were essential, despite the complexity that public systems often bring. Inside every agency, Gastanes noticed, were “champions willing to support a vision for the people.” Development partners provided critical momentum: the USAID Clean Cities Blue Ocean programme, which supported their early waste management initiative; South Korean agencies that helped scale Eco Kolek; and BIMP-EAGA collaborations through FarmKonekt, which expanded their reach to Malaysia and Brunei. Each partnership taught him to balance vision with the realities of a volatile, uncertain and complex world.

Eco Kolek became one of the milestones he speaks of with quiet pride. The programme formalised the role of informal waste pickers in local recycling ecosystems and became a model they hope can be replicated nationally. Likewise, the community-clustering work now crossing regional borders signals how local innovations can contribute to broader economic shifts. Yet for Gastanes, one of the most meaningful milestones is internal: seeing his co-founders and team continue the mission even after he stepped down as CEO. “The company is not perfect,” he says, “but their resilience reminds me why we started in the first place.”

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The philosophy behind his work remains constant: ambition does not have to be self-centred. He hopes people see that fulfilment can come from service rather than accumulation. His own approach to balance reflects this—prioritising faith, maintaining practices of reflection, carving time for family and finding renewal in the rivers of Palawan. “My love language is helping,” he says, though he has learned to set boundaries so that generosity does not lead to exhaustion.

Looking ahead, Gastanes is preparing for a shift from community-level programmes to industrial-scale systems that remain values-driven but built for long-term sustainability. He sees opportunities in food production, agro-supply chains, waste management and eventually power generation—spaces where transparent public-private partnerships can redefine community trust. His role, as he frames it, is to be a bridging leader: one who connects business with social good, vision with execution and compassion with discipline.

He knows the systems he is trying to change will not shift overnight. But he is patient. The seeds, he believes, have already been planted. And if the values outlive the name, that is legacy enough. “I want to be known not for success,” he says, “but for living a life of humility, service and faith—kindness passed forward like a good virus, from one person to another.”

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