A seasoned professional with over two decades of experience in the pharmaceutical and marketing industries, Enrique Antonio Reyes began his career as a medical representative at SmithKline Beecham (now GSK) and rose to become Associate Director and Public Sector Lead for Merck Sharp and Dohme’s local subsidiary.
A graduate of the University of Santo Tomas with a degree in Pharmacy, Reyes has completed various management and marketing courses, including a Doctorate in Business Administration from De La Salle University in Manila, and values continuous learning. Currently the Vice President & People Growth and Productivity Champion, Converge ICT Solutions Inc., Reyes contributes to the growth of the Philippines’ fastest-growing internet services provider and is deeply committed to fostering a culture of excellence in his field.
In an interview with Business Frontier, Reyes speaks about his transition from the pharma to the tech industry and the key lessons he has learnt throughout his successful career.
Q. Your early days as a medical representative to your current role at Converge ICT Solutions, how has your approach to leadership evolved?
In my early career as a medical representative, leadership was centred on personal discipline and meeting individual targets. As I transitioned into managerial and executive roles, my leadership approach evolved from focusing on personal achievement to empowering and supporting teams. I’ve come to realise that leadership isn’t just about giving direction; it’s about fostering an environment where people can thrive, collaborate, and innovate.
At Converge ICT, my emphasis is on building capabilities, aligning productivity initiatives with organisational goals, and nurturing talent. Over time, I’ve developed into a more empathetic leader, understanding that the growth and success of the team ultimately drive the growth of the entire organisation.
Q. What inspired you to transition from the pharmaceutical industry to the tech industry, and how have your experiences shaped your role at Converge ICT Solutions?
The transition from the pharmaceutical industry to the tech industry wasn’t a conscious decision but rather, a natural progression driven by a desire to take on new challenges and have a broader impact. Technology is transformative in its ability to connect communities and drive innovation, which intrigued me.
My background in pharmaceuticals, where attention to detail, regulatory compliance, and a customer-centric approach was essential, has been invaluable in my role at Converge ICT. It has enabled me to bring a customer-first mindset to our operations, ensuring we deliver services that truly meet the needs of our employees while adapting to the fast-moving tech landscape.
Q. Could you share an example of a challenging situation related to people growth or productivity that you faced, and how you successfully navigated it?
One of the most challenging situations I faced was during the business transformation phase at Converge ICT. As we redefined our business model, it became clear that our workforce needed to grow in capability just as rapidly as the company. Teams were struggling with workload management and productivity, creating bottlenecks in performance. To address this, we introduced targeted training programs and developed a mentorship framework that focused on upskilling employees while streamlining workflow efficiency.
Additionally, we began implementing agile methodologies to enhance organisational responsiveness and efficiency. By prioritising both people growth and productivity, we successfully aligned our workforce with the company’s ambitious goals, enabling us to move forward more effectively.
Q. How do you measure the success of your initiatives aimed at boosting productivity and fostering growth at Converge ICT?
We measure the success of our productivity and growth initiatives through a blend of qualitative and quantitative metrics at the individual, group, and corporate levels. At the individual level, we track performance improvements using Objectives and Key Results (OKRs), while at the Group and Department levels, we use key performance indicators (KPIs). At the corporate level, we monitor progress through our scorecard. Additionally, regular feedback from employees and managers provides valuable insights into how these initiatives are influencing daily workflows and team dynamics.
We also gauge growth by the career opportunities available to our team members, the development of key talent and leaders, and our overall ability to execute the organisational strategy. Ultimately, success is seen when these initiatives drive tangible business outcomes, such as market expansion and improved service delivery.
Q. You’ve had the opportunity to work with global brands across different industries. What are some key lessons you’ve carried with you throughout these transitions?
Working with global organisations has taught me the critical importance of adaptability, decisive leadership, and maintaining a long-term strategic vision. Each industry has its own unique dynamics, but the ability to adapt to new environments while staying true to core leadership principles is essential. I’ve also learned that building strong, cohesive teams and fostering open communication are fundamental to achieving success. Whether in pharmaceuticals, construction solutions, appliances, or tech, a relentless focus on customer needs and a commitment to continuous improvement remain universal drivers of success.
Q. How do you stay motivated and continue to grow professionally, especially after two decades of a successful career?
Staying motivated stems from a blend of curiosity, a passion for learning, and a strong desire to make a meaningful impact. I actively seek out new challenges and stay up to date with emerging trends in both leadership and industry developments. Mentoring others and witnessing their growth is another significant source of inspiration for me. On a personal level, I prioritise continuous learning through courses, industry events, and reading. I view leadership as a lifelong journey, where there’s always something new to learn—whether it’s from peers, advancing technologies, or the next generation of leaders.
Q. What advice would you give to emerging leaders who aspire to drive people growth and productivity in their organisations?
My advice is to lead with empathy and curiosity. Take the time to understand the strengths, aspirations, and needs of your team members, and align those with your organisation’s goals. Don’t hesitate to innovate and challenge the status quo when it comes to driving people growth and productivity. Foster a culture of continuous learning and collaboration, where individuals feel empowered to contribute and grow. Lastly, be resilient. Growth is a long-term process—it requires patience, consistency, and the ability to navigate challenges with a solutions-focused mindset.
