Being nimble, creative, ready to pivot

Aswith most other companies, the pandemic initially caused much anxiety and uncertainty. Early on though, we made it a point to buckle down, assess the situation, and play out several scenarios for the duration of the year (and next).

For our projects, construction had to be put on hold. There was nothing we could do about this. Hence, we focused on the controllable factors. Some of our processes were already in digital form so it became a matter of migrating a few other key functions to digital platforms.

With this, we moved most of sales and marketing online then added “virtual turnovers” and online payments. Even internal procedures such as document signing had to be done due to the work setup. With this, the company became more agile and we began to realize that we could address a broader market by performing these measures.

I would say that the key to our survival, aside from the measures mentioned, was a constant effort to assess the situation, assess what capital could be deployed, what needed to be pushed back, and most important, how our employees were dealing with the situation personally. We would literally do sanity checks every two weeks and for the projects, we would almost revise projections on a monthly basis. We still do this to date.

The company had been on pretty long growth streak for the past several years. While we are certainly blessed to have been able to grow at this pace, the pandemic taught us that several years work can almost be erased overnight. It’s quite humbling actually. This situation has really taught us to be nimble, creative, and ready to pivot at any given moment. This, as we would say, is our silver lining.

Moving forward, I hope that the company will never forget this experience. As we know, tough experiences (professional and personal) are what will shape us. I look forward to having an even more resilient and intelligent Damosa Land in the future.