This was the advice of Olivia Limpe-Aw, president and chief executive officer of Destileria Limtuaco & Co. Inc., the country’s oldest distillery, which today produces more than 40 brands of distilled spirits, liqueurs, and alcoholic beverages.
“It takes 10 years of intensive experience to become a manager and easily 20 years before one can be experienced and knowledgeable enough to head the organization,” she said in her talk, “Heritage with a Twist: Innovating a 170-year Legacy” during the Mandaue Chamber of Commerce and Industry Business Summit on Aug. 27.
‘The distillery was her playground’
For executives who want their children to succeed them in the business, it is never too early to start, she added.
Limpe-Aw, the 5th generation leader of the 173-year-old distillery, recalled that when she was young, their plant was her playground, as her father let her run freely around the barrels.
“So the business became second nature to me. It’s like family — it’s part of my life,” she said.
She emphasized the importance of exposing children to the business early, allowing them to help out during weekends, Christmas, and summer breaks even while still in school.
Grounded succession lessons
But Limpe-Aw stressed that children should not be made to feel that what is asked of them is a chore.
Instead, she encouraged making the learning fun and engaging, to enchant children into taking an interest in the business. At the same time, she stressed the need to instill good values and highlight the importance of education.
“It's not necessary to achieve honors,” said Limpe-Aw. “It is what they learned and the discipline of learning new things that's more important than grades.”
Beyond encouraging reading, she said, children should also be exposed early to the realities of the world, since business can be like “warfare.” At the same time, they must cultivate emotional intelligence and empathy, qualities vital for future leaders.
She said it is important not to spoil children or let them take things too easily. “Take it hard,” she advised, “so the next challenge will already be easier.”
Leadership knows no gender
Beyond emphasizing the value of a good name and integrity, she said children must also be raised to believe in the equality of men and women.
“So even if you have all daughters, it’s not a problem. We’re all equals now. Women can do what men can do, and there are also things women can do that men cannot,” she said with a smile.
Limpe-Aw pointed out that she came from a family of seven girls.
When she took over from her father, Julius Limpe, in 2004, Limpe-Aw became the first woman to lead the company that was started in 1852 by her great-great granduncle, Lim Tua Co, a Chinese immigrant who later took on the Christian name Bonifacio.
At the helm, Limpe-Aw pioneered the country’s craft spirits movement, drawing on native ingredients sourced from local farmers.
Crafted for distinction
She has won several awards including Asia’s Power Businesswoman for 2020 and Outstanding ASEAN Women Entrepreneur Network Award in 2024.
In June, the company won big at the World Drink Awards in London, which honors the best beverages in the world.
Her three craft drinks that she blended won: Intramuros Liqueur de Cacao (World’s Best Chocolate Liqueur), Manille Liqueur de Calamansi (Gold and Country’s [Philippines] Best Fruit Liqueur) and Amadeo Coffee Liqueur (Gold and Country’s Best [Philippines] Coffee Liqueur.
The fourth –CocoHogo Coconut Cream Liqueur (Bronze and Country’s Best [Philippines] Vegan Alternative Liqueur) – was the blend made by her sons who have joined the company.
To honor the founder, her sons have also created a white rum named Bonificio which has been well received by the industry.
Craft, integrity, legacy
Limpe-Aw said their legacy ethos is simple: Make something that the next generation will be proud to inherit.
“From the first bottle to the award-winning products we have created, we have always held fast to the values that shape us — craft, integrity, and devotion to place,” Limpe-Aw said.
“Techniques are refined, never replaced. Innovation is welcomed, but only when it deepens authenticity. Every decision passes one test: Does it honor those who built before us, and will it empower those who come after us?”
Grooming future leaders
In choosing a successor, the candidate must be someone ready to work hard and make sacrifices for the family and the institution.
Stress the importance of the institution, said Limpe-Aw, because not everything is about money.
She emphasized that while they learn from the older generation, it is equally important to listen to and learn from the younger one.
“We imbibe learning and values. Improve them over time,” she said.
“Whatever we imbibe becomes part of us, our DNA, and I think that's very important, because once it's in your DNA, you know that the next generation will be okay,” she added.
The family-business balance
Even in a family-run corporation, finding the right balance between family and business is crucial.
Limpe-Aw said she had to explain to her husband and children the demands of the business to minimize conflict in the family.
“If you have conflict, you cannot have peace of mind, and you can't do business well,” she said. “While you may be the boss at home, such may not be the case at home.”
“I always say you can be a tiger in the boardroom, a cat at home, but you must be a kitten in the bedroom,” she said, laughing.
And how do you manage your family relations in a professional business setting?
Limpe-Aw replied: “Honesty, integrity, be professional and clear. Stress the importance of meritocracy and succession planning. Be transparent.”
She emphasized that while communication channels should always remain open, leaders must also be consistent and uphold what is right.
“Don't allow others to take advantage of you,” Limpe-Aw said. “It's all about attitude. One must be a fearless warrior to succeed.”
Contributor
