As we conclude the third quarter of 2026, I would like to take this opportunity to reflect on our journey over the past three months, recognize the progress we have made, and share our direction as we approach the final quarter of the year.
The period from July to September 2026 has been a quarter of opportunities, adjustments, and meaningful developments for Accord-Aces. While the business environment continues to present challenges, particularly in the highly competitive promotional and merchandising industry, we have remained focused on strengthening our organization, expanding our business opportunities, and improving the way we deliver services to our clients.
Looking back at the previous quarter, I emphasized the importance of resilience, accountability, and working together toward a stronger Accord. Today, I am pleased to see these principles gradually translating into concrete initiatives and developments across the organization.
Although we still have much to accomplish, the third quarter has provided us with renewed momentum and a clearer direction for the months ahead.
One of our priorities this quarter has been to pursue new business opportunities while continuing to strengthen relationships with our existing clients.
We have made encouraging progress through new project engagements, including the Tobie Pharma Inc. Clinician Project and the REJ Diamond Pharmaceutical Inc. Model and Brand Ambassador Deployment. These initiatives demonstrate our ability to expand our services beyond traditional merchandising and promotional manpower deployment into more specialized field programs.
At the same time, our existing accounts continue to provide opportunities for growth through expanded retail coverage, new store openings, product launches, and additional field activation requirements.
Our Business Development and Operations teams have also been actively pursuing prospective partnerships and exploring opportunities that may contribute to our business pipeline for the remainder of 2026 and into 2027.
These developments are encouraging, but I would like to emphasize one important principle:
Winning new business is only the beginning. Retaining the trust of our clients through consistent execution, responsiveness, accountability, and quality service is what will sustain our growth.
Every new account represents an opportunity to demonstrate what Accord-Aces can deliver. It is therefore our collective responsibility to ensure that our commitments are translated into actual results.
As our business evolves, so must our people and the organization supporting them.
During the third quarter, we continued strengthening our internal capabilities through organizational improvements, leadership development, and initiatives designed to reinforce accountability across departments.
The addition of Ms. Dyan Garcia as our HROD Manager is one of the developments intended to further strengthen our Human Resources and Organizational Development function.
With this, we aim to place greater emphasis on recruitment efficiency, manpower deployment readiness, employee development, retention, performance management, and labor compliance.
We have likewise continued reinforcing the importance of clearly defined roles, responsibilities, and performance expectations through our Key Result Areas (KRAs) and Key Performance Indicators (KPIs).
I want everyone to understand that performance management is not simply about evaluating employees or measuring numbers. It is about establishing accountability, recognizing accomplishments, identifying opportunities for improvement, and ensuring that every department contributes meaningfully to our overall business objectives.
A stronger organization begins with capable people, responsible leadership, and a shared commitment to excellence.
Another important focus this quarter has been improving our operational processes and strengthening our use of technology.
As we continue utilizing our CASI platform, including its attendance, monitoring, and reporting capabilities, our objective is to establish greater visibility, accuracy, and efficiency in managing our field operations.
Technology should not merely automate our existing processes. It should help us make better decisions, identify operational gaps earlier, improve productivity, and provide our clients with more reliable information.
Through the continued development and utilization of our digital tools, we aim to strengthen attendance monitoring, field productivity reporting, manpower visibility, and account performance management.
At the same time, we continue reviewing our internal procedures to eliminate unnecessary delays, improve coordination, and establish clearer accountability among departments.
However, I would like to remind everyone that technology is only as effective as the people and processes behind it.
No system can replace discipline, ownership, accuracy, and timely execution.
Digital transformation must therefore go hand in hand with operational discipline and a willingness to embrace improvements in the way we work.
Throughout the third quarter, we continued strengthening our company policies, administrative procedures, and compliance initiatives.
These efforts are intended to establish consistency in how we operate, protect the interests of our employees and clients, and ensure that Accord-Aces remains aligned with applicable labor laws and regulatory requirements.
As a manpower and promotional service provider, compliance with the Department of Labor and Employment (DOLE) and other applicable regulations remains fundamental to our business.
But compliance should never be viewed merely as an obligation.
It reflects the kind of organization we want Accord-Aces to become—one that operates with integrity, treats its employees fairly, fulfills its commitments, and maintains the confidence of its business partners.
I therefore expect every department and employee to understand and consistently observe our company policies, established procedures, reporting requirements, and professional standards.
Accountability must be practiced at every level of the organization, regardless of position or responsibility.
It begins with taking ownership of our work, meeting commitments, communicating concerns promptly, and ensuring that issues are addressed rather than passed on to others.
As we enter the fourth quarter of 2026, we must remain focused on translating our initiatives into measurable business results.
Our immediate priorities will be to strengthen existing client relationships, sustain newly acquired projects, pursue viable business opportunities, improve manpower deployment and retention, reinforce operational efficiency, and maintain financial and regulatory discipline.
We must also continue strengthening collaboration among Business Development, Operations, HROD, Finance, IT, and our other support functions.
No department can achieve our organizational objectives independently.
Business Development may secure new opportunities, but Operations must ensure successful implementation. HROD must provide qualified and deployment-ready personnel. Finance must support financial sustainability and timely processes. IT must ensure that our systems remain reliable and responsive.
Our success depends on how effectively these functions work together toward a common objective.
As General Manager, I want us to develop a stronger culture of proactive problem-solving, ownership, and results-driven execution.
We must move beyond simply completing assigned tasks and begin asking ourselves how our work contributes to improving the business, strengthening our client relationships, and creating long-term value for the organization.
The third quarter has reminded us that progress does not always come from major accomplishments alone.
Sometimes, progress is reflected in the improvements we make to our processes, the challenges we resolve, the relationships we strengthen, and the lessons we learn along the way.
We have taken important steps toward building a more structured, accountable, and competitive organization. However, we must recognize that there is still considerable work ahead.
Our challenge now is to ensure that the momentum we have established translates into sustainable business growth, stronger operational performance, improved financial stability, and greater opportunities for our people.
I would like to extend my sincere appreciation to everyone who continues to contribute to our organization—from our merchandisers, promoters, clinicians, brand ambassadors, coordinators, and field supervisors deployed nationwide to our Operations, HROD, Finance, Business Development, IT, and administrative support teams.
Your individual contributions, regardless of role or location, are essential to the success of Accord-Aces.
I also want to recognize our managers and department heads for their continued efforts in guiding their teams, addressing operational challenges, and supporting our business priorities.
As we approach the final months of 2026, let us remain focused, disciplined, and united in our purpose.
Let us not measure our progress solely by the opportunities we acquire, but by the quality of our execution, the trust we earn from our clients, and the strength of the organization we continue to build.
The road ahead will undoubtedly present new challenges, but it will also bring opportunities for those who are prepared, adaptable, and committed to delivering results.
Together, let us finish 2026 with renewed determination, stronger collaboration, and a shared commitment to building a more resilient, competitive, and future-ready Accord.
Because our greatest strength is not simply the business we manage, but the people who make our business possible.
Thank you for your continued dedication, commitment, and trust.
Together, we move forward. Together, we build a stronger Accord.
Sincerely,
General Manager
Accord Advertising Concept and Expert Services, Inc.