When I joined the Domestic Funds Management (DFM) Team of PCIBank Treasury in 1995 the unit was in between bosses. Roland came after a few weeks and immediately gained everyone’s respect, having his reputation as a good trader and treasury person preceding him. We came to learn that when he needs something he needs it quick and accurate. Coming in late was a crime, and so is missing your TOD schedule. I remember the countless times I crossed Makati Avenue without looking at the incoming traffic to get to the bank by 730am. And how we all had to learn the hard way to take the TOD schedule seriously. It was somebody’s birthday so the whole group (sans the bosses) decided to have lunch together, the lure of free Chinese food and camaraderie made us forget to check who the TOD was (she was on leave, and her back up was supposed to replace her). When Roland came to the office during lunch break all the phones were ringing, and he was left tending to them. When we got back, we got our scolding plus a warning that the next erring TOD will have to look for a new job (gasp!)…. Bungling a specific task assigned to you was a mortal sin, especially when it concerns the GS auction or tap facility.

His leadership and want for achievement didn’t end inside the trading room. During his terms as VP-Operations and President for MART, the association spearheaded the preparation of a mark-to-market operations manual and system in response to BSP Circular 161. This development “provided concrete in-roads to the creation of a market mechanism of internationally accepted standards*.”
Despite his tough demeanor, he never lost his sense of humor and down-to-earth nature. The habit of banging on the trading room door before entering would always elicit gasps from too concentrated traders (which by the way he still did until his retirement). One pleasant surprise I remember about Roland was during one of our group outings. The boys had a hard time starting the grill for our barbeque, and Roland stepped in just in time, when one of the guys suggested siphoning off gasoline from his car to light the grill. So there he was our “kilabot” boss with a native fan in hand manning over the grill for his staff safety and gastronomic delight…
This side of his, is but a shadow of how much he takes care of his people. In fact, it was during his MART Presidency, a retirement fund for the staff of the MART Secretariat was set-up.
Roland wanted us to call him by his first name, no “Sir Roland” for him. Funny but I can never call Roland, just Roland to his face. I tried once but I choked saying it and found myself saying “Bossing” or “Chieftain” instead. This personal touch tells a lot of who he is as a boss. He’s the type who’ll understand when a mother would miss work in order to attend to a sick child, or the rare times when family comes first before work. His generosity is also remarkable. 
 
Our years in Chinatrust were marked by a period where professionalism and friendship had a distinct line. We would have happy hour almost every weekday, but that doesn’t excuse anyone to come in late the following day. Even if we go home at the wee hours of the night from our “happy hours”, Roland will be in his desk the following morning by 730am. So it would be a shame for us if we can’t come in the door before 8am. If he catches you woozy or on space saver mode during trading hours he’ll tell you, “If you can’t stay awake, then you can’t drink.”
Being friends, doesn’t give me the benefit to be lax on my job. He expected me to deliver and give the best that I can in my work. I never felt exempted or had a right to something. If I fall short or made a mistake then I’m accountable for it.
 
When Roland asked me to join him in Chinatrust the invitation was made over a round of drinks and was sealed with a toast. And on his retirement I toast to the Bossing I’ve known and love for the last 14 years. To the good times, the friendship, the difficult markets we’ve overcome, the memories, to life and what lies ahead. Good luck, all the best and we’ll miss you Bossing.