From building businesses from scratch to helping organizations clarify their direction, Mentor Myron Sta. Ana has dedicated his career to helping leaders design strategies that actually work.
Known in the training industry as “The Corporate EnterTRAINER” and “Your Strategy Guy,” he combines strategic thinking with engaging facilitation that brings leadership teams into alignment.
When Mentor Myron started doing professional strategic planning consultancy and facilitation in the Philippines in 2017, he quickly learned that organizations rarely struggle because they have no ideas.
Most organizations have plenty of ideas.
They have goals. They have projects. They have KPIs. They have ambitious leaders. They have people who genuinely want the organization to succeed.
The harder questions are:
Which priorities matter most?
How do we turn broad aspirations into measurable objectives?
How do we align different departments around one direction?
How do we translate strategy into KPIs, initiatives, action plans, and accountability?
And, most importantly, how do we make sure the strategy does not end when the planning workshop ends?
Those questions have shaped his work as a Strategic Planning Consultant, Facilitator, Trainer, Speaker, and Coach in the Philippines.
From his first engagements in 2017 to the organizations he continues to work with today, he has had the opportunity to support companies, government institutions, cooperatives, professional organizations, technology businesses, manufacturers, engineering companies, financial services organizations, and other institutions in thinking strategically and translating that thinking into action.
As of August 2026, his strategic planning journey has included work with the following organizations:
This is the story of how those experiences shaped the way he now approaches strategic planning.
His journey as a Strategic Planning Consultant and Facilitator in the Philippines started in October 2017.
Two of his earliest organizational engagements came almost simultaneously.
Argia Global Link, Inc. became one of the first organizations that gave him the opportunity to work professionally in strategic planning.
Every consultant remembers the first few organizations that trusted him with something as consequential as their future direction.
Strategic planning is not simply another training program.
When leaders invite an external consultant or facilitator into the planning room, they are allowing that person to participate in conversations about where the organization is going, what it must prioritize, what it must change, and what its leaders need to accomplish.
That responsibility shaped the standard he would carry into future engagements.
His work with Bluesteel Industries, Inc. followed during the same period and extended over several months.
This early engagement reinforced an important lesson:
Strategic planning should not be reduced to a one-day brainstorming activity.
Organizations need time to understand where they are, determine where they want to go, identify what must change, establish measurable priorities, and develop the mechanisms that will move strategy toward execution.
Those early experiences became the foundation of the strategic planning work he would continue doing over the succeeding years.
The following year brought an opportunity to support the Occupational Safety and Health Center.
Working with a government institution introduced another dimension to strategic planning.
A private company can naturally focus heavily on profitability, growth, market share, customer acquisition, and competitive advantage.
A public institution must also consider:
This strengthened his appreciation for the fact that there is no one-size-fits-all strategic planning template.
The planning framework has to fit the organization.
His strategic planning practice expanded further in 2019 and 2020.
He first worked with the Public Safety Mutual Benefit Fund, Inc. in 2019.
This engagement would later become especially meaningful because the organization would engage him again several years afterward.
Repeat engagements matter to a consultant.
They suggest that strategic planning is not necessarily a once-in-a-lifetime organizational activity. Strategies have to be reviewed because organizations, leadership teams, stakeholders, operating conditions, and external environments change.
Interestingly, he would return to work with the organization again from June to August 2024.
More on that later.
His work with the National Archives of the Philippines further developed his experience in facilitating strategy within the public sector.
Government strategic planning requires the facilitator to continuously connect aspiration with mandate.
The question is not simply:
“What do we want to become?”
It must also include:
“What are we mandated to accomplish, for whom, and how can we deliver that mandate more effectively?”
That distinction remains important whenever he works as a Strategic Planning Consultant for government agencies and public-sector institutions in the Philippines.
The year 2020 challenged organizations everywhere.
Businesses and institutions were dealing with uncertainty, disrupted operating models, rapidly changing customer behavior, remote work, financial pressures, and a global crisis nobody had planned for.
Yet strategy became even more necessary.
Working with Global Payments, Inc. during this period reinforced the importance of strategic thinking when assumptions are changing rapidly.
Strategy cannot predict every disruption.
What it can do is help leaders determine:
During roughly the same period, he also worked with St. Martin of Tours Credit and Development Cooperative, Inc.
The experience broadened the types of organizations he was supporting.
A cooperative operates differently from a multinational company. A government institution operates differently from a manufacturing organization. A professional service company has different strategic drivers from a technology enterprise.
But one principle remains constant:
Strategy has to make sense for the organization that will execute it.
If there was one period that dramatically expanded the breadth and complexity of his strategic planning work, it was 2022.
Within that year, he worked with several organizations representing very different sectors and organizational realities.
One of his most comprehensive strategic planning consultancy engagements involved a Philippine government-owned institution operating within the country’s credit information and financial technology ecosystem.
The engagement involved far more than facilitating a few workshop exercises.
The strategic planning process covered areas such as:
The planning methodology ultimately connected strategic goals with measurable objectives, measures, targets, initiatives, and departmental execution responsibilities.
That engagement strengthened one of the principles that now defines his approach:
A strategic plan should not stop at Vision, Mission, SWOT, and strategic goals. It must eventually answer who will do what, how progress will be measured, and how management will know whether the strategy is working.
His work with a government institution involved in construction industry dispute resolution presented another unique planning environment.
Its strategy had to reflect its institutional mandate, stakeholder relationships, professional credibility, operational effectiveness, organizational capability, and the broader environment affecting the Philippine construction industry.
The experience further reinforced the value of adapting the Balanced Scorecard for organizations whose success cannot be evaluated using financial results alone.
For public institutions, strategic performance may also include:
This is why he often emphasizes that a Balanced Scorecard is not merely a KPI table.
Used correctly, it becomes part of the architecture connecting strategy with execution.
Working with Greenpower Technology Services, Inc. added another private-sector experience to his growing portfolio.
Technology-oriented organizations face a particular strategic challenge:
Their environment can change faster than their internal planning cycle.
A strategy therefore cannot simply lock an organization into a rigid five-year list of activities.
It must clarify direction while allowing leadership to revisit assumptions and respond to emerging developments.
Another significant engagement involved CIBI Information, Inc.
In this case, the requirement centered more heavily on tactical planning and business review.
This distinction is important.
Strategic planning and tactical planning are related, but they are not identical.
Strategic planning addresses questions such as:
Where are we going?
What major choices will define our future?
Tactical planning asks:
What must we accomplish next?
What must each department contribute?
What targets and initiatives should receive priority?
The engagement brought together leaders and representatives from different organizational functions and incorporated performance review, departmental targets, cross-functional understanding, and action planning.
It strengthened another principle that now guides his work:
Departments should not develop their plans as if they were separate companies.
Sales affects operations.
Operations affect customer experience.
Technology affects almost everybody.
HR capability influences execution.
Finance influences available resources.
Strategy succeeds when departments understand these dependencies.
His work with Dwightsteel Building Systems, Inc. extended from late 2022 into early 2023.
By this stage of his strategic planning journey, he had worked with organizations operating in government, technology, financial services, construction-related industries, cooperatives, and industrial businesses.
The variety became an advantage.
It allowed him to see recurring organizational patterns even when industries differed.
For example:
Those patterns eventually shaped the practical approach he uses today.
His work with D&V Philippines, Inc. began in September 2023 and has developed into an ongoing strategic planning relationship.
Longer-term engagements demonstrate another important lesson:
Strategic planning is a management cycle, not merely an annual event.
Organizations may need support before, during, and after the planning proper.
The work surrounding strategy may involve:
The quality of the workshop matters.
But what happens before and after the workshop can matter just as much.
In early 2024, he worked with Triflo Engineering Supply and Services, Inc.
Engineering and project-oriented organizations operate in environments where strategy has to eventually influence operational decisions.
Strategic priorities must translate into choices about:
A plan that never reaches operational decisions remains theoretical.
Years after his initial 2019 engagement, he had the opportunity to work again with Public Safety Mutual Benefit Fund, Inc.
Returning to the same organization after several years provides a perspective that first-time planning engagements cannot offer.
Organizations evolve.
What was strategically important five years earlier may no longer have the same priority.
Leadership changes.
Customers and stakeholders change.
Technology changes.
Regulations change.
Organizational strengths change.
New weaknesses emerge.
New opportunities appear.
And new risks have to be managed.
This is why strategic plans should be treated as living management frameworks rather than permanent documents.
By 2026, his strategic planning journey had reached another manufacturing organization: Genie Product Concepts Manufacturing, Inc.
Manufacturing brings strategy very close to execution.
Questions about growth and customers eventually become questions about:
That is precisely why strategy cannot remain exclusively in the boardroom.
Eventually, somebody has to translate it into the way the organization operates.
Working across these organizations since 2017 has changed the way he views strategic planning.
Here are some of the most important lessons he has learned.
Templates are useful.
Frameworks are useful.
SWOT is useful.
Balanced Scorecards are useful.
But none of them can substitute for thinking.
Leadership must first ask:
What is really happening?
Why is it happening?
What could happen next?
What choices do we have?
What are we willing not to pursue?
A template records strategy.
It does not create strategic thinking by itself.
One of the most common misconceptions about strategic planning is that producing four lists somehow completes the exercise.
Strengths.
Weaknesses.
Opportunities.
Threats.
Useful? Absolutely.
Strategy? Not yet.
The organization still has to decide:
Suppose management says:
“Employee performance is poor.”
That is not yet a root cause.
Why is performance poor?
Is the problem competency?
Leadership?
Systems?
Workload?
Process design?
Role clarity?
Technology?
Structure?
Recruitment?
Accountability?
Strategy becomes stronger when the organization stops treating symptoms and starts addressing underlying causes.
Organizations frequently arrive at planning sessions with dozens—or hundreds—of proposed initiatives.
But strategy requires choice.
If everything is strategic, nothing is strategic.
A good Strategic Planning Facilitator helps leaders distinguish:
Important operational work from strategically differentiating priorities.
Both matter.
But they should not automatically be treated as the same thing.
A KPI should answer something important about organizational performance.
Counting activities is easy.
Measuring impact is harder.
There is a difference between:
“We conducted 20 activities.”
and
“Those activities produced the result we intended.”
One measures effort.
The other begins measuring performance.
Every significant strategic objective eventually needs someone accountable for moving it.
Without ownership, strategic initiatives become everybody’s responsibility—which often means nobody’s responsibility.
The organization needs clarity around:
A strategic plan can look perfectly aligned on PowerPoint while departments continue working independently.
Execution requires people to understand:
My KPI affects yours.
Your process affects mine.
Your delay can prevent my department from meeting its target.
Cross-functional alignment is therefore not simply a teamwork issue.
It is a strategy execution issue.
When organizations engage me as a Strategic Planning Facilitator in the Philippines, his role is not to walk into the room and tell executives what their strategy should be.
The organization owns the strategy.
His job is to help them:
These roles overlap, but they are not identical.
As a Strategic Planning Consultant, he provides frameworks, analysis, recommendations, diagnostic support, strategic challenge, and guidance throughout the planning process.
The consultant may work before, during, and after the planning workshop.
As a Strategic Planning Facilitator, he manages the process through which executives and planners discuss, challenge, prioritize, decide, and align.
The facilitator ensures that the planning room produces decisions rather than merely conversation.
As a Strategic Planning Trainer, his role is educational.
He helps participants understand concepts such as:
As a Strategic Planning Speaker, he can introduce executives, managers, or employees to strategic management ideas through conferences, leadership events, management meetings, or organizational programs.
As a Strategic Planning Coach, he works more closely with leaders in examining their thinking, priorities, assumptions, decisions, and execution responsibilities.
Depending on the organization’s needs, one engagement may combine several of these roles.
For organizations evaluating his experience as a Strategic Planning Consultant in the Philippines, here is the chronological record of organizations he has supported in one or more capacities involving strategic planning consultancy, facilitation, training, speaking, or coaching:
| Organization | Strategic Planning Engagement |
|---|---|
| Argia Global Link, Inc. | October 2017 |
| Bluesteel Industries, Inc. | October–December 2017 |
| Occupational Safety and Health Center | September–October 2018 |
| Public Safety Mutual Benefit Fund, Inc. | September–November 2019; returned June–August 2024 |
| National Archives of the Philippines | December 2019–February 2020 |
| Global Payments, Inc. | October–November 2020 |
| St. Martin of Tours Credit and Development Cooperative, Inc. | October–November 2020 |
| Credit Information Corporation | April–October 2022 |
| Construction Industry Arbitration Commission | May 2022–January 2023 |
| Greenpower Technology Services, Inc. | October–November 2022 |
| CIBI Information, Inc. | November–December 2022 |
| Dwightsteel Building Systems, Inc. | November 2022–February 2023 |
| D&V Philippines, Inc. | Since September 2023 |
| Triflo Engineering Supply and Services, Inc. | February–March 2024 |
| Genie Product Concepts Manufacturing, Inc. | Since June 2026 |
These engagements have allowed him to work across different organizational environments—from private companies and manufacturing businesses to government institutions, financial organizations, cooperatives, technology companies, and engineering-related enterprises.
And every one of them reinforced the same reality:
There is no universal strategy. But there are disciplined ways of creating one.
Depending on the client’s requirements, a customized strategic planning engagement may include:
The exact process depends on the client.
A company needing a one-day management alignment session should not automatically receive the same intervention as a government institution developing a five-year strategy.
The process should fit the problem—not the other way around.
You may benefit from engaging a Strategic Planning Consultant or Facilitator in the Philippines if:
He began professional strategic planning consultancy and facilitation engagements in 2017 and have since worked with organizations from the private sector, government, financial services, cooperatives, technology, engineering, construction-related industries, and manufacturing.
As of August 2026, the engagements listed in this article represent 15 organizations where he has served in one or more strategic planning capacities as consultant, facilitator, trainer, speaker, or coach.
Yes. His experience includes work with Philippine government institutions and government-owned organizations, where planning must consider public mandate, stakeholder outcomes, governance, performance management requirements, and social impact.
Yes. He has worked with private sector organizations in manufacturing, technology, engineering, business services, financial services, and other industries.
Yes. Depending on the engagement, strategic planning may include development of a Strategy Map, Balanced Scorecard, strategic measures or KPIs, targets, strategic initiatives, and departmental action plans.
Yes. Some clients already have the required analysis and merely need an independent Strategic Planning Facilitator.
Others require a more comprehensive consultancy involving pre-work, diagnosis, stakeholder consultations, planning proper, documentation, cascading, and post-planning support.
Yes. Training can be provided independently or incorporated into an actual strategic planning engagement so that participants understand the frameworks they are using.
Yes. Strategic planning coaching can help leaders sustain focus, review execution, challenge assumptions, improve prioritization, and maintain accountability after the planning event.
Since 2017, the organizations he has worked with have taught him that the value of strategic planning is not measured by how impressive the strategy deck looks immediately after the workshop.
The real test comes months later.
Are priorities still clear?
Are leaders reviewing the measures?
Are departments aligned?
Are initiatives progressing?
Are people making decisions based on the strategy?
Is management learning and adjusting?
And is the organization actually moving closer to the future it said it wanted?
That is why he approaches strategic planning not merely as an event, but as a process that should connect:
Strategic Thinking → Strategic Analysis → Strategic Choices → Strategic Objectives → Measures → Targets → Initiatives → Departmental Actions → Execution → Review
If your organization is looking for a Strategic Planning Consultant in the Philippines, Strategic Planning Facilitator in the Philippines, Strategic Planning Trainer, Strategic Planning Speaker, Strategic Planning Coach, Balanced Scorecard Consultant, or Strategy Execution Facilitator, I would be glad to explore what kind of planning intervention your organization actually needs.
Because the objective should never be simply to finish the strategic plan.
The objective is to help the organization use it.
