Singaporean Zhihan Lee empowers underserved youth in the Philippines to gain employability through self-confidence

In this series, we explore the experiences of Singaporean business leaders who have ventured abroad and the ways in which they have navigated cultural differences to achieve success.

We hear from prominent homegrown C-suite executives and entrepreneurs who have expanded their businesses across Asia, Europe, and the Americas. Get insights on how they have adapted their leadership styles and business strategies to fit local cultural norms and how they have leveraged their Singaporean heritage to build relationships and foster trust with international partners.

The beginnings of BagoSphere are rooted in my family's struggles to make ends meet during my childhood. These struggles spurred me to understand the root causes of poverty as I grew older.

From immersing myself in volunteer trips to Thailand and Laos to volunteering at the Singapore Buddhist Lodge and organising youth volunteering projects supported by the National Youth Council (NYC), the social work I engaged in took me to numerous impoverished communities, where I witnessed firsthand how upskilling programmes and initiatives dramatically improved people’s lives. 

Finding meaning in service

My life experiences led me to co-found BagoSphere in 2012 — to empower others with similar opportunities for growth and employment. 

We started in Bago City, Negros Occidental, Philippines, where my other co-founders were already entrenched in community work. It has an English-speaking population, a young demographic, and a high demand for entry-level business process outsourcing talent.

The company, named after the Bago tree, equips frontline workers with self-confidence and employment skills through training and community support. With these, they gain employment and, ultimately, a better life for themselves and their loved ones.

BagoSphere is more than just an organisation that assists frontline workers with upskilling and job searching. It focuses on the complete professional journey, emphasising human skills that are transferable across positions and industries.

For example, in 2009, when I was in Bangalore, India, participating in an NUS Overseas Colleges (NOC) entrepreneurship program, I witnessed how an illiterate youth could become work-ready as a data entry worker within nine months. This achievement required a deep understanding of the most in-demand jobs, selecting the most driven youth, and implementing a cleverly designed curriculum by skilled and compassionate teachers.

I soon recognised that much of what we learn in schools and universities isn't as relevant to many young people and the labour market. Therefore, we introduced relatively short programs linked to nearby high-demand employment opportunities in rural communities, providing them with the skills and capabilities to get hired.

Aside from upskilling, one of our challenges is helping the youth overcome their self-limiting mindsets. Many young people lack exposure and are unsure about the job market.

Many also suffer from low confidence and other socio-emotional gaps. Even when realistic job opportunities arise, they might think, "I'm not good enough" or "It's too good to be true". Social media often exacerbates these fears.

While we don't claim to have a quick fix for this, we engage in what we call "heart work". We listen, care, encourage, and challenge our learners' preconceived assumptions.

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One impactful story comes from one of our students, Markel. In 2013, he worked three labour-centric jobs, and his wife had to work in Singapore as a domestic helper to afford their family’s expenses and their son’s medical treatments.

Initially, despite his lack of computer skills and poor grasp of English, he enrolled in BagoSphere’s programme, which fuelled his determination to secure a stable job. After two months of the programme, it led him to his first job as a call centre agent, doubling his previous income. Today, his journey has come full circle as he works with us as a manager.

Markel’s transformation aligns with our philosophy as a human capability school. We don't jump straight into technical skills, typically considered crucial for employability. Instead, we start by asking questions like "What are your dreams?", "What are your fears?", and "What do you value?" By exploring these themes, students gain self-awareness and build the motivation needed to continue with the rest of the programme and shape their lives.

Leading the future

With BagoSphere’s roots in the Philippines, our long-term goal is to become Southeast Asia’s most valuable community for frontline workers, where they can develop their skills and human capabilities, ultimately improving their livelihoods. 

This year, we launched the Grounded Leaders Program, which will train around 150 managers. It is one of three programmes catered to a different stage of career development. The Grounded Leaders Program is aimed at helping companies scale their frontline workforce by equipping supervisors with self-awareness, problem-solving, and coaching skills.

Moving forward, BagoSphere is exploring markets that rely heavily on frontline workers, particularly in light of the rapid changes brought about by automation and AI affecting the global frontline workforce of 2.7 billion.

While frontline jobs are rapidly growing, they are becoming more complex and require greater "human" capabilities, such as critical thinking, self-awareness, and communication skills. This shift from routine to non-routine jobs will necessitate significant re-skilling and adaptation in the Philippines and the region.

The company has been fully remote since the pandemic, so using tech-based tools lets us run educational programs virtually for up to four months. We recently reached our 10,000th student milestone and are fortunate to bring our programmes to companies like Grab, ASA Philippines, and Negros Women for Tomorrow Foundation.  

To maintain these programmes and expand our outreach within the region, financial viability is crucial. However, BagoSphere has always been an impact-first company because we believe in an entrepreneurial approach to solving high unemployment in Southeast Asia.

Since 2012, this approach has enabled BagoSphere to invent numerous market-driven solutions while attracting the financing required for growth. Since then, a hybrid model that combines grant money with impact investment has been the most effective way to achieve the scalability of our social impact.

With BagoSphere, we aim to equip students with essential skills, enabling them to secure stable employment and progress into future leadership roles. I wish to see the next generation of leaders finding profound meaning and purpose, dedicating themselves to serving humanity. And that is what I believe our core is — empowering people to flourish and positively impact the world.