As a second-generation Filipino-American with roots in both Tagalog and Kapampangan heritage, my identity has been shaped by the diverse regions of the Bay Area and Northern California. I have lived in San Mateo, Napa, Solano, Marin, and Sacramento Counties, but today, I call San Joaquin County home, where my wife, a proud Stockton native, and I are building our life together. My journey through public service and healthcare has been a winding path, one that ultimately led me to the Together Toward Equity Fellowship (TTEF), a transformative experience that has redefined my leadership approach and professional aspirations.
A Career Shaped by Public Service and Healthcare
My career began at UCSF, where I spent six years immersed in oncology, one of the most complex and emotionally demanding fields in healthcare. Under the mentorship of administrative leaders and innovators, I applied Six Sigma LEAN principles to enhance patient care across multiple oncological service lines, from breast cancer to thoracic malignancies. Yet, beyond improving operational efficiency, I found purpose in the deeply human side of healthcare—listening to patients, advocating for their needs, and fighting insurance battles to ensure they received the care they deserved.
My personal life intersected with my professional world in unexpected and heartbreaking ways. In 2016, my mother suffered a severe hemorrhagic stroke, leaving her partially paralyzed and requiring 24/7 clinical care. Shortly after, my aunt—whom I lived with and considered a second mother—experienced a recurrence of breast cancer that progressed to a terminal stage. These experiences thrust me into the role of caregiver, forcing me to navigate the same complex healthcare system I had worked within, but now as an advocate for my own family. The emotional weight of these challenges, coupled with the strain of the COVID-19 pandemic ultimately led me to transition out of UCSF in 2021.
Joining Little Manila Rising: A New Chapter in Advocacy
Shortly after leaving UCSF, I joined Little Manila Rising (LMR), a nonprofit organization dedicated to addressing systemic inequities through cultural preservation, health equity, environmental justice, and youth leadership development. What began as a frontline role in COVID-19 response—coordinating testing sites, vaccine education, and clinics for marginalized communities—evolved into co-developing the Equity in COVID and Health Outcomes (ECHO) Program, a comprehensive initiative addressing public health disparities.
As I grew within the organization, I took on leadership roles that expanded my expertise in grant writing, program development, and nonprofit management. Today, as Co-Deputy Director, I oversee LMR’s Urban Forestry Program and Grants Management, supporting multi-million dollar environmental and direct service programs while contributing to the organization’s overall vision and sustainability.
The Decision to Join TTEF
My transition into executive leadership brought new challenges—imposter syndrome, the pressure of high-level decision-making, and the need to navigate complex relationships with funders, policymakers, and community partners. These challenges prompted me to seek out professional development opportunities that would sharpen my leadership skills. Having previously engaged with the Public Health Institute (PHI) through the Together Towards Health initiative, I was familiar with their commitment to equity-driven work. I was honored to be invited to the first TTEF cohort, but I chose instead to recommend two of my former team members, who went on to become Program Directors. When I received a second invitation, I knew it was time to invest in myself.
Finding My Focus: Self-Leadership as a Guiding Principle
My brain operates on five different tracks at once—a superpower in many ways, but a challenge when it comes to decision-making. Initially, I struggled to pinpoint a specific project to focus on during the fellowship. Our organization operates like a fiscal sponsor, housing eight semi-autonomous programs across health, environment, community development, and youth leadership. With so many potential directions, I turned to root cause analysis, a technique I had learned at UCSF, to identify the core challenges I needed to address.
What emerged was a realization that my fellowship journey wasn’t just about a project—it was about refining my leadership approach. I needed to confront my imposter syndrome, cultivate mindfulness in high-pressure situations, and learn to contribute effectively within a collective leadership model. Through coaching and self-reflection, I discovered that self-leadership—the ability to regulate emotions, build self-awareness, and stay aligned with my values—was the key to unlocking my potential.
Workforce Sustainability: A Pragmatic Yet Transformative Project
While I initially considered focusing on our organization’s ambitious community development projects, I ultimately pivoted toward a less flashy but deeply important issue: workforce sustainability in the nonprofit sector. Too often, nonprofit work is undervalued and seen as charity rather than a viable career path. I wanted to challenge this narrative by advocating for systemic changes that support nonprofit professionals—implementing salary structures that include raises, expanding benefits that support life goals, creating mentorship and coaching opportunities, and integrating structured performance reviews.
This project aligns with the principles of Social Determinants of Health (SDOH), ensuring that those who serve our communities also have economic stability, healthcare access, and professional development opportunities. Investing in our workforce is not just about retention; it’s about reducing burnout and sustaining the momentum of movement-building and ensuring that nonprofit careers are seen as competitive, impactful, and worthy of respect.
The Transformative Power of Coaching and Collaboration
One of the most valuable aspects of TTEF has been the coaching experience. Initially, I was anxious, having never worked with a professional coach before. However, I quickly found resonance with my coach, who introduced me to the Positive Intelligence (PQ) Program—a structured approach to training the brain to shift away from negativity and cultivate resilience. As someone diagnosed with Generalized Anxiety Disorder, PQ has been a game-changer, helping me stay present, listen actively, and respond thoughtfully rather than reactively in high-stakes situations.
Beyond personal growth, the fellowship has provided a space for deep collaboration with my cohort. As my role at LMR has transitioned to more spreadsheets, budgets, and high-level meetings, I have missed the grassroots, person-to-person connections that initially drew me to nonprofit work. TTEF has reignited that sense of community, surrounding me with like-minded professionals who share a commitment to equity and justice. The diversity of backgrounds and perspectives within the cohort has reinforced that leadership is not a one-size-fits-all journey—it is a constantly evolving process shaped by our unique identities and lived experiences.
A Call to Action: Investing in Yourself and Your Community
For anyone considering the TTEF or similar leadership development opportunities, I encourage you to approach it with a sense of purpose and self-investment. Be intentional about what you want to gain from the experience and how it aligns with your personal and professional goals. Your identity and perspective are assets that enrich the spaces you enter—embrace them.
This fellowship has been more than a professional milestone; it has been a personal transformation. It has reinforced that leadership is not just about managing projects or securing funding—it is about cultivating self-awareness, intentional collaboration, and building sustainable systems that uplift both communities and those who serve them. As I continue this journey, I do so with a renewed sense of clarity, confidence, and commitment for justice and equity.
Together Toward Equity
555 12th Street, Suite 600 Oakland, CA 94607
