A pioneering figure in the Philippine finance sector, Ms Jacqueline Tan-Sainz, is the President and CEO of First Standard Finance Corporation. Affectionately known as ‘JCT’ by her team, she is the driving force behind the company’s impressive growth trajectory. With a diverse business portfolio encompassing insurance, real estate, entertainment, banking, retail, and hospitality, Ms Tan-Sainz leads with a combination of sharp business acumen and a sincere commitment to people. These qualities have firmly established her as a standout leader in the industry.

Women’s Tabloid had the distinct privilege of speaking with Ms Jacqueline Tan-Sainz about her career journey, perspectives on emerging investment opportunities, and her advice for aspiring bankers. She exemplifies a modern, people-centred approach to leadership, which challenges traditional norms and helps shape a more inclusive path for the next generation of women leaders in finance.

Women’s Tabloid: How has your leadership style evolved as you’ve transitioned from managing businesses across diverse industries to leading First Standard at the helm of the financial sector? 

Jacqueline Tan‑Sainz: My leadership has matured from being hands-on and operational to becoming more visionary and empowering.  Having worked across industries, I’ve learned to listen deeply, adapt to changes quickly, and build scalable systems.  At First Standard, I apply these lessons to lead with both strategic foresight and empathy—empowering teams while staying grounded in execution.  I focus on building the strongest team around me to help me achieve the vision that I’ve set. 

WT: What strategic moves under your leadership have most influenced First Standard’s current position in the financial services landscape? 

JCT: We made bold decisions to expand into underserved markets while enhancing credit risk systems, rebalancing our portfolio for stability, efficiency, and growth.  The most pivotal was investing in people—building a team culture anchored in accountability and shared purpose.

WT: In your view, what have been the main drivers of First Standard’s sustained growth?

JCT: Our deep understanding of our client’s financing needs, strong monitoring of our company’s health ratio, and agile decision-making have all been crucial.  But above all, it’s our trust-based relationships—with clients, partners, and employees—that have fuelled our consistent growth.  First Standard’s growth isn’t just financial; it’s reputational and relational.

WT: How is First Standard approaching digital transformation, and what opportunities or risks do you see emerging from the ongoing fintech disruption? 

JCT: We see fintech not as a threat but as an additional opportunity and tool for growth.  We’re digitizing front-to-back—using data to assess creditworthiness, reduce fraud, financial analysis, and personalize customer experiences.  The opportunity lies in furthering the use of fintech in our current business operations.

WT: What are specific markets or verticals First Standard is planning to explore or expand into in the coming years? 

JCT: We’re eyeing expansion in corporate accounts, agri-financing, and micro financing on top of our current services.  These sectors are undercapitalized but crucial to national development.  We’re also expanding our reach to more regions, especially outside urban centres.

WT: What does long-term success look like to you at First Standard, and how do you align your team around that vision? 

JCT: Long-term success is being a purpose-driven trusted financial partner of our clients for their business and other endeavours—resilient in all seasons.  We align the team by translating this big vision into actionable goals, cascading strategy with clarity, and building a culture where everyone sees how their role contributes to the bigger picture.

WT: How do you encourage a culture of trust, loyalty, and shared ownership among employees throughout the organisation? 

JCT: I lead with transparency, recognition, accountability, and having the vision to always bring First Standard to new heights. We foster ownership by involving teams in decision-making and empowering them with autonomy.  Loyalty is not demanded—it’s earned by treating people with fairness, investing in their growth, and celebrating wins as a team.

WT: What are some policies or internal practices you have introduced to support employee development and retention? 

JCT: We’ve rolled out mentorship programs, performance-based progression tracks, and learning budgets for every department and offices. But beyond policy, it’s our supportive culture—one where employees are seen, heard, and given room to rise—that keeps people engaged and loyal, most especially having a strong purpose of uplifting people’s lives. 

WT: How do you leverage financial innovation to drive sustainable development while ensuring strong economic returns? 

JCT: We focus on inclusive financial models—designing services that serve real needs while remaining scalable and profitable. Our loan programs for small businesses are examples where impact and returns co-exist. Innovation, for us, must always be grounded in relevance and responsibility.

WT: What unique challenges and opportunities do you see for women in advancing Fintech? 

JCT: Women still face barriers— balancing societal expectations and representation in leadership.  But the opportunity lies in shaping more inclusive tech products and company cultures.  At First Standard, we’re not just advocating for women in fintech; we’re creating space for them to lead.

WT: Your work goes beyond boardrooms and balance sheets. How does your sense of community involvement shape the way you lead? 

JCT: My leadership is anchored in service. Community involvement keeps me connected to the real impact of our work.  It reminds me that every financial product we launch must ultimately improve and uplift lives. Leadership, to me, is a responsibility to uplift not just shareholders—but society.