Melvin Tan, Manila Water: Leading a Technical Business Without an Engineering Degree

Melvin Tan never set out to work in water. An economics graduate who printed his CV and handed it to anyone who might call back, he accepted the first offer that came: a place on Manila Water’s cadetship program. Twenty-four years later, he is Chief Operating Officer of one of the most closely watched utility turnarounds in the world. In this episode of the Exec Exchange, Melvin speaks with Piers Clark about what a non-engineer brings to a technical organization, why water needs a broader talent base, and the moment he fell in love with the sector.

An unconventional route to the top

Melvin’s career at Manila Water includes a notable detour. In 2017, after 15 years with the company, he joined the Razon Group to help develop Prime Infrastructure and the Wawa Bulk Water Supply Project. Manila Water was the project’s client, and the two organizations signed an offtake agreement in 2019. In 2021, Enrique Razon acquired a controlling stake in Manila Water and seconded Melvin back to the company as Chief Operating Officer. He is now in his fifth year in the role and leads around 1,000 people.

A turnaround measured in outcomes

Manila Water’s story began in 1997, when the Philippine government privatized water and wastewater services across greater Metro Manila. At the time, service levels were poor. Only 26% of customers had 24/7 supply, and non-revenue water stood at 63%.

The results since then are substantial. Round-the-clock supply is now universal for Manila Water customers, and non-revenue water is about 14%, a figure Melvin describes as comparable with the best utilities in the world. The population served in the concession has grown from 3.1 million to close to 8 million. Wastewater treatment has expanded from a single plant serving 45,000 people to 28 sewage treatment plants.

The company now serves more than 10 million people and holds investments in Indonesia, Vietnam, and Saudi Arabia. In 2022, Manila Water was named Water Company of the Year at the Global Water Awards, which Melvin notes was a first for a utility from an emerging market.

Water as a business, not only an engineering challenge

Early in his cadetship, a senior leader told Melvin that the water and wastewater business is “95% business and 5% engineering.” The line stayed with him and convinced him there was a place for someone with his background.

His contribution has been to work alongside engineers rather than compete with them. He helps teams analyze the numbers, build financial models, and shape solutions that are cost-efficient and value-engineered. Just as important, his non-technical perspective gives him license to ask questions an engineer might not. As he puts it, those apparently off-topic questions often lead somewhere useful, and a better idea emerges.

That approach rests on real operational exposure. During his first six months in the cadetship program, Melvin rotated through every part of the business, reading meters, visiting plants, and learning how treatment works. He did not need to be an expert in each function, but he needed to understand how they fit together.

Collaboration as a leadership model

Melvin describes his leadership style as anchored in collaboration, a principle he adopted on day one when he recognized how little he knew about running a plant or repairing a leak. As his responsibilities grew, so did his commitment to a culture where people are heard, feel free to speak, and are comfortable arguing and being challenged.

Piers highlights the value of this approach. Rather than one leader dictating direction, respectful debate becomes part of the organization’s culture, and teams work through challenges to reach the best available solution.

The sector needs more than engineers

For early-career professionals who assume water is closed to them without a technical degree, Melvin is direct. A successful water and wastewater operation depends on finance professionals, data scientists, entrepreneurs, lawyers, regulatory experts, and stakeholder managers. The know-how required to advance the water agenda is broad.

He also points to what makes the work meaningful. Melvin’s first godchild came from a community that received 24/7 water supply for the first time through a project he worked on. A parent approached him to say thank you, and the experience reframed the job for him. It was no longer only about building a career. It was about tangible impact on the communities Manila Water serves.

Advice to a younger self

Asked what he would tell his younger self, Melvin says not to worry about having the perfect plan. He once expected to become a lawyer and work in public service. Instead, curiosity shaped his path. He worked at Manila Water by day while completing an MBA in the evenings, then enrolled in law school. At 46, his view is clear: careers are built by developing capabilities, continuing to learn, creating impact, and being sincere and authentic with others, not by chasing positions.

Melvin Tan’s story offers a practical lesson for utility leaders and the people they hire. Technical excellence matters, but so does the ability to connect engineering decisions to financial and social outcomes, ask the uncomfortable question, and build teams that challenge each other constructively. Manila Water’s results show what that combination can deliver.

Title: Melvin Tan, Manila Water: Leading a Technical Business Without an Engineering Degree

Melvin Tan never set out to work in water. An economics graduate who printed his CV and handed it to anyone who might call back, he accepted the first offer that came: a place on Manila Water’s cadetship program. Twenty-four years later, he is Chief Operating Officer of one of the most closely watched utility turnarounds in the world. In this episode of the Exec Exchange, Melvin speaks with Piers Clark about what a non-engineer brings to a technical organization, why water needs a broader talent base, and the moment he fell in love with the sector.

An unconventional route to the top

Melvin’s career at Manila Water includes a notable detour. In 2017, after 15 years with the company, he joined the Razon Group to help develop Prime Infrastructure and the Wawa Bulk Water Supply Project. Manila Water was the project’s client, and the two organizations signed an offtake agreement in 2019. In 2021, Enrique Razon acquired a controlling stake in Manila Water and seconded Melvin back to the company as Chief Operating Officer. He is now in his fifth year in the role and leads around 1,000 people.

A turnaround measured in outcomes

Manila Water’s story began in 1997, when the Philippine government privatized water and wastewater services across greater Metro Manila. At the time, service levels were poor. Only 26% of customers had 24/7 supply, and non-revenue water stood at 63%.

The results since then are substantial. Round-the-clock supply is now universal for Manila Water customers, and non-revenue water is about 14%, a figure Melvin describes as comparable with the best utilities in the world. The population served in the concession has grown from 3.1 million to close to 8 million. Wastewater treatment has expanded from a single plant serving 45,000 people to 28 sewage treatment plants.

The company now serves more than 10 million people and holds investments in Indonesia, Vietnam, and Saudi Arabia. In 2022, Manila Water was named Water Company of the Year at the Global Water Awards, which Melvin notes was a first for a utility from an emerging market.

Water as a business, not only an engineering challenge

Early in his cadetship, a senior leader told Melvin that the water and wastewater business is “95% business and 5% engineering.” The line stayed with him and convinced him there was a place for someone with his background.

His contribution has been to work alongside engineers rather than compete with them. He helps teams analyze the numbers, build financial models, and shape solutions that are cost-efficient and value-engineered. Just as important, his non-technical perspective gives him license to ask questions an engineer might not. As he puts it, those apparently off-topic questions often lead somewhere useful, and a better idea emerges.

That approach rests on real operational exposure. During his first six months in the cadetship program, Melvin rotated through every part of the business, reading meters, visiting plants, and learning how treatment works. He did not need to be an expert in each function, but he needed to understand how they fit together.

Collaboration as a leadership model

Melvin describes his leadership style as anchored in collaboration, a principle he adopted on day one when he recognized how little he knew about running a plant or repairing a leak. As his responsibilities grew, so did his commitment to a culture where people are heard, feel free to speak, and are comfortable arguing and being challenged.

Piers highlights the value of this approach. Rather than one leader dictating direction, respectful debate becomes part of the organization’s culture, and teams work through challenges to reach the best available solution.

The sector needs more than engineers

For early-career professionals who assume water is closed to them without a technical degree, Melvin is direct. A successful water and wastewater operation depends on finance professionals, data scientists, entrepreneurs, lawyers, regulatory experts, and stakeholder managers. The know-how required to advance the water agenda is broad.

He also points to what makes the work meaningful. Melvin’s first godchild came from a community that received 24/7 water supply for the first time through a project he worked on. A parent approached him to say thank you, and the experience reframed the job for him. It was no longer only about building a career. It was about tangible impact on the communities Manila Water serves.

Advice to a younger self

Asked what he would tell his younger self, Melvin says not to worry about having the perfect plan. He once expected to become a lawyer and work in public service. Instead, curiosity shaped his path. He worked at Manila Water by day while completing an MBA in the evenings, then enrolled in law school. At 46, his view is clear: careers are built by developing capabilities, continuing to learn, creating impact, and being sincere and authentic with others, not by chasing positions.

Melvin Tan’s story offers a practical lesson for utility leaders and the people they hire. Technical excellence matters, but so does the ability to connect engineering decisions to financial and social outcomes, ask the uncomfortable question, and build teams that challenge each other constructively. Manila Water’s results show what that combination can deliver.