A record of delivery — presented with its verification status.

Context

The 10th Convergence of Luzon ICT Champions — staged by the City Government of Naga together with the National ICT Confederation of the Philippines (NICP), with the support of DICT and DILG — gathered more than 500 delegates: senators, mayors, national agency officials, corporate executives, technology companies, development partners, investors, and academic leaders, aligned against the city's 2028 Finish Lines eight-point governance agenda.

Challenge

Convert a major national convening from a temporary event into an institutional platform: fund it credibly, program it to the minute across three days and five tracks, curate a national-caliber speaker roster, and — hardest of all — turn conference participation into governed, trackable commitments.

Role

Within the summit's Working Core Committee, Prof. Corbett held concurrent leadership assignments: Special Assistant to the Overall Lead; sole Lead for Sponsorships and Strategic Partnerships; Co-Lead for Program Flow (with the Program Design Lead); and Co-Lead for Speakers.

Intervention

The summit's defining innovation — the CoLab (Collaboration Laboratory) and Matchmaking Sessions — was engineered to convert participation into actionable partnership. The committees he led or co-led carried the program, the speakers, and the sponsorship portfolio; the track he moderated anchored the summit's governance agenda.

Execution system

Within days of closing, the summit converted into its next form: a consolidated outcomes report, a validated project tracker, and a 90-day roadmap — with milestone gates (council review, mayoral merit approval, Sanggunian approval, funding mobilization) carrying each commitment through December 2028.

Strategic responsibilities

• Partnership development and sponsor stewardship for a 500-delegate national event
• Co-design and sequencing of the full three-day program architecture
• Co-curation of a national speaker roster spanning senators, mayors, national directors, and industry principals
• Executive-stage participation: plaque presentation alongside the NICP President; Opening Message of the Partners' Night; moderation of Track 5 — Open Governance, GovTech & Participatory Innovation
• Stakeholder matchmaking and transition of summit outcomes into a structured project pipeline

Documented outcomes

• 500+ delegates convened from Luzon, Visayas, and Mindanao
• 77 partnership matches identified across sectors, per the summit's documented CoLab outcomes
• 75 CoLab participants: LGUs, industry, academe, civil society, development partners
• 25 project opportunities consolidated into the official CoLab/Matchmaking Project Tracker
• Post-event roadmap: partnership validation, cluster working sessions, and a public roadmap launch — implementation governed through 2028

Capabilities demonstrated

National event command and governance · Sponsorship and partnership leadership · Program architecture and speaker curation · High-stakes moderation of national policy panels · Matchmaking design and project-pipeline governance

Context

A first-of-its-kind civic-innovation format in the Philippines: an open national call to students, developers, and creatives to design real civic solutions and build the next generation of the city's digital-governance platform — drawing nearly 200 project submissions into three challenge tracks (Health, Social Services, Environment), each anchored on genuine city problem statements.

Challenge

Most hackathons produce demos. This one was engineered as a governance exercise: structured immersion in the city's systems and data, mentored build sprints, and a governed Pitch Day — with winning solutions routed toward integration into the city's citizen platform.

Role

Engaged as part of the city's private-sector innovation partner ecosystem — supporting the co-creation pipeline from citizen idea toward governable, deployable public technology, including executive participation on the program's stage and evaluation process.

Intervention

The methodology proven here — structured immersion, curated challenges, governed selection — became the direct precursor of the CoLab and matchmaking engine deployed months later at CLICKCONEX 2026, scaled from student teams to a national floor of LGUs, corporations, and development partners.

Execution system

Pitch Day culminated 22 February 2026, with the top teams per challenge presenting before the city's leadership; the full journey was captured in official documentation as a replicable co-creation methodology for other LGUs.

Strategic responsibilities

• Civic-technology solution evaluation at scale, read against LGU procurement, data governance, and platform-integration realities
• Executive-stage participation through the program and Pitch Day
• Support for the co-creation methodology's transition into later national convenings

Documented outcomes

• Nearly 200 project submissions from across the country, per the program's documentation
• Three challenge tracks anchored on genuine city problem statements
• A documented, replicable pipeline from citizen idea toward deployed public features

Capabilities demonstrated

Innovation program stewardship · Civic-technology evaluation · Co-creation methodology design · Talent ecosystem development

Context

Philippine public institutions carry a structural burden: infrastructure projects monitored through fragmented reporting, delayed data, and manual consolidation — with accountability suffering accordingly.

Challenge

Build — not merely propose — a CivicTech platform credible enough for government adoption: technically capable, compliance-aware, and governed for institutional trust.

Role

Founder, President, and Chief Executive Officer. The platform concept originated as his graduate capstone at the Asian Institute of Management — among the few AIM capstone initiatives to evolve into an operational startup with early-stage funding.

Intervention

CENTRO: an AI-enabled governance and decision-intelligence platform supporting real-time project monitoring, streamlined reporting workflows, executive oversight, regulatory compliance, interagency coordination, and institutional accountability.

Execution system

The City Government of Naga serves as the model city for the platform's development and validation; engagements extend to LGUs including Butuan City, Candaba (Pampanga), and General Nakar (Quezon).

Strategic responsibilities

• Company leadership, strategy, and institutional positioning
• Platform vision: CENTRO — Comprehensive E-Government National Project Tracking and Reporting Operations
• Government engagement across model-city and partner LGUs

Documented outcomes

• AIM capstone concept converted into an operating, funded CivicTech company
• Model-city development partnership in a nationally watched governance environment
• An ecosystem of platforms spanning project governance, fleet telematics (with Geotab), mobility, and civic transparency

Capabilities demonstrated

Venture creation and leadership · CivicTech product strategy · Government partnership development · Innovation-to-operation translation

Context

Before his public-sector focus, Prof. Corbett's career ran through commercial project leadership: general trading, heavy equipment and earth materials, medical procurement and supplies, institutional trading, employee-benefit platforms, and strategic marketing.

Challenge

High-value commercial engagements demand the same disciplines as public-sector work: negotiation preparation, counterparty management, delivery oversight, and monitoring against commitments.

Role

Roles across the period included independent director, consultant, negotiator, and marketing and innovation leadership for trading and platform businesses.

Intervention

Participation in the negotiation, management, oversight, or monitoring of commercial and institutional engagements exceeding ₱5 billion in aggregate value across the portfolio.

Execution system

This multidisciplinary exposure underpins his multi-lens assessment discipline: strategic relevance, financial viability, stakeholder alignment, regulatory risk, operational feasibility, and execution.

Strategic responsibilities

• Negotiation, management, oversight, and monitoring of commercial engagements
• Multi-sector counterparty and delivery management
• Commercial strategy and partnership development

Documented outcomes

• ₱5B+ aggregate engagement value — participated in through negotiation, management, oversight, or monitoring
• 200+ brands, institutions, government stakeholders, and nonprofit organizations engaged

Capabilities demonstrated

Commercial negotiation · Delivery oversight and monitoring · Multi-sector counterparty management