At 1882 Energy Ventures, we talk a lot about the future. About distributed energy, resilient systems, and the kind of ventures that can thrive in the complexity of emerging markets. But underneath all that—beneath the tech, the strategy, and the ambition—are the values that shape how we build.

We believe that how we work is just as important as what we build. Not because it sounds good, but because it determines the kind of ventures we launch, the kind of culture we create, and the kind of impact we leave behind.

These values aren’t theoretical. They show up in team check-ins, product sprints, founder huddles, and investment memos. They show up when things go well—and even more when they don’t.

This is what guides us.

Antifragility

We don’t aim for perfection. We aim for progress.

Antifragility means welcoming uncertainty, not resisting it. It’s the belief that failure isn’t just inevitable—it’s valuable. Because every setback, every flawed assumption, every wrong turn reveals something we didn’t know before.

In 1882, when a venture misses the mark, we don’t brush it off or hide behind metrics. We reflect, we document, and we share what we’ve learned across the studio. These reflections feed into how we structure our next build, how we support founders, and how we test assumptions earlier.

Over time, these moments of learning become part of our collective intelligence. We don’t just get through tough moments—we get better because of them.

Integrity

In a fast-moving, high-stakes environment like venture building, trust is everything.

We define integrity as doing the right thing—even when no one is watching. It shows up in honest reporting, clear expectations, and difficult conversations. It’s the reason we can move quickly and collaborate across functions without second-guessing motives.

Integrity builds credibility—with each other, with founders, with partners. It keeps us grounded when things get uncertain and holds the team together when the stakes are high.

It also means being transparent when a venture isn’t working. Not every build will succeed. But how we handle those moments is what defines us.

Openness and Speaking Up

Innovation thrives on diverse perspectives. But those perspectives only surface when people feel safe enough to speak.

We work hard to create an environment where people can challenge assumptions, ask hard questions, and offer a different point of view. It doesn’t matter if you’re a co-founder or a new analyst—if you’ve got insight, we want to hear it.

Openness doesn’t just mean listening. It means being honest, direct, and willing to course correct. It means surfacing concerns early, rather than smoothing things over.

In our experience, the right conversation at the right time can save weeks of effort—and lead to solutions no one would’ve found alone.

Ownership and Accountability

In 1882, we don’t wait to be told what to do. We take ownership.

Ownership means looking beyond your job title. It means asking what the venture needs, not just what’s been assigned. It’s taking responsibility for outcomes, not just effort.

Accountability comes with that ownership. We hold ourselves and each other to high standards—not because we’re afraid to fail, but because we care about what we’re building. If something’s off-track, we name it. If we’re stuck, we speak up.

When everyone takes full responsibility for their slice of the venture, progress compounds.

Calculated Risk-Taking

There’s no version of innovation without risk. But there’s a difference between smart risks and blind ones.

We take risks that are informed. We build MVPs before scaling. We talk to users before locking in features. We run the numbers. And when something doesn’t work, we take the time to understand why.

Calculated risk-taking allows us to test big ideas without betting everything on a single hypothesis. It helps us move with speed and clarity. It also creates a culture where people are encouraged to experiment—knowing that failure isn’t punished, but poor judgment is questioned.

This is how we stay bold, without being reckless.

Frugality

We build with constraints by design. And we see that as a strength.

Frugality doesn’t mean cutting corners. It means knowing what’s essential and letting go of what’s not. Every peso we spend is tied to a clear purpose. Every hour of work must add value.

In energy, especially in markets like the Philippines, resources are limited. We honor that by building lean, testing early, and avoiding bloat. Whether we’re running a pilot or structuring a new company, we focus on the things that create real traction.

This discipline keeps us agile. And it ensures we’re solving real problems—not just building for the sake of it.

Why It All Matters

Values can sound abstract. But for us, they’re the difference between building something that lasts—and something that doesn’t.

They help us build ventures that are more resilient. They create a culture where people feel challenged and supported. They help us attract the right partners, collaborators, and founders. And they give us the tools to make decisions even in the face of ambiguity.

When we say we’re building for the future, we mean it. But we’re also building for now—for the messy, complex, high-stakes realities of energy in Southeast Asia.

And for that, we need a foundation that doesn’t just react to uncertainty—but grows from it.

Build With Us

We’re looking for people who share our mindset. People who want to do meaningful work, in difficult markets, with a team that cares deeply about how we do it.

If you believe in learning from failure, working with purpose, and staying grounded in what matters most—we’d love to meet you.