1- What led you to leave Portugal?

Since the beginning of my professional career, I have always worked in international environments and projects. Working in different countries gives you a very different perspective on the world in general and business in particular. Experience in different industries and countries allows you to expand your knowledge and address different market dynamics. The global exposure and the size of the businesses in which I was and am involved was and is decisive in the development of my professional career and, obviously, contributes largely to the value I add to the projects and organizations in which and with which I collaborate.

2- What advantages or disadvantages does being Portuguese bring you?

I have never felt any negative effect of being Portuguese, a fact of which I am very proud. Our cultural heritage, resilience, openness to the world and other cultures, as well as our great capacity for adaptation, have always been decisive in deepening relationships of trust and quality at an international level. Our history of exploration and adaptation and the Portuguese emphasis on collaborative relationships and diplomatic communication have always been, and will be, determining characteristics in leadership positions and in the execution of international projects. Portuguese nationality has always been consistently a source of respect and appreciation in the various geographies in which I have worked.

3- What obstacles did you have to overcome and how did you do it?

The obstacles are always adapting to different cultures and ways of seeing the world and business. Certainly, even in very close countries, to give an example in Central Europe, the business culture in Poland, the Czech Republic, Slovakia, or Romania are totally different and, therefore, require different approaches. Someone once said that “culture eats strategy for breakfast”, and I couldn’t agree more. Overcoming these obstacles involves maintaining a lifelong learning attitude, the need to overcome language barriers and the appreciation of diverse points of view. Being open to different perspectives has enriched my decision-making process and management of multicultural teams. At the center of this process there must always be respect for all individuals and opinions and the courage to make the right, duly justified decisions at every moment.

4- What do you admire most about the country where you are?

Focusing the response on Central and Eastern Europe, what I admire most is the robust industrial base, contributing significantly to the creation of wealth in the region. The commitment to industrial development is impressive and reflects a deep technical culture, attracting investment on a permanent basis (at this time many companies are nearshoring to Europe, and the region attracts a significant percentage of investment). This focus on industrial development, combined with centrality, resilience, highly qualified labor and dynamic governments – which, with due differences between countries, have policies suited to attracting foreign investment – create enormous value. This mix of high professional ethics and expertise, a diverse and rich cultural heritage and a clear strategic vision creates a vibrant and collaborative atmosphere that opens up excellent prospects for the future. Another relevant point is the fact that companies, entrepreneurs, and investors have a much more global view of the world and business than what we can observe in Portugal.

5- What do you most admire about the company or organization where you work?

What I admire most and consider essential in my organization is the fact that we have a clear, precise and ambitious medium-term vision, resulting in the creation of a business structure, an investment plan and a governance system that allows, with low bureaucracy and high management autonomy, exemplary execution. The model facilitates the ability to make quick and accurate decisions and guarantees complete transparency when it comes to evaluating objectives. In practice, it is a model based on meritocracy and factual numerical models, which reduces uncertainty and links management to results. A model that would also apply well to the management of a country like Portugal.

6- What recommendations would you give to Portugal and its entrepreneurs and managers?

A difficult question because it is very dependent on specific sectors of activity. In any case, and globally, anticipating trends and dynamics in global markets will always be a key factor. Portugal’s role and policies in attracting foreign investment are inadequate and produce little value; We are not very aggressive in creating specific dynamics and paths that facilitate the entry of capital. Portuguese companies, with rare exceptions, have little success abroad and focus more on selling than investing. It is necessary to invest and have stable long-term policies, so that in the future we can have decision centers and headquarters of Portuguese companies of international importance based in Portugal. Given the small size of the internal market and capital restrictions, the creation of international networks and partnerships is also essential in accessing large international investments and projects.

7- In which sectors of the country where you live could Portuguese companies find customers?

Technology, Innovation, renewable energy, tourism, construction, and infrastructure, as well as retail and consumer products, are all areas of enormous potential. But perhaps it is important to change the way we think about approaching foreign markets. Portuguese companies are, in general, small in size and only think about selling. To sell, there must be investment, there must be clear competitive advantages, there must be a strategy and a clear, sustainable and valuable business concept. In the modern world, a purely transactional view will not produce long-term value and benefits. It is necessary to change the way of thinking and, from the outset, the question should be more about where, and how, Portuguese companies can create value and find sustainable bases for development and future growth.

8- In which sectors in Portugal could companies from the country where you live want to invest?

Renewable energies, technology, specialized retail, tourism, agriculture, and industrial production are areas where there are certainly interesting opportunities. And of course, we cannot forget that Portugal is not alone in the world and that financial resources are limited. There are larger markets and more central markets, but, above all, there are markets where the political and bureaucratic framework is much more favorable. The weight of an antiquated and inefficient state, which successive governments have not been able to optimize, few incentives and support for foreign investment and a totally inadequate fiscal policy are strong barriers today. When we attract investment and management is professional, as is the case at Autoeuropa, for example, we see long-term benefits, given that we have quality and abundant labor at competitive prices. However, in many cases, we see companies with enormous potential, like Efacec, cost millions without results and strategic vision, essentially due to framing effects, lack of qualified management and total absence of a strategic vision.

9- What is the competitive advantage of the country you live in that could be replicated in Portugal?

Central and Eastern Europe has a development policy very focused on innovation and technological development, attracting investment with policies focused on attracting investment. The focus on education and collaboration between Academia and Industry generates talents that the markets are, for the most part, capable of retaining, generating wealth and growth. Local investors are much more dynamic and have a more strategic, global and medium and long-term vision. By implementing similar strategies, Portugal can, in the future, without a doubt, develop its industrial base, attract investment, generate wealth and retain talent more consistently.

10- Are you thinking of returning to Portugal? why?

I currently have no plans to return to Portugal professionally, although I personally visit the country regularly on vacation. The size of the market, lack of ambition of Portuguese companies in general, compared to the global market, are determining factors. It is also worth mentioning that the recruitment policies of the vast majority of public and private companies are not aligned with best practices and are not based on professional results, education, and meritocracy.

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