As part of the partnership between the Portuguese Diaspora Council and Jornal de Negócios, Alberto Ferreira, Managing Director for Middle East and Asia at Noesis, and Counselor of the Middle East Regional Hub, was interviewed by Jornal de Negócios. In the interview, Alberto Ferreira discussed his professional journey and identified competitive opportunities for Portugal, its economy, companies, and entrepreneurs in general.

1 – WHAT LED YOU TO LEAVE PORTUGAL?

The decision to leave Portugal came naturally, as a professional progression resulting from the missions I have embraced over time. In addition, I’ve always been passionate about discovering new peoples, cultures, and ways of life. My experience in the Portuguese Navy was the first step on that path, placing me in contexts where it was essential to develop adaptability, and to learn from very different circumstances, environments, and challenging scenarios. As I accumulated experiences, I realized that living abroad gave me a broader perspective — something essential for anyone who aims to lead with vision and effectiveness

2 – WHAT ADVANTAGES OR DISADVANTAGES HAS THE FACT THAT YOU ARE PORTUGUESE BROUGHT YOU?

Being Portuguese carries a kind of strategic subtlety: we have a way of engaging that doesn’t impose, but rather wins people over. We earn our place through empathy, emotional intelligence, and a genuine curiosity about others. Our adaptability and resilience are widely recognized and valued in multicultural environments. We naturally foster strong human and professional relationships, which helps us integrate smoothly into diverse teams.

However, we still face challenges when it comes to Portugal’s international positioning — and that of its professionals — which is sometimes hindered by excessive modesty. It’s essential to strengthen our confidence in what we do well and to communicate that value more assertively.

3- WHAT OBSTACLES DID YOU HAVE TO OVERCOME AND HOW DID YOU DO IT?

One of the main challenges I had to overcome was adapting to radically different cultural contexts. Working in such diverse regions as the Middle East, Latin America, and Northern Europe requires constant active listening, deep respect for local cultures and specificities, and, at the same time, firmness in values and objectives. I learned to build trust through consistent actions and to create bridges where there initially was distance. This ability to foster alignment in complex scenarios proved crucial for achieving strong results.

4 – WHAT DO YOU MOST ADMIRE ABOUT THE COUNTRY YOU ARE CURRENTLY IN?

What impresses me most about the United Arab Emirates is the way they are able to turn a clear strategic vision into concrete execution, with a speed that few countries can match. It is a results-oriented culture, where decisions are made with a strong focus on efficiency and achieving real impact. Beyond this dynamism, there is a visible commitment to institutional stability, continuous promotion of innovation, and an active policy of attracting highly qualified global talent.

I also admire the conviction that talent is a strategic resource: residency programs for skilled professionals are processed within weeks and include solutions for accompanying family members. Lastly, the country stands out for its impressive cultural mosaic: over 190 nationalities live and work side by side, making it a true laboratory for intercultural management. When well-managed, this diversity not only enriches both the professional and personal experience, but also drives creativity and innovation across all sectors.

5 – WHAT DO YOU ADMIRE MOST ABOUT THE COMPANY / ORGANIZATION YOU ARE IN?

What I admire most about Noesis is the rare and consistent combination of technical excellence and deep respect for people. The company has succeeded in building an organizational culture centered on continuous talent development, genuine collaboration, and a constant commitment to innovation — values I consider essential and that truly make a difference in everyday work. The recent recognition as the best company to work for in Portugal is no coincidence: it reflects a leadership style that genuinely invests in people and fosters an environment where work is driven by freedom, responsibility, and purpose.

As someone with experience across multiple cultural and professional contexts, I can say that Noesis represents the very best that Portugal has to offer the world.

The company already has an international presence in seven countries, which underscores its global ambition and its ability to adapt to diverse markets. I was recently invited to lead the international expansion into the Middle East and Asia — a challenge I embrace with enthusiasm and a strong sense of purpose. It is a natural and strategic step in consolidating Noesis’s global positioning, and a clear sign of the trust the organization places in its people.

6 – WHAT RECOMMENDATIONS DO YOU HAVE FOR PORTUGAL, ITS ENTREPRENEURS AND MANAGERS?

Portugal has talent, but it needs to assert itself with greater confidence and vision. Internationalization cannot be merely a tactical response to crises — it must be part of a structural strategy. This requires preparation, investment, and patience. Innovation should be encouraged not only in the technological field, but also in organizational models and human capital management practices. Investing in a bolder leadership culture — one that values international experience and promotes a strong sense of purpose — is essential to compete in an increasingly demanding global market.

7 – IN WHICH SECTORS OF THE COUNTRY WHERE YOU LIVE CAN PORTUGUESE COMPANIES FIND CUSTOMERS?

In the United Arab Emirates, Portuguese companies can find opportunities in sectors such as information technology, cybersecurity, artificial intelligence, renewable energy, smart cities, and sustainable construction. These are areas where Portugal has the know-how and technical capabilities to offer differentiated solutions. However, to succeed in this demanding market, it is crucial to invest in local presence, adapt culturally, and position oneself as an innovation partner with added value.

8 – IN WHICH SECTORS IN PORTUGAL COULD COMPANIES IN THE COUNTRY WHERE YOU ARE WANT TO INVEST?

Portugal has a charm that is hard to replicate: safety, talent, location, climate, culture — and it is an increasingly attractive destination for foreign investment. Companies based in the UAE can find value in sectors such as clean energy, innovation applied to agriculture, technology, experiential (non-mass) tourism, and R&D competence centers. Stability, qualified talent, and the European context make the country ideal for investments with both return and scale.

Portugal can and should be a hub for innovation and well-being in Europe. It just needs to position itself as such more boldly and coherently.

9 – WHAT IS THE COMPETITIVE ADVANTAGE OF THE COUNTRY YOU ARE IN THAT COULD BE REPLICATED IN PORTUGAL?

The agility in decision-making and the ability to execute are clear advantages of the United Arab Emirates. There is an institutional culture that favors calculated risk-taking, streamlines processes, and focuses on delivery. Portugal could greatly benefit from adopting practices that reduce bureaucracy, accelerate project implementation, and promote greater collaboration between government, businesses, and academia. The combination of long-term vision and swift action is something we can and should replicate, while maintaining our own identity.

10 – ARE YOU THINKING OF RETURNING TO PORTUGAL? WHY?

Yes, I plan to return to Portugal. The international experience has been enriching and continues to be so, but there is a strong desire to apply that knowledge in the country that shaped me. I feel I can contribute to a more ambitious, more global, and better-prepared Portugal for contemporary challenges.

I have great respect for the potential that exists in Portugal — in its people, ideas, and worldview. But that potential needs to be activated with vision, courage, and external references that challenge us to step out of our comfort zone. If I can be an agent of that transformation, even on a small scale, then returning will not be an end, but a new beginning with purpose, equipped with more tools, broader vision, and a renewed commitment to creating lasting positive impact.