As part of the partnership between the Portuguese Diaspora Council and Jornal de Negócios, Jorge Antunes, Head of Digital to Africa and Middle East at Hitachi Digital Services and Counselor of the Middle East Regional Hub, was interviewed by Jornal de Negócios. In the interview, Tiago Magalhães 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 was driven by a genuine desire to broaden my horizons, experience new realities, and grow both personally and professionally in international environments. I wanted to position myself in a context where I could learn from different cultures, lead with global impact, and represent Portugal with pride.

Today, more than having “left Portugal,” I see myself as having developed a global perspective — as a citizen of the world. Whether I’m in the United Arab Emirates or in Portugal, my commitment is to creating value wherever I am, and to building bridges between geographies, people, and opportunities. Portugal remains at the heart of everything I do, but now with a broader, more connected, and more strategic vision.

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

Being Portuguese is, without a doubt, an advantage. Our history, culture, and way of engaging with the world give us a unique identity. We are resilient, empathetic, and skilled at communicating across cultures — qualities that are highly valued in international contexts.

On the other hand, there is still the challenge of positioning Portugal alongside the world’s major players. Too often, our country and our professionals are not automatically associated with excellence or innovation, which means we often need to make an extra initial effort to prove our value. But that effort quickly turns into recognition once we deliver results.

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

The greatest challenges were related to adapting to different corporate cultures, building trust in highly competitive markets, and leading multicultural teams across complex geographies.

Overcoming these challenges required humility to learn, a strong focus on results, and above all, a collaborative and respectful approach. I built trust-based relationships through delivery, consistency, and strategic vision — and I benefited greatly from the Portuguese ability to adapt and empathize, which so often makes a real difference on the ground.

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

I admire the ambition with which the future is envisioned here. The United Arab Emirates has a clear, strategic, and results-oriented vision. There is strong investment in technology, innovation, sustainability, and in building ecosystems that drive large-scale progress. There’s a remarkable capacity for execution and a culture of excellence, where what is envisioned is quickly turned into reality.

But above all, what I admire most — and also consider the greatest challenge — is that, in my view, this is the most competitive market in the world. The best companies, the top talent, and the boldest ideas all converge here, in an environment where expectations are constantly high and only those who deliver real value remain relevant.

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

At Hitachi, I deeply admire the ability to align technology with purpose. The company is committed to solutions that have a real impact on people’s lives — whether in sustainable mobility, clean energy, or the digital transformation of cities and industries. There is a culture of innovation with responsibility, and a clear focus on sustainability, social impact, and long-term value creation.

I also take great pride in the fact that Hitachi’s development center in Portugal is involved in projects across multiple geographies and is globally recognized for its technical excellence, execution capabilities, and entrepreneurial spirit.

It’s incredibly rewarding to see how Portuguese talent — creative, resilient, and dedicated — continues to stand out within a global organization. Once again, I believe our Portuguese DNA, with its adaptability, collaborative mindset, and innovative drive, is one of our greatest differentiators.

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

My first recommendation is to think globally from day one. Portugal has the talent, creativity, and technical capability to compete on the world stage — but it needs to believe in that more confidently.

It’s also essential that Portuguese business leaders start to truly value professionals with international experience. These profiles are gateways to new markets and bring strategic and cultural insight that cannot be learned from manuals — they are true ambassadors of the country and a competitive advantage that Portugal often underutilizes.

I would also add that the management of the “Portugal” brand needs to be approached with greater intention and effectiveness. We have outstanding products and services, but we don’t always position them alongside the very best. Portugal should assert itself as a symbol of quality, innovation, and exclusivity — a strong national brand is a strategic asset for all sectors.

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

In the United Arab Emirates — and more broadly, across the Gulf region — there are major opportunities in strategic sectors such as clean energy, smart infrastructure, electric mobility, information technology, cybersecurity, digital health, and specialized engineering and consulting services.

It’s a highly demanding market that values quality, innovation, and delivery capability, where companies are constantly challenged to offer differentiated solutions.

If Portugal truly wants to position itself among the “best of the best,” then there are immense opportunities here and in other global markets. We have the know-how, talent, and solutions to stand alongside the world’s top players — what’s often missing is simply greater ambition in how we present and position ourselves.

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

Portugal is becoming an increasingly attractive destination for international investors, with several sectors offering strong potential for growth and returns. I would highlight renewable energy, engineering and technology applied to smart cities, the digitalization of public services, and of course, high-end tourism — a segment where Portugal already holds a solid position.

There are also emerging areas that can be further leveraged, such as senior tourism — a globally expanding market where Portugal has all the right conditions: safety, climate, a high-quality healthcare system, and internationally recognized hospitality.

Another sector with significant room for growth is high-value agriculture, especially when combined with sustainable practices and cutting-edge technology. Portugal has land, technical knowledge, and agricultural tradition — and it can position itself as a strategic supplier of premium products.

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

One of the greatest advantages of the United Arab Emirates is its ability to execute quickly and efficiently. When an opportunity is identified, the gap between decision and implementation is minimal. There is a “make it happen” mindset that runs through the public sector, private enterprises, and leadership at all levels.

But more than financial resources — which many countries also have — what truly sets this market apart is its unwavering determination to deliver, to move forward, and to turn ideas into reality with ambition and a sense of urgency.

In addition, there are strong foundational pillars that support this dynamic: fast and reliable justice, which ensures legal security and predictability for investors; a controlled and strategic migration policy that attracts highly skilled talent; and well-placed international partnerships that make a real impact on both the economy and global reputation.

Portugal has everything it takes to replicate this model — in its own way and at its own scale — if it can combine the resources it already possesses with a culture of execution, focus, and institutional trust.

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

There is no doubt that I will return to Portugal. Coming back is part of my journey — not only for personal reasons, but also out of a genuine desire to contribute directly to the country’s future. Portugal is home — emotionally, culturally, and professionally.

However, I will always maintain a global perspective and remain actively engaged on the international stage. The world is interconnected, and I believe true impact today comes from the ability to bridge local and global — to bring knowledge, experience, and international networks back within our borders.

I want to be in Portugal with my feet firmly on the ground, but with my eyes on the world — and with the same mission as always: to build bridges, create value, and contribute to a more competitive, connected, and ambitious Portugal.