With over 15 years of experience in the various fields of data science – from research and data mining to data extraction; from the production of information and visualization to its design, he has worked in several areas of importance in sectors such as the aviation industry; retail and telecommunications.

He was the founder of several companies – from agriculture to services – being a developer of experimental initiatives and techniques for the collection, monitoring, and subsequent processing of data.

He founded Tisad Technologies and is also one of the founding partners of REBIS, in which he assumes the role of CMO and Co-CEO.

In a changing world, highly volatile, disruptive, complex, uncertain, and ambiguous, what challenges and trends are presented and what role do REBIS play?

Right from the start, the very nature of this character of permanent transformation and change that we must be able to follow as individuals and professionals, as companies and the community.

These constant and almost always uncertain, unpredictable transformations require a new portfolio of personal and professional skills and at the same time a continuous and permanent mindset of innovation.

For a consulting company and, in particular, in our sector of activity, clients seek us to be able to have answers where others do not have them, questions on topics that have not yet been thought of, and areas of intervention that still need to be developed.

In our industry, the demand is even more significant, as changes are even more intense and the need for an almost immediate response is instantaneous in the face of customer orders.

To be prepared is to be attentive to all the ways that we can find to value our professional career through learning and the continuous dialect learn/unlearn that is part of our lives.

And, is that innovation in practice?

Yes. This constant challenge. This ability to materialize in results the many ideas that we are having at every moment, of new solutions and new ways of thinking even for current or present challenges.

Or for those that do not yet exist and that must be anticipated, resolved even before they happen.

And in 2030, as we often ask, what will companies be like?

It´s totally unpredictable. If we are unable to materialize well today, what will happen within one to two months or even weeks, imagine yourself in ten years.

There’s something right. The change will continue to be part of our lives so being able to follow them and live them will be essential.

And so companies will continue to need to make informed decisions, based on factual and true realities from which they can design their business models and the best experiences for their stakeholders.

With the scarcity of talent and strong salary competitiveness in the sector, how far does professional commitment go?

Indeed, for years, the financial component has always had a strong weight in the global set of variables that contributed to the decision made by professionals in choosing a new or different challenge (consequently, of organization, project, and/or team).

However, as commercial margins have become increasingly small, the highly competitive market – at national and international level – and the differences between wages from a financial perspective, increasingly mitigated – even by the growing fiscal impact; professionals – especially the most talented – have learned to value and highlight other assets that projects and organizations can provide – for their personal, family and professional lives.

This set of capital gains – additional variables in the decision-making process – has increasingly been called “emotional salary”.

It is emotional, to the extent that, even though it may have an effective measurement of its value – this is not, fortunately, yet taxable. And at the same time, it creates and reinforces, streamlines and values a close, committed and emotionally positive relationship between employees and the organization.

The possibility of having flexible hours – to manage my own time and additional responsibilities that I have from a personal and family point of view – is not taxable and, for many, “priceless”.

That is salary appreciation yes. Continued growth within industry practices, but is there anything else?

Yes, indeed. Sometimes even more. A lot more. The flexibility I have already addressed. Autonomy. Valuing career and training.

The chance to work in a fun environment, in which I feel “happy”, recognized, valued, and in groups of technical and talented discussion that make me “feel like growing” is not seen on the salary receipt, but “feels” and is reflected in a professional progression.

While one of the “best companies to work for in Portugal, in 2018 and 2019”, we feel every day, directly and indirectly, the importance this has in the productivity and effectiveness of our people, “that sparkle in the eyes” that money cannot buy.

Only, a “good emotional salary”.