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How did your journey at the Riopele Group begin, still at Filatex, and how do you remember the company at that time?
My journey at Riopele began on 3 May 1991, when I completed an internship at the company for about a month. At the end of that period, I joined a group company called Filatex Têxteis, S.A., located in Rebordões, Santo Tirso. At Filatex, I worked in the administrative area, ensuring coordination between Filatex and Riopele in terms of accounting and financial reporting.
Filatex did not have the same scale or vertical integration as Riopele, as it was exclusively dedicated to spinning. Even so, I clearly remember that at the time it employed around 340 people. Riopele was both the main supplier of raw materials and the sole client, absorbing all of Filatex’s production. Because it was a smaller company, everyone knew each other, and there was a strong sense of camaraderie and interaction. I look back on those times with great fondness.
Was there a particularly challenging financial period that required greater adaptability?
Honestly, I do not recall any period with significant constraints at that level. In addition to its economic and operational dependence, Filatex was also financially dependent on Riopele. Each month, a treasury needs budget was prepared and fully covered by Riopele. Naturally, this could have had an impact on Riopele itself, but it had no direct repercussions on Filatex’s cash flow.
As for investments, these were always coordinated by Riopele and only carried out when financial conditions allowed. On the other hand, Riopele frequently relied on Filatex to meet last-minute needs and small production batches, ensuring it could respond promptly to specific client requests. This dynamic required Filatex to be permanently prepared to change machine settings and adjust production according to Riopele’s needs.
As a result, production performance was often affected due to constant changes and interruptions in planning.
With regard to Riopele, financial discipline must always be present in the company’s daily operations, and this need for adaptation is constant.
What do you feel when you look at Riopele’s evolution over these almost 100 years?
Observing Riopele’s evolution over nearly 100 years fills me with pride and admiration for the company’s journey. The transformation from a business born in a mill into one of the leading references in Portugal’s textile sector demonstrates resilience, strategic vision, and the ability to adapt to a market that constantly demands anticipation and innovation.
This evolution reflects not only growth, but also modernisation, innovation, and the strengthening of quality and competitiveness. Riopele’s path shows a sustainable and consistent development over time, built on responsible decisions, continuous investment, and a strong commitment to excellence and the future.
Is a perfect year-end closing more like a flawless fabric or an innovative one?
I believe a year-end closing is the result of a symbiosis between both concepts. I see a perfect closing as an innovative and challenging fabric. It is not the absence of difficulties that guarantees quality, but rather the way those difficulties are addressed, justified, and documented, ensuring reliability, transparency, and the quality of financial information.
At the same time, the information must be flawless, so that management can review the results and make timely decisions in a reliable and confident manner.
If numbers could speak, what would they say about Riopele?
If numbers could speak, they would say that Riopele is a company with nearly a century of adaptability. Founded in 1927, its figures tell a story of resilience, continuous investment, and reinvention in a highly competitive sector such as textiles. More than volumes or margins, they reflect strategic decisions made over time, a focus on quality, and management capable of navigating very different economic cycles while maintaining relevance.
In this regard, Riopele owes much to the tenacity and bold determination of Dr. José Alexandre Oliveira.
What makes you most proud when you look at Riopele’s financial performance?
What makes me most proud is seeing the company’s ability to recover and consistently improve its financial performance after a period of significant challenges. It was not a quick or easy recovery, but one built on discipline, rigour, and sustained strategic decisions. This reflects a resilient company, capable of learning from difficulties and strengthening its financial position without losing focus on quality and business sustainability.
Which month is most “feared” by the accounting department?
Personally, I consider January to be the most demanding month, sometimes extending into February. This is because, in addition to the year-end closing and all the work it entails, it is also necessary to manage the ongoing activities of the new month. In practice, the workload is effectively doubled during this period.
Which department spends the most without looking at the budget?
All investment decisions must always take into account the previously prepared budget for each department. That said, I would say the Research and Development department. Even if it is not the one that spends the most in absolute terms, R&D requires financial flexibility, as innovation and technological development cycles do not always align with fixed budgets. To ensure competitiveness and technological advancement, investments often need to be adjusted according to market opportunities and demands, which may result in spending beyond what was initially planned.
If you did not work with numbers, what would you work with?
Honestly, even if I did not work directly with numbers, I would still work with numbers! I cannot see myself in a role completely disconnected from them. Perhaps in auditing, teaching, or another related field — but always with numbers as the underlying thread.
