“One of our goals is to strengthen customer loyalty in the UK market"

Although she has been at Riopele for less than a year, Sofia Cruz brings with her extensive experience in the textile sector. In this interview, she shares her vision on what makes Riopele unique in the industry, the challenges and opportunities in the French and UK markets, and the central role of sustainability in the company’s strategy — emphasizing that, at Riopele, “more than targets or indicators, it is a matter of conviction.”

Having spent much of your career in the textile sector, what do you consider distinguishes Riopele from other companies in the industry?

Having been born and raised in Barcelos, in the heart of the Portuguese textile cluster, and having developed much of my career in this sector, I feel that Riopele stands out for its unique combination of tradition and innovation. It is a company with nearly 100 years of history, yet it continues to invest heavily in R&D, digitalization, and sustainability.
Additionally, it has a vertically integrated structure, which allows us to guarantee quality, consistency, and responsiveness far above the industry average.
But Riopele’s true differentiator is its people: there is a team spirit and a culture of commitment to the client that is hard to find elsewhere. This human capital gives soul to our technical excellence and is undoubtedly one of our greatest strengths.

You are responsible for two strategic markets for Riopele — France and the United Kingdom. What are the main challenges associated with these markets?

Indeed, both are very demanding markets, but each has very distinct characteristics.
In France, competition is high, with a strong focus on quality, creativity, and service. It is a mature market for Riopele, where clients value proximity, attention to detail, and continuity in relationships; we currently manage a portfolio of approximately 62 active clients.
The UK, on the other hand, is a more dynamic market, with significant pressure on deadlines and pricing, which demands agility and responsiveness. Being an expanding market for us, currently with around 30 active clients, the challenge lies in consolidating relationships and fostering loyalty among new clients.
Ultimately, the main challenge is adapting our commercial strategy and product offerings to the identity of each market, while always maintaining alignment with the Riopele brand and DNA — aiming for an efficient, sustainable, and competitive industry that matches our scale.

In your experience, what are the main differences between the French and UK textile markets?

The French market is more traditional and values savoir-faire, premium quality, exclusivity, and customization — always with strong attention to aesthetics and sustainability. There is a close connection between the product, the design, and brand values, with growing demand for solutions that respond to new consumer behaviors.
In the UK, the approach is more pragmatic and function-oriented: the focus is on performance, value for money, and speed of service and delivery.
The working styles also differ — in France, long-term partnerships and trust-based relationships are prioritized; in the UK, a more direct, results-oriented approach prevails. One of our goals is precisely to strengthen client loyalty in the UK market, aiming to build long-term relationships similar to those already established in France, with the confidence that 2026 will bring positive progress.

Brands are increasingly committed to sustainability. Do you believe Riopele has a differentiated positioning in this area?

Sustainability is one of Riopele’s three fundamental pillars — along with people and profitability — and none of them exists at the expense of the others. I remember hearing this principle on my first day at the company, and it continues to guide us: consolidating our business in a balanced and responsible way. We have a very clear sustainability and circular economy strategy, covering the entire production cycle — from the use of recycled fibers and responsible raw materials to the efficient management of water and energy. This commitment has earned recognition from our peers and strengthened our position as a reference for best practices in the sector.
What truly differentiates Riopele is how sustainability is lived here: it is not a concept, but a culture. It is present in every decision, every process, and every innovation we develop.
More than targets or metrics, it is a matter of conviction. We believe that innovation and responsibility go hand in hand, and this mindset drives us — we do not approach sustainability “externally,” but “internally,” with coherence and purpose every day.

In 2027, Riopele will celebrate 100 years of history. What does this milestone mean to you, and how does the company’s longevity translate into a competitive advantage?

Celebrating 100 years is very special — a remarkable milestone achieved by few companies, regardless of the sector. It is a testament to enormous resilience and constant reinvention.
For me, it represents both pride and responsibility. Being part of a “family” that has preserved its values since 1927, while continuing to invest in technology, innovation, and sustainability, is inspiring.
Riopele’s longevity is a clear competitive advantage: it brings credibility and reputation, experience, and technical know-how that clients recognize and value.
In 2027, we will not only be celebrating the past — we will be shaping the future of the European textile industry. And it is a privilege to contribute to that story.