Twelve Years of Leadership at Affinity Portugal: Lessons Learned and Paths to the Future

Twelve years ago, when I founded Affinity Portugal, with my partner Ricardo Carvalho, I could never have imagined the extraordinary journey this company would undertake. These have been years filled with challenges, victories, and, above all, constant learning. Leading a company for over a decade is not just about strategy and management; it’s a personal and professional journey that shapes a leader’s character, vision, and ability to adapt. Today, as I reflect on this path, I share the most significant lessons I’ve learned over these 12 years.

1. The Importance of a Clear and Adaptable Vision

From the beginning, Affinity Portugal was guided by a clear vision: to provide high-quality IT services while creating a work environment that values the well-being and development of its employees. However, the true key to success was not just having this vision but knowing how to adapt it over time. The technology market evolves rapidly, and a company that does not adapt is doomed to fail. I learned that keeping the vision aligned with market changes is essential. It’s not about changing the purpose, but adjusting the course to achieve goals as conditions evolve.

2. The Centrality of People in the Organization

No company achieves success without a dedicated and competent team. From day one, I understood that people are the most valuable asset of any organization. Creating an environment that promotes the professional and personal growth of employees has been a priority from the start. Affinity has always sought to attract, retain, and develop talent. I realized that, beyond offering a competitive salary with a meritocratic bonus structure, it is essential to provide a work environment that respects and values each individual. A corporate culture based on respect, inclusion, and the appreciation of human capital became a central pillar of Affinity, which undoubtedly contributed to the company’s growth and sustainability.

3. Innovation as a Strategic Pillar

In the information technology and IT nearshore services sector, innovation is not optional; it is a necessity. Over the years, I’ve learned that innovation doesn’t just mean investing in new technologies like Keywork, but also in processes, business models, and the way we relate to our clients. Affinity has always sought to stay ahead by adopting the best practices and tools available. However, the most important aspect was fostering a culture of innovation among employees, encouraging them to think outside the box and propose creative solutions. This approach allowed the company to remain competitive and relevant in such a dynamic market.

4. Resilience in Times of Crisis

No business journey is made up only of achievements. During these 12 years, I’ve faced various crises—economic, social, and more recently, the COVID-19 pandemic. Each crisis brought unique challenges, but also opportunities to learn. Resilience has become one of the most valuable qualities I’ve developed. I understood that, in times of difficulty, it’s necessary to remain calm, assess situations clearly, and make quick and assertive decisions. More importantly, I learned that it is during crises that leadership is truly tested, and supporting the team becomes crucial to overcoming adversities.

5. The Importance of Strategic Partnerships

Another crucial learning was the value of strategic partnerships. No company grows in isolation. From the beginning, Affinity sought to establish strong and mutually beneficial relationships with partners, clients, and suppliers. These partnerships not only strengthened our position in the market but also opened up new business opportunities and allowed for the sharing of knowledge and resources. In an increasingly interconnected world, knowing how to choose and nurture these relationships is key to long-term success.

6. Social Responsibility and Sustainability

In recent years, social responsibility and sustainability have become central themes for any company that wants to be relevant in the 21st century. I learned that business success cannot be measured only by financial results but also by the impact we have on people, society, and the environment. Affinity has adopted several initiatives in this regard, from more sustainable work practices to participating in social projects. This approach not only improved our corporate reputation but also created a greater sense of purpose among employees, who feel part of something that goes beyond profit.

7. Transparent Communication

Communication is the foundation of any organization. Over these years, I’ve learned that transparency is essential for building trust both internally and externally. Keeping employees informed about the company’s challenges and achievements creates an environment of trust and commitment. Likewise, being transparent with clients and partners strengthens relationships and creates a solid foundation for future negotiations and collaborations. At Affinity, we have adopted an open communication policy, where everyone has access to relevant information and is encouraged to share their ideas and concerns.

8. The Role of Organizational Culture

Organizational culture is the DNA of a company. Over the years, I’ve seen how a strong and positive culture can drive productivity, innovation, and employee loyalty. Investing in a culture that reflects the company’s values and mission was one of the decisive factors for Affinity’s success. We created a dedicated department and an environment where collaboration, respect, and commitment to excellence are valued, which is reflected in the quality of services we offer and in the satisfaction of our clients.

9. Continuous Learning and Personal Development

Technology is constantly evolving, and to lead a company in this sector, it is essential to stay up to date. However, I’ve learned that personal development goes beyond technical knowledge. It is also crucial to evolve as a leader, improving management, communication, and emotional intelligence skills. Affinity has always encouraged continuous learning, both for employees and its leadership. This stance ensured that we were always ready to face new challenges and seize opportunities in a constantly changing market.

10. Long-Term Planning with Tactical Flexibility

Finally, one of the greatest lessons from these 12 years was the importance of balancing long-term planning with tactical flexibility. It is essential to have a clear vision of where you want to go, but it is also necessary to be agile enough to adjust the strategy as the market and circumstances change. At Affinity, we’ve always had a well-defined annual strategic plan, but with the flexibility needed to adjust the sails when the wind changes. This approach allowed us to grow sustainably and adaptively.

In conclusion, leading Affinity Portugal over the past 12 years has been a transformative experience. Each challenge overcome and each success achieved brought valuable lessons that shaped not only the company’s trajectory but also my own development as a leader. During these 12 years, I also had the opportunity to publish two books on corporate and personal leadership, where I share many of these teachings with a global audience. Looking to the future, I feel confident that, with the lessons learned, we are ready to face new challenges and continue to pave the way for innovation, excellence, and sustainable global growth.

The success of Affinity Portugal, a specialist in information technology and IT nearshore services, so far is a testament to the power of committed leadership, a dedicated team, and a clear and adaptable vision. And above all, it is proof that with determination and continuous progress, we can overcome any obstacle and achieve goals that may initially seem unattainable. These 12 years were just the beginning, and I am eager to see where the coming years will take us.