“More than discussing, we have to do”

CEO of Sugal since 1997, João Ortigão Costa assumed leadership after completing training in hotel management in Switzerland and a postgraduate degree in Lausanne. Son of Luís Ortigão Costa, founder of the company in 1957, in Azambuja, João was one of the six heirs to the family legacy, having acquired full control of Sugal in 2023. Under his management, the company went from a turnover of around €15 million to more than €500 million, and became one of the world’s largest producers of tomato concentrate, with factories in Portugal, Spain and Chile. The group exports approximately 90% of production to around 70 international markets and is a supplier to multinationals such as Heinz and McDonald’s.

How did you receive the news that you were a finalist for EY Entrepreneur of the Year 2025?

It is a moment to reflect on the path we have taken at Sugal, from one of many tomato processing companies in Portugal in the early 2000s, to today, where we are in the top 3 worldwide. We are the only tomato processing company in the world with operations in both hemispheres, which allows us to provide our customers with fresh produce throughout the year. And, I really have the same ambition and desire to do more and better, to challenge everything we do and how we do it every day, to continue to continually improve and create value for our customers and for Sugal.

What was the motivation to continue the family heritage and enter this area?

I grew up surrounded by people who built and developed businesses, constantly overcoming challenges and creating wealth for the country. It is natural that these examples were the ones that guided me in my growth as an entrepreneur. I learned from your success, and more importantly from your mistakes, and from your intrinsic ability to overcome. It is the examples and moments that mark and guide us.

Is there any particular experience that has left an impression on you?

[A Sugal] It was a small company with a profitability and productivity problem when I started, in which I had to challenge the entire cost structure and rethink the way of leading our agro-industrial value chain to achieve economic viability. And then the ambition of moving towards purchasing the Heinz factory in 2007, which was at the time one of the largest factories in Europe to be purchased by a Portuguese company. The first step towards internationalization, with the acquisition of the factory in Seville in 2010. And the major strategic acquisition of operations in Chile in 2012, where Sugal asserts itself as a true player global. In parallel to this growth through acquisition we had strong organic growth, the constant day-to-day work of growing in new geographies and with new customers, we are an exporting company, in which more than 90% of our sales are exported from production countries, as well as the constant focus on improving our industrial operations, on being more productive and efficient as an organization. To be more and better.

Does entrepreneurship receive due attention in Portugal?

No, it should clearly be a national purpose. We must promote the creation of wealth and private initiative, entrepreneurship must be socially and fiscally stimulated and education must be provided since school that promotes entrepreneurship. We must review the tax burden so that we can accelerate reinvestment in value creation and truly value employees. And more than discussing, we have to do.

And now, what are the next steps?

Consolidate the organization’s leadership and cement a culture of healthy ambition, where we constantly want to reinvent ourselves and grow the business to create value, with our teams and our customers. And an incessant search for new opportunities for organic and inorganic growth. We want to be the best in the world!