Entrepreneurs are driven “by the desire to create, transform and generate value”

Manuel Soares de Oliveira Violas, born in 1959, assumed leadership of the family empire in the early 1990s, expanding it into hotels, textiles and beverages. He is currently chairman of the Super Bock Group, president of Solverde SGPS and co-controller of Violas SGPS. The family group holds stakes in companies such as Cotesi, Colégio Luso Internacional do Porto and the insurance company Caravela.

Where did it all start?

The main influence was the example of my father, founder of Grupo Violas. His vision, his determination and his sense of responsibility were, from an early age, a profound inspiration. His strong connection to civil society, his constant support and the way he approached personal and professional training — always combining ethics, rigor and openness to the world — awakened in me a passion for this business world. My own inclination and taste for the economic area, combined with this close coexistence, made the desire to follow this path and contribute to the development and consolidation of the group natural.

Is it important to have been chosen to appear in this batch?

It is, first and foremost, an honor and a reason for collective pride. Being among the finalists for EY Entrepreneur of the Year is a recognition of the value that we have created within the Violas Group — an internal value, based on people, their development and the way in which each person contributes to joint growth. More than an individual recognition, I see this distinction as a sign that the path we have been building — guided by responsibility, perpetuity and a long-term vision — is the right path. It is a stimulus to continue to evolve a Portuguese business group with more than 80 years of history, but with an eye always focused on the future.

Looking to the future presupposes reflecting on the past. What marked you most along your journey?

With my father’s early departure, the biggest challenge was assuming a position of great responsibility very early on, at a time of natural personal and family fragility. The need to guarantee the continuity of the project forced me to mature quickly, gain strategic vision and develop leadership skills at a stage when it would be easier to retreat. Together with my sisters, we sought to consolidate what my father built, but also project the group for the future, adapting the structure and modernizing management. Among the most memorable experiences, I highlight the process of acquiring and strengthening the position at Super Bock. It was a complex and decisive operation, which required analysis, negotiation and resilience skills, and which represented a turning point in my evolution as a manager. More than a business challenge, it was a moment that confirmed the solidity of our vision and the ability to continue to grow one of the largest Portuguese economic groups.

What do you still need to do?

In addition to seeing my grandchildren grow, I want to continue to see the Violas Group assert itself as a successful family group, capable of renewing itself and prospering over several generations.

How do we take care of our entrepreneurs in Portugal?

Although recognition is always a source of pride, I understand that entrepreneurs do not work in anticipation. They move for a purpose — the desire to create, transform and generate value.
Nowadays, entrepreneurship requires a high capacity to adapt to new circumstances, which implies a permanent openness to change, without ever neglecting the responsibility of ensuring solid and responsible future continuity. This type of entrepreneurship — which combines vision, courage and a sense of commitment — deserves, in Portugal, increasingly clear, consistent and lasting recognition.

Life in three acts

Favorite movie

In addition to all the films Louis de Funès“One Flew Over the Cuckoo’s Nest.”