My CV

PERSONAL INFORMATION

 

 

 

 

 

NAME

JOSÉ DOMINGOS PEREIRA DE OLIVEIRA

ADDRESS

Vila Nova de Gaia – Portugal

MOBILE PHONE

+351 917 615 391

E-MAIL

joseoliveirason@gmail.com

DATE OF BIRTHDAY

July 26th 1978

CITIZENSHIP

Portugal

GENDER

Male

OTHERS

Languages: Portuguese, English, Spanish and French

IT: Word, Excel, Powerpoint and Windows; notions of Apple and AutoCad

Driving license

EDUCATION

1998 – 2003

Lusíada University (Porto – Portugal)

Human Resources Management 4 years Bachelor Degree

1996 – 1998

Portucalense University (Porto – Portugal)

Business Administration University 2 years Frequency

1993 – 1996

Colégio Internato do Carvalhos (High School) (Porto – Portugal)

High School certificate in accounting and management

 

PROFESSIONAL EXPERIENCE

Hospitality and Events

Holiday Inn Porto / Gaiahotel – 4 stars Hotel (2000 – 2012)

Owner and General Manager

Between 1994 and 2000, I followed all hotel sectors as reception, restaurant, kitchen, commercial department, financial department and HR department. In 2000, I assumed the general management of the hotel. This hotel had 10 years contract with Intercontinental Group.

Quinta S. Salvador – 4 stars Hotel and Events (2000 – Present)

Owner and General Manager

General management of the Hotel / Convention Center / Events. Invests heavily in the area of events creating an efficient team of catering and kitchen that was in line with the excellence of space. Also takes advantage of the space to perform other events, including rally cars presentations, fashion collections, painting exhibition, etc, and also to major political events, medical and pharmaceuticals conferences, meetings and parties of big companies, etc. Streamlined the bar / pub creating a great night environment with live music nights and themed parties.

 

Estalagem de Sangalhos – 4 stars Hotel and Events (2002 – 2011)

Owner and General Manager

General management of the Hotel. Created an area with shows, sports area, nightlife, etc. Because the hotel is in a wine and sparkling wine area, made some direct marketing to become the hotel as a meeting place for local entrepreneurs in the wine area. Was responsible for the negotiation and sale of the hotel.

Fenix Hotels Group – two 5 stars hotels, one 4 stars hotel and one 3 stars hotel (1999-2003)

Bought for HF Hotels - Fenix Group and did the re-opening of the hotels restructuring all departments and human capital.

 

Property Development / Construction / Architecture / Engineering

Grupo Edigaia – Property Development (2000 – 2012)

Edigaia Internacional – Construction and property development – Abu Dhabi – United Arab Emirates (2005 – 2012)

RAK Edigaia – Construction and property investments – Ras Al Khaimah – United Arab Emirates (2008 – 2012)

Metro Cúbico – Construction and public works (2000 – 2012)

General Manager – Portugal, United Arab Emirates, Egypt, Brazil and Mozambique

Administrator and Manager of the companies responsible for real estate development and construction companies, in particular in the area of project management ​​human resources, cost control, prospecting new national and international businesses and monitoring thereof, marketing and coordination of purchases and sales. Creates a sales team, streamlines advertising field with low costs (through proximity marketing), was responsible for the purchase of lands for new developed businesses, analyzed and negotiated opportunities in Brazil and Mozambique. Built and sold many residential and commercial projects, built and rebuilt hotels, watching the various stages of work from the project to the final finishes.
Responsible for a team of architects and engineers in the development of tourism, sports, residential and commercial projects. Developed a project from scratch for four resorts in Egypt, Hurghada, 1.6 km of sea coast , with hotels of 4 and 5 stars, buindings and bungalows, casino, marina, golf course, mosque, among other facilities. Developed a project in the United Arab Emirates with 700 thousand square meters with football stadium, training fields, sports pavilion, shopping center, housing, offices and 200 thousand square meters of underground car parking. Also developed some projects in these areas for Arab countries.

 

 

NBO – Engineering and Environment (2013 – Present)

General Manager

Assumed the administration / management of the company including financial management, commercial, marketing, strategic and human resources. Coordinated the team to better assess the market and invested heavily in public works. Renegotiated old debts of the company with suppliers and banks, created financial strength to the company and sets a future strategy. Choose a new team to lead the company and did assistance in the first months after the change.

 

Consulting and Trading

Gulf – Consulting & Investments (2009 – Present)

Middle East Gate – Consulting & Invest. – Dubai – United Arab Emirates (2009 – Present)

Cognitio Ltd – Trading and Consulting – Dubai – United Arab Emirates (2014 – Present)

General Manager

Created a company in Portugal and another in the United Arab Emirates in association with a member of the royal family of Sharjah (HE Sheikha Dr. Hind Al Qassimi) in order to create a corporate bond Europe - Arab World. Provided consulting services to several European companies for the internationalization for Arab markets and for Arab companies seeking investments in Europe and Africa. Was an independent consultant to Portuguese companies in the Brazilian market, especially in hospitality real estate and renewable energy. Provided support as a consultant to people interested in building or acquiring hotel properties advising and coordinating all phases of the business.

 

Renewable Energy

Enerplus – Renewable Energy – Rio Grande do Norte – Brasil (2013 – Present)

Partner and International Manager

Made a company in Brazil (Natal - RN ) in partnership with a large European solar panels company producer (Openplus). Stayed in Brazil for market assessment, knowledge of local regulations and research partnerships. Established links with key political power and local businessmen connected to the area. Defined the business strategy to implementation in a medium period.

 

 

Environment

NBO – Engineering and Environment (2012 – Presente)

Rumoflex – Waste Collection (2012 – Presente)

Assumed the administration / management of companies including financial management, commercial, marketing, strategic and human resources. Draw up a new plan of action for the collection of solid waste, defined a new strategy to approach to the market, substantially changed the organization of people and positions creating a less vertical management system and based on coordination and cooperation between the sectors.

SKILLS BASE

 

-          Pro-active, dynamic and dedicated

-          Familiarity with commercial and business worlds

-          Multi-Cultural environments including Europe, Middle East, Africa and South America

-          Tested management techniques in both European, African and United Arab Emirates contexts

-          Tested management of Human Resourses

-          Proven leadership and human management skills

-          Budget design and monitoring

-          Time-efficient, systematic working methodology

-          Rapid adaptability to new problem-solving and new locations

 

-          Coordination and management of the staff team and services

-          Coordination and management of the Human Resources

-          Coordination and management of the commercial department

-          Coordination and management of the contracts

-          Coordination of Revenues

-          New Business Development

-          International Markets

-          Strategic Planning for multi-cultural projects

-          Definition of new tenders

-          Design and planning of the organizational structure and future operational strategy for the uses of activities in different venues.

-          Planning and definition of requisite profiles for different departments, from Production and Maintenance to Marketing and Front of House staff.

 

Some Projects

Quinta do Sardão - Vila Nova de Gaia - Closed Condominium - Apartments, Villas

 

 

 

Quinta das Corgas - Vila Nova de Gaia - Apartments

 

 

Império da Prelada - Porto - Apartments

Parque dos Carvalhos - Pedroso - Apartments, Shops

 FC Porto Sponsorship

 

RAK Sports Ville - Mall, Hotel, Apartments, Sport Club, Offices

 

 

Springs - Apartments

The Tower - Mall, Hotel, Offices

 

Vasco da Gama - Hotel, Apartments

 

 

My Roles and Responsabilities

As OWNER I was part of the companies with significant shares.

As ADMINISTRATOR / CEO / GENERAL MANAGER I had the following roles and responsabilities:

Roles:

Leader

• Advises the Board
• Advocates / promotes organization and stakeholder change related to organization mission
• Supports motivation of employees in organization products/programs and operations

Visionary / Information Bearer

• Ensures staff and Board have sufficient and up-to-date information
• Looks to the future for change opportunities
• Interfaces between Board and employees
• Interfaces between organization and community

Decision Maker

• Formulates policies and planning recommendations to the Board
• Decides or guides courses of action in operations by staff

Manager

• Oversees operations of organization
• Implements plans
• Manages human resources of organization
• Manages financial and physical resources

Board Developer

• Assists in the selection and evaluation of board members
• Makes recommendations, supports Board during orientation and self-evaluation
• Supports Board's evaluation of Chief Executive

Responsabilities:

Board Administration and Support

Supports operations and administration of Board by advising and informing Board members, interfacing between Board and staff, and supporting Board's evaluation of chief executive

Program, Product and Service Delivery

Oversees design, marketing, promotion, delivery and quality of programs, products and services

Financial, Tax, Risk and Facilities Management

Recommends yearly budget for Board approval and prudently manages organization's resources within those budget guidelines according to current laws and regulations

Human Resource Management

Effectively manages the human resources of the organization according to authorized personnel policies and procedures that fully conform to current laws and regulations

Community and Public Relations

Assures the organization and its mission, programs, products and services are consistently presented in strong, positive image to relevant stakeholders

Fundraising (nonprofit situations)

Oversees fundraising planning and implementation, including identifying resource requirements, researching funding sources, establishing strategies to approach funders, submitting proposals and administrating fundraising records and documentation

Our Companies

The company EDIGAIA born in 1985 with my father. Since 2000, after some heart problems of my father, I started working in the company. Edigaia was a group of companies in areas like construction, real estate, global investments, hotels, parking, events and others.
In real estate and construction, we built and sold hundreds of houses, apartments, shops, offices and we made reformulations of some buildings and hotels.
This company had actives in an amount of 50 Million Euros excluding the building, lands, hotels and more that we bought and sell.
We were specialized in architectural innovation and high quality construction. We developed some of the best condominiums in North area... built by our company METRO CÚBICO and sold by our company EDIGAIA.
In 1989 we opened our first four stars hotel called GAIAHOTEL in the city center of Vila Nova de Gaia - Porto. After this one, we started the reconstruction of an old big farm to do a small luxury hotel and a place for big events (up to 1000 people)... this new investment was QUINTA S. SALVADOR.
Mixed with those companies, we had some investment companies like IMOFRANCELOS, S. SALVADOR IMOBILIARIA, MARINADOURO, CARDODO E SAMPAIO, PREDIDOURO... some of them only to buy and sell and others for construction too, and other companies for parking like AUTO GAIA PARQUE and GAIAEXPLOR.
This group of companies start doing the first steps in international market in São Tomé and Principe (Africa) with the development of a big touristic and residential complex. We created the company AGUA IZE INVESTMENTS.
After this one, we start looking for new markets like Brazil and Mozambique were we created some good relations.
In 2005 we did the first approach to the United Arab Emirates in Abu Dhabi creating the company EDIGAIA INTERNATIONAL. In 2008 we established our first company there called RAK EDIGAIA in partnership with H.H. Sheikh Mohamed bin Saqr Al Qassimi (from Ras Al Khaimah Royal Family).
In 2009, through the good relations in UAE, I meet H.H. Sheikha Dr. Hind Al Qassimi (from Sharjah Royal Family and Chairwoman of Emirates Business Women Council) and we did two companies: one in Portugal called GULF - CONSULTING & INVESTMENTS and other in UAE called MIDDLE EAST GATE.

TOP 10 Executive Leadership Skills

1. Trust Building
Building trust, the most important leadership competence, yet at the same time, the most difficult to achieve. Many of the following leadership skills are also built based on trust and mutual understanding.
To continuously building trust within your team and other departments, you can apply the below tips:
a. Open Door policy - you have to trust your employees in the first place before getting their trust. Be open and honest in discussing company policies, conflicting situations and value their ideas by dong active follow-ups.
b. Actively listen and paraphrase points to demonstrate your understand. Only listen but not taken the points out from the conversation can be seen as not trusting the ideas of your employees.
c. Make sure you handle issues fairly. Integrity is crucial to have people trusting in you.
d. Constantly ask for feedbacks from your employees on your approach in daily communication and conflict handling. At the same time give constructive feedback to your employee and help them to grow personally.

2. Communicating
Communication is vital for everyone and is of top importance for any leaders. Communicating with appropriate manner as noted below can make a huge difference:
a. Use appropriate language, tone and channels (written/ spoken) in different situations. Do not stick to one general route to communicate with everyone as that might cause conflicts due to difference in mentality.
b. Communicate regularly with your subordinates in an open and honest manner. Encourage two-way communication in contrast with one-way delegation.
c. Make sure that information is delivered correctly, without unnecessary alternations, to all levels within your organization.
 

3. Cooperating
As a leader, cooperating with your own team, other departments and boost the collaboration between your team members and other staff within the company, and at the same time cooperate with people outside of your company, to achieve win-win situation and build interdependency between different skill sets, by applying the below tips:
a. Hold team-building events within and outside of your own team. Cross-department team events break the ice between teams and build personal relationship among teams
b. Take helicopter view of issues and involve your team and other team leaders in decision-making.
c. Initiate and/ or participant in cross-functional projects to tackle shared concerns, while at the same time learn from the best practices from other departments
d. Actively discuss both formally and informally with colleagues from other departments to understand their mentality and their expertise
 

4. Risk Managing
Risk management is something easier said than done. Make use of the below tips:
a. For all projects/ works you are taking up yourself or with the team, brainstorm on risk factors and record them down for reference and further actions.
b. Base on the trust you’ve built with your team members, encourage them to report any possible risk that they identify daily. Be honest and do not finger point to any late notice of a risk.
c. Seek information from a wide range of sources and evaluate risk from all perspectives.

5. Understand Issues
When you have received information, the next step is to understanding it thoroughly and then seek for a proper solution. You can apply below tips to understand issues better:
a. Gather ideas from team members in meetings and make use of tools like flip chart to map out the details of issue.
b. Take a step back and look at issues from different angles. If you are unfamiliar with other perspectives, discuss with other departments to find out their opinion on their perspective.
c. Be sensitive to the content of informal conversations and follow-up with staff on certain implications that you can derive from the conversation.
d. Be alert on the business trend of your industry by reading relevant magazines and websites.
 

6. Solution Seeking
A leader is at a perfect position in showing your subordinates that solving an issue with feasible solution is the ultimate aim.
a. Use the information you have gathered and understood, develop several solution scenarios together with your team members.
b. Always prepare contingency plans to back up the solution. This is also part of your risk management.
c. Use high level and long-term views and visions to understand all the possible implications of your solution.
 

7. Influencing People
As a leader, you are the one who can direct your fellow employees and influence them in making decisions. Rule of thumb - always try achieving 'win-win' agreement whenever possible, by assertively persuading people around you.
Below are some tips in how to influence people:
a. Present and support your viewpoint in various formats to appeal to different audience, like graphs, tables and clear and precise wording.
b. Build relationship constantly with your own direct reports as well as other departments for political supports in times when you need to introduce ideas and changes. You can build this up by supporting, protecting and appreciating other's idea in meetings and add values by paraphrasing their original idea.
c. When addressing issues, be open and show your willingness in dealing with difficult situations. This can show your understanding and at the same time ask for understand and interest from your counterpart, and in turn influence their decision-making.

8. Inspiring People
One of the major roles of a leader is to inspire and guide your subordinates. Be open and share your value with others, let people understand that you welcome changes and improvements by applying the below tips:
a. Build a vision with your team and share common values - show your trust in your team that they are capable in achieving the vision. Be open to discuss different visions and listen for new ideas as that might add value to your original idea.
b. Share successful stories with your team and outside of the team. Do not hesitate to praise good work. This can inspire others to achieve the same.
c. Conduct regular individual meetings with each staff - reconfirm their individual ability and confidence. Provide each staff a personal coaching plan, helping them to achieve their best.
d. Give your staff opportunities in challenging your decision and let them express ideas freely. If needed, keep it confidential and allow completely free channel of speech.

9. Developing People
As the head leading a team, your team members have expectation on you to help them grow in their career and personally. Popular and respected leaders are those who do not mind to give personal tips in coaching others. Below tips can help you in developing your people:
a. Develop personal development plan with individual employees and coach them in career development as well as soft skills like communication skill. Set measurable goals in the plan and review the plan regularly together with the staff.
b. Proactive offer help and guidance when you notice your staff needs coaching. Do not wait until your employee explode with a resignation letter.
c. Work with HR or training departments to give specific trainings that serve the needs of your staff.
d. Encourage mentoring and liaise with HR and other team leaders to act as mentors for fellow staff.
 

10. Continuous Improving
One important quality of a leader is to be able to improve the current situation continuously. You can follow the below tips in achieving continuous improvement:
a. Constantly review existing standards, rules and policies, established within and outside of your responsible area, as that might also affect the company's efficiency as a whole.
b. Share and discuss your strategy plan and vision with team members and set goals to achieve. Review the plans periodically to identify what can be improved.
c. Share example of high quality work and brainstorm to get ideas in raising general quality of work. Establish mass communications like newsletters within and outside of the team where your team members can share their experience and compliments received from customers and/or colleagues.
d. Critically looking at the organizational structure and give recommendations to re-design job and skill match, in order to maximize skill-set within the company and boost motivation.