ABOUT RUI

Engineer by training.
Business owner by necessity.

I am Rui Pedro Alves. For almost two decades I have been building companies in Portugal: RUPEAL, KWAN, InvoiceXpress (sold to Visma in 2024), Selfcare. Today I am Chairman of the group and mentor to the RAMP community.

Rui Pedro Alves, founder and Chairman of RUPEAL
THE PATH

The human side of management I had to build afterwards.

I was born in the Algarve in 1980. I went to Lisbon to study Computer Engineering at ISEL. When I graduated, in 2006, everyone around me was leaving: London, Amsterdam, Berlin. It was the logical path for a Portuguese engineer back then.

I hesitated, and I stayed. In 2007 I opened RUPEAL. The name is literally mine (Rui Pedro Alves). It was not marketing, it was convenience that over time turned into identity.

I started as a consultant working out of my first client’s office. I used their reception, their security guard, their infrastructure. I did not wait for resources to begin; I began with the resources in front of me.

That was the first operating rule I distilled: use what you have instead of waiting for what is missing. It is still one of my rules.

The numbers, the systems and the logic came to me early, through engineering. The human side of management I had to build afterwards, in parallel, over almost two decades.

ONE MOMENT

October 2019. Alvalade.

We were one step away from signing a lease on an enormous office in Alvalade. A heavy commitment, a long term, rising costs.

Before signing, I took it to a mastermind session. People who had already walked that road showed me, in half an hour, that it was madness: I was locking in large fixed costs at the exact moment I should have been preserving flexibility.

I got back to Lisbon that night and killed the contract.

Five months later COVID arrived. Had I signed, it would have sunk me.

Rui Pedro Alves during a podcast recording
“What kills businesses is not what you do not know. It is the mark on your forehead that everyone sees except you. Being surrounded by people who tell you is half the battle for survival.”
FOUR THINGS

What I have learned, in four sentences.

01

Building one company is hard. Building two is rare. Building a portfolio is the result of hard decisions taken in time, not of genius.

02

Culture and numbers are two sides of the same coin. Operate on one side only and you operate with half your sight.

03

The leader is the company’s first product. Looking after the leader is an operational decision, not vanity.

04

Surround yourself with people who have already walked the road. Always. Especially when you think you do not need to.

CONTACT

Talk to me.

If you want to talk, whether it is a talk, a podcast, press, or just a good conversation, use the form. I will answer personally within a few days.