People at the Heart of strategy

Employee well-being and growth: “Companies that do not keep up with this trend risk losing talent to organisations that already embrace this vision.”

Rui Reis, CEO of Mind Source, explained how listening to teams and putting people at the centre of strategy has helped the company’s performance.

Anyone who explores the archives of the official Great Place To Work website and goes back to 2011 will find a brand that has remained in the ranking of the best companies to work for in Portugal ever since. Mind Source’s record of awards in this context is impressive. In 2024, it ranked No. 1 in the Best Workplaces IT list in Portugal, was included in the Top 15 of BestWorkplaces Wellbeing, and in the BestWorkplaces Europe list. In the current year, it was also the winner of BestWorkplaces Portugal 2025 in the category of companies with 201 to 500 employees.

A closer look at the company’s official statements on websites and social media shows that

the word “people” almost always appears before “clients” or “community”,

And there is frequent reference to a culture of recognition and opportunities for professional development and growth. These awards and Mind Source’s positioning make the company – a technology services and solutions provider specialised in IT consulting and outsourcing – a leading authority in team management, starting with its more than 200 employees.

In his acceptance speech for the BestWorkplaces 2025 award, delivered at an event held on 26 March, at the Convento do Beato in Lisbon,

Carlos Seguro de Carvalho, Founder and Partner of Mind Source, thanked the employees: «They are the ones who make the difference, day-to-day, in companionship and familiarity.»

A few days after this recognition by Great Place To Work, Rui Reis, CEO of Mind Source, explained the people-centred culture the company strives to maintain.

How important has it been to understand what employees think and feel in order to meet their expectations?

At Mind Source, we believe that people are our greatest asset.

Understanding what drives our employees helps us anticipate needs, adapt strategies and strengthen our value proposition as an employer. Whether through improving working conditions, professional development or promoting a healthy work-life balance, we are constantly adjusting our approach to ensure motivated teams aligned with Mind Source’s vision.

The importance of asking employees what they think has become increasingly evident with the shift in the work paradigm. People’s priorities have changed, and a new generation is entering the labour market with very different expectations, including the increasing adoption of remote work.

This has a significant impact on how we lead, communicate and encourage engagement within our teams.

We cannot assume we know what people want, because the only thing we know for sure is that what they want is being profoundly changed by external factors that surround us – from remote work and digital nomads to climate change, global geopolitics and evolving expectations regarding work-life balance. Listening to teams allows us to create an environment where everyone feels valued and motivated, which directly impacts productivity, innovation and talent retention. We invest in open communication channels because we know that misunderstood expectations lead to avoidable organisational challenges.

"Investing in people is always the best path.”

Rui Reis, CEO of Mind Source

Which aspects highlighted by Great Place To Work apply most to Mind Source?

The study conducted by Great Place To Work is a very useful tool for us. It allows us to look inward but also compare ourselves with other companies of similar size or sector in Portugal. The study promotes the sharing of best practices and shows that there is an ecosystem of companies that continuously aspire to be better for their employees. This exchange of experiences inspires us to constantly raise our standards and reinforces our conviction that investing in people is always the best path.

The Great Place To Work initiative reinforces the importance of these principles and validates something that has long been part of our culture: putting people at the centre of business strategy.

The culture of active listening and action based on employee feedback is one of the pillars of our management. We do not see team listening as a one-off process, but as a continuous habit that allows us to improve constantly. We believe that a company can only evolve if we listen and understand what really matters to our employees. Furthermore, we foster an environment where people feel safe and motivated to innovate, share ideas and grow professionally. We know that happy and committed employees are more productive and create value not only for the company but also for our clients and partners.

At Mind Source, we believe that a safe, motivating and people-centred professional environment is the foundation of any successful organisation.

Do you link performance to team happiness or are there other factors to highlight?

Absolutely. We believe there is a strong correlation between team happiness and performance. Happy employees are more motivated, collaborate better and naturally deliver better results. However, organisational performance is a multifactor concept and does not depend solely on team well-being.

Besides happiness, we highlight other fundamental factors such as clarity of objectives and purpose, inspiring leadership, development opportunities, merit recognition and the existence of efficient processes and tools that allow teams to work with focus and impact. It is no coincidence that 98% of Mind Source employees say that the company provides training that increases their professional value, and 98% also say it is easy to contact and communicate with leadership.

Happiness alone does not translate into high performance if it is not accompanied by stimulating challenges, a culture of trust, and a culture that promotes autonomy and responsibility.

Additionally, a culture of feedback and continuous improvement plays an essential role. Employees must feel valued, have room to grow and understand the impact of their work on the organisation. That is why, at Mind Source, we work to create a balance between well-being and high standards, ensuring our teams not only feel good but also have the means and inspiration to reach their full potential.

Does recognition in rankings like “Best Places to Work” help position the company better in the talent competition?

Participation and recognition in rankings like “Best Places to Work” definitely have a real impact on attracting and retaining talent. In an increasingly competitive labour market, professionals look for companies that value people, promote a healthy environment and offer real growth opportunities.

When someone is looking for a new professional challenge, they naturally want to move to a better place. Who wouldn’t want to work for a company that puts employees first? And who wouldn’t want to join an organisation that actively invests in development through training, specialist certification and real progression opportunities?

Being considered the Best Company to Work For in Portugal by Great Place To Work is not just a title; it is a seal of credibility that validates our efforts and positions us as a reference employer. One thing is for us to say we are a great company to work for, and another is to have an international certified organisation conduct a meticulous internal study confirming that we truly have the well-being and positive environment practices we claim to have.

More than external recognition, we view participation as a strategic tool to evaluate and continuously improve our work environment. It provides valuable insights into what we do well and where we can evolve, ensuring our culture is not only attractive to new talent but also continues to motivate and inspire those already on the team.

In the end, the true impact is in day-to-day life: a company where people feel valued and happy naturally achieves better results and has a stronger ability to attract top professionals.

"Today, it is clearer that companies that place employees at the centre of strategy tend to achieve better results – not only in productivity but also in innovation, talent retention and market reputation.”

Do you feel there are more companies in Portugal investing in employee well-being and growth?

Yes, we have seen a positive change in Portugal, with more companies investing in employee well-being and growth. There is greater awareness that sustainable success inevitably depends on valuing people.

Today, it is more evident that companies that put employees at the centre of strategy tend to achieve better results – not only in productivity but also in innovation, talent retention and market reputation. This recognition has led other companies to follow the example, creating a positive effect in the business ecosystem.

Furthermore, the labour market itself is driving this change. Professionals are more demanding in choosing employers, seeking not only good salaries but also environments where they feel heard, valued, can grow, and balance personal and professional life. Companies that do not keep up risk losing talent to organisations that already embrace this vision.

Therefore, we welcome this growth in a culture of well-being and development. The more companies adopt this approach, the more competitive the market becomes and the more opportunities improve for professionals, benefiting the economy and society as a whole.

"Creating an environment where everyone feels heard, valued and motivated to work together is essential, regardless of sector or age group.”

Does the younger age profile of IT teams make it easier to promote collaboration?

We believe that collaboration culture does not depend on team age but on mindset and values promoted within the company. In IT, where teams tend to be younger, collaborative practices can be more natural because many professionals grew up in a digital environment, used to remote work tools, agile methodologies and knowledge-sharing dynamics. However, younger teams can also face specific challenges in collaboration when work is mostly remote. A new generation entering the workforce does not experience learning through osmosis in the office environment. Previously, much of the knowledge and culture was absorbed informally through daily interaction with more experienced colleagues. Today, it requires a conscious effort to recreate that process, ensuring new talent integrates well and develops effective collaboration skills even remotely.

On the other hand, this does not mean collaboration is harder with more experienced teams. When there is a well-defined organisational culture that encourages teamwork, intergenerational diversity can be a great advantage. Teams combining different perspectives and experiences can enrich innovation and productivity.

The real challenge is not age, but how the company fosters collaboration. Creating an environment where everyone feels heard, valued and motivated to work together is essential, regardless of sector or age group.

That is why, in our company, we invest in initiatives that encourage cooperation, shared knowledge and team spirit, ensuring collaboration is a central part of our culture, whatever the generational makeup of our teams.

Learn more about Mind Source’s profile here.

Published in Jornal ECO