Founded in 1957 as a family business, Sugal has grown into one of the world's leading producers of tomato paste and tomato-based ingredients. Headquartered in Portugal, the company operates internationally, with production facilities in Portugal, Spain and Chile, supplying customers in more than 70 countries.
At the helm of the company is João Ortigão Costa, CEO and owner of Sugal. Under his leadership, the company has expanded internationally and strengthened its position as a global industry leader. In the interview above, João shares insights into entrepreneurship, leadership and the values that have shaped both his own journey and Sugal's continued success.
Our Q&A with Wealth Planning’s César Castorena Güemes
Family enterprises like Sugal Group find themselves scaling internationally as success grows, but this can make decision-making more complex. How can family governance structures support both business continuity and personal wealth objectives for growing companies and their owners?
César Castorena Güemes: As entrepreneurial families and businesses grow, informal decision-making often becomes insufficient. Governance structures such as boards, family councils, or investment committees can help create transparency, improve communication, and support long-term continuity. Strong governance also helps align family expectations with broader wealth and business objectives across generations.
Owning and operating a global business often means exposure to multiple jurisdictions with regards to the private wealth of entrepreneurs. How should they approach cross-border wealth structuring to manage complexity and risk effectively?
César Castorena Güemes: International entrepreneurs increasingly face legal, tax, and succession considerations across multiple jurisdictions when it comes to their private wealth. Cross-border wealth structuring should prioritise legal clarity, governance consistency, tax efficiency, and long-term continuity. In many cases, practical and coordinated structures are more effective than overly complex arrangements that may become difficult to manage over time.
In family businesses, leadership and ownership often evolve over time. In the case of Sugal, João Ortigão Costa became CEO many years before the company's ownership structure changed. From a wealth planning perspective, when should families begin discussing succession, ownership and governance with the next generation, and how can they prepare them for future responsibility?
César Castorena Güemes: In many families, next-generation involvement should begin earlier and more gradually than expected. Preparation is not only about financial knowledge, but also about values, responsibility, and communication.
This process may include:
- early exposure to family discussions,
- financial education,
- mentoring,
- and involvement in governance or investment decisions.
Successful transitions are usually gradual, intentional, and developed over time.
For entrepreneurs, what are the key wealth planning considerations when ownership and decision-making become increasingly concentrated in the hands of fewer individuals?
César Castorena Güemes: When ownership becomes concentrated in one individual, succession and governance become increasingly important. While centralised control can improve efficiency, it may also create dependency risks for the family and the business.
Wealth planning discussions should therefore address:
- succession mechanisms,
- governance structures,
- family communication,
- and the balance between operational control and broader family interests.