{"id":2198,"date":"2023-10-29T10:19:18","date_gmt":"2023-10-29T10:19:18","guid":{"rendered":"https:\/\/stories.pestana.com\/?p=2198"},"modified":"2025-05-29T10:25:29","modified_gmt":"2025-05-29T10:25:29","slug":"jose-roquette-five-escapes-in-business","status":"publish","type":"post","link":"https:\/\/stories.pestana.com\/en\/jose-roquette-five-escapes-in-business\/","title":{"rendered":"Jos\u00e9 Roquette. Five escapes in business"},"content":{"rendered":"\t\t
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Having done bungee jumping in Zimbabwe and rafting in Norway, it\u2019s fair to say that Jos\u00e9 Roquette still enjoys the adrenaline buzz. Saying that, his most radical act was professional and occurred 26 years ago, when he moved with his family to Mozambique to oversee Pestana\u2019s first international project. Thanks to that leap of faith, he eventually became the group\u2019s Chief Development Officer (CDO), and the person primarily responsible for expanding the Pestana brand to new international markets.<\/span><\/p>\n

In 1996, Jos\u00e9 Roquette had a steady job with a venture capital company linked to Portugal\u2019s Tourist Board. As the fund was looking to support Pestana\u2019s investment in Mozambique, he travelled to Africa with Dion\u00edsio Pestana<\/a> and became besotted with Maputo. He called his wife and told her that he wanted to apply for a position with the Pestana Hotel Group<\/a> to run the new operation in the country, but also give his three children \u2013 aged one, three and five \u2013 a childhood in Africa.<\/span><\/p>\n

Successful in his application, he soon forged a strong business and personal relationship with Dion\u00edsio Pestana, who saw him as the ideal person to identify new international markets. From Africa he moved to Rio de Janeiro, then back to Portugal, just before his children became completely carioca (name for Rio locals). Diversification continued at national level with three years overseeing Pousadas de Portugal<\/a>.<\/span><\/p>\n

Originally from the helter-skelter world of venture capital, Jos\u00e9 Roquette now gets his kicks from adventure sports and lunch-break surfing. When it comes to business, it\u2019s the numbers that matter. He reads up on his next destination, studies the local competition and always patiently observes the block where the potential project is located, whether sitting at a pavement caf\u00e9 or gleaning impressions on repeated walks. With each new hotel, the process is always unique and unrepeatable, which is why, even after 26 years, the job still feels like an adventure.<\/span><\/p>\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t\r\n\t<\/section>\r\n\n\n\t\t

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Brazil in the 2000s: pool with future view<\/h3>\t\t\t\t\t\t\t\t

\u201cWe negotiated the purchase of a M\u00e9ridien hotel that had gone bankrupt, planning to make it the future Pestana Bahia. To tie up loose ends, Dion\u00edsio Pestana and I went to Salvador da Bahia, booked into the same hotel. We were both in the top floor pool, and he said to me: \u2018explain where the hotel we\u2019re buying is\u2019. I replied: \u2018It\u2019s this monster in front of you.\u2019 It was a massive hotel with 400 rooms, standing right opposite. \u2018Are you mad?\u2019, he said. \u2018Are we going to buy something this size?\u2019 We certainly did. And we added 100 rooms.\u201d<\/p>\r\n\t\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t

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Argentina in 2002: timely risks<\/h3>\t\t\t\t\t\t\t\t

\u201cAt the end of the 1990s, Argentina suffered financial collapse, which provoked a certain feeling. We saw what happened in Brazil: a huge crisis, followed by recovery. Believing this could be similar, we started negotiating the purchase of a hotel in Buenos Aires, which had gone bankrupt before it had even opened. I have vivid memories of visiting the creditor bank. At the time, the government had frozen accounts so nobody could withdraw their deposits, which explained why the bank lobby was full of people sleeping on the floor, waiting to get their money out. To get to the meeting, we ended up walking through a maze of desperate people. The hotel was ready, the furniture was still in its packaging, and we were up and running in less than six months. Things turned out well.\u201d<\/p>\r\n\t\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t

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Pousadas de Portugal in 2003: a Danish lesson<\/h3>\t\t\t\t\t\t\t\t

\u201cOne day, I get a call from Dionisio Pestana. \u2018We got the pousada privatisation\u2019, he says. I congratulate him, but he replies, \u201cI didn\u2019t call you for congratulations. I need you to come and look after them.\u2019 I was living in Ipanema and this was not in my plans at all. Leaving was one of the toughest things I\u2019ve ever done. Of the 42 pousadas in the network, some had to close, which meant redundancies. Vital support came from a Danish colleague, Lars Hansen. At the first directors meeting, he presented a detailed report on how the receptions worked, how the bars functioned, and even where the grass needed watering. It turned out that the month before we took control, he\u2019d spent his holiday visiting all the pousadas anonymously. Suffice to say, I learned a lot from him.\u201d<\/p>\r\n\t\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t

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New York, 2010s: you win some, you lose Some<\/h3>\t\t\t\t\t\t\t\t

\u201cThe mortality rate for potential projects of ours is very high. This might be because of a faster competitor, or a bank that\u2019s unsure about finance, or the market isn\u2019t what we thought it was. One such example was a verbal agreement Dionisio Pestana had negotiated in New York, in the 2010s. We happily set off for the airport, all smiles at the thought of a successful outcome. All we had to do was draw up the contract the next day, and that would be it. Not so. Just as we were boarding, the phone rang. It was the head of the project saying that he\u2019d closed the deal with someone else for an extra five million. We boarded the plane crestfallen, just thinking that in a fortnight\u2019s time we\u2019d have to go back and start all over again. And that\u2019s what we did.\u201d<\/p>\r\n\t\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t

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Pestana CR7 in 2016: two Madeirans soon get along<\/h3>\t\t\t\t\t\t\t\t

\u201cWe were looking for a project in Madrid but the prices were all off the scale. Jokingly, I said to a friend, who happens to be Cristiano Ronaldo\u2019s lawyer: \u2018Cristiano\u2019s in Madrid, he should invest in a hotel with us\u2019. And he replied: \u2018Why not?\u2019 Later, when Dion\u00edsio Pestana and Cristiano sat down to talk, it wasn\u2019t long until the two Madeirans were tight. Cristiano sees Dion\u00edsio as an almost-paternal advisor, and Dion\u00edsio shares the admiration we all have for Cristiano.\u201d<\/p>\r\n\t\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t\t\t\t\t\t\t\t

\r\n\t\t\t\t\t\t\t<\/use><\/svg><\/a>\r\n\t\t\t\t\t\t\t<\/use><\/svg><\/a>\r\n\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t<\/div>\r\n\t\t\t\t<\/div>\r\n\t\t\t<\/div>\r\n\t\t\t<\/section>\r\n\n\n\t\t
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Five escapes in business - Pestana Stories<\/title>\n<meta name=\"description\" content=\"The adventurous spirit led Jos\u00e9 Roquette to the Pestana Hotel Group: international locations, 16 countries and 3 continents.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/stories.pestana.com\/en\/jose-roquette-five-escapes-in-business\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Jos\u00e9 Roquette. 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