A conversation with our alumna about how continuous learning transforms careers and teams.
PBS has been shortlisted for the “Best Lifelong Learning Initiative” at the AMBA & BGA Excellence Awards 2026, highlighting the importance of continuous learning.
In this context, we spoke with Catarina Oliveira Fernandes, our alumna and now Area Leader of Learning, Development and Inclusion at Sonae MC, whose career shows the real impact of lifelong learning on people and organizations.
1. Tell us a little about your background and what led you to the Porto Business School.
I began my career as a lawyer, but I quickly realized I wanted something broader. The turning point came when I was invited to join Sonae as Chief of Staff to the CEO. That opportunity completely changed the direction of my professional life — it opened the door to the corporate world and to areas that would later become central to my career, such as people management, communication, and strategy.
Doing the MBA at Porto Business School was a deliberate choice. It helped me consolidate my management and leadership skills and develop a more integrated view of the business, fully aligned with my long-term goals.
2. You now lead an area where learning, development, and inclusion intersect every day. What drew you to this field, and what personal meaning does this type of leadership hold for you?
Today I lead Learning, Development & Diversity and Inclusion at Sonae MC — a role that’s deeply connected to my personal purpose. My mission is to prepare the organization for the future by ensuring people have the right skills and that we cultivate an inclusive culture. This means shaping development strategies for more than 40,000 employees, driving the diversity and inclusion agenda, and contributing to strategic workforce planning.
What motivates me is seeing real impact: when a learning strategy or an inclusion initiative truly transforms teams and people’s lives. I also feel proud of having built strategies from the ground up that continue to support that transformation today.
For me, leading in these areas is about creating the right conditions for people to grow, thinking strategically with impact, and building networks that amplify collaboration and innovation.
3. Looking at your development as a leader, what were the most valuable lessons you gained from the PBS MBA — especially in a context of constant change and innovation?
The MBA gave me three fundamental things: a holistic view of the business, strong strategic decision-making tools, and a network of people who remain important to me — many of them now close friends.
In a world defined by rapid change and innovation, these skills are essential. Being able to connect areas, anticipate trends, and manage complexity are capabilities I use every day. And I can’t leave out the value of group learning: in an environment of trust and collaboration, formal learning takes on an entirely new dimension and prepares us to lead with greater awareness, adaptability, and intention.
4. PBS was shortlisted for an international lifelong learning award. From the perspective of someone who works in this field, why are initiatives that reinforce continuous learning so important for people and organizations?
First, congratulations to PBS — it’s a very well-deserved recognition.
We often hear that new technologies, new business models, and new roles are constantly emerging. It may sound like a cliché, but it’s true: skills evolve at an incredible pace. And among them, one stands out above all — the ability to learn how to learn. Those who master this adapt faster, whatever the context.
We live in a world where change is permanent. Learning once and applying forever no longer exists. That’s why lifelong learning is essential: it helps people reinvent themselves and stay relevant, and it enables organizations to innovate and keep pace with the market.
One of my favorite quotes is from Alvin Toffler: “The illiterate of the future are not those who cannot read or write, but those who cannot learn, unlearn, and relearn.” I’ve never found this to be more true than today.
The role of PBS is crucial here — bringing innovative content, fresh methodologies, and creating an environment that stimulates learning through sharing and community. More than programs, we need cultures that value curiosity, openness, and experimentation. That’s the true competitive advantage of organizations that evolve.
5. Looking ahead, what skills do you believe are essential to prepare people and teams for increasingly complex environments — and what role does leadership play in fostering this continuous learning?
The future will demand two main groups of skills. On one hand, digital and technological capabilities — digital literacy, advanced data analysis, critical thinking applied to technology.
On the other, human skills — communication, collaboration, interpersonal effectiveness, and empathy — which will be the real powerskills.
Leaders play a decisive role in enabling these skills to grow. They must create safe spaces for learning, encourage curiosity, allow room for experimentation, and promote knowledge networks. Today, leadership is less about having all the answers and more about asking the right questions, connecting people, and giving legitimacy to exploration and innovation.
6. What inspires you most in your work, and what advice would you give to other alumni who want to integrate continuous learning into their careers?
What inspires me most is seeing the real impact of the strategies we design — when someone gains new skills, when a team becomes more inclusive, when culture evolves in a meaningful way.
My advice? Don’t wait for learning to come only from your company or your school. Look for it every day — in people, in projects, in challenges. And build learning networks. When learning happens in a trusted environment with others, everything grows faster and goes further.
