Nuno Bernardo discusses leadership, innovation, and the importance of continuous learning in shaping successful organizations
Nuno Bernardo, Chief Marketing Officer of Super Bock Group, has played a key role in shaping one of Portugal’s most iconic brands. Known for his leadership in marketing and sustainability, Nuno Bernardo combines global experience with a passion for developing talent. In this interview, he shares insights from his career, his approach to organizational effectiveness, and his role as a teacher at Porto Business School’s Executive MBA.
Can you tell us a bit about your background and how you became involved in teaching at Porto Business School’s Executive MBA?
NB – When I finished University – Business Management at FEP, University of Porto – I embarked on my international career almost immediately, joining Procter & Gamble. Over 16 years, I lived across Europe, Africa, and Asia. As part of my growth as a leader, I quickly learned the value of developing others and had the opportunity to build talent and grow teams in places like Hungary, Kenya, and China.
In 2015, after joining the executive board of Super Bock, I was invited to give a marketing talk to the MBA students at Porto Business School. The MBA program director at the time attended my talk, and I assume he liked my way of engaging with the students because, a few days later, he called to say there was a vacancy for a teacher of Organizational Effectiveness.
What he didn’t know was that “Building Organizations” is one of my greatest passions and a strength I’ve developed over the years. I couldn’t say no. Preparing the structure and content for the course was intense, but from the very first year, I found it incredibly rewarding.
What do you find most rewarding about teaching Executive MBA students?
NB – I start my class by discussing the idea of building organizations—focusing on talent management, organizational design, and culture—beyond simply building the business. While we all recognize how critical it is to focus on the organization for medium- to long-term success, many people spend only a small percentage of their time on it, instead getting caught up in firefighting day-to-day business challenges.
The most rewarding part of teaching is seeing the transformation in students as we go through different modules. By using frameworks, real case studies, and healthy classroom discussions, they begin to shift their focus to the organization itself.
I often say that I gain more from the class than the students do because I learn so much from all of them (50–60 students), thanks to the high level of engagement we achieve together. Over the years, I’ve built strong connections with many students, and it’s always a joy to see them thriving in their careers.
What advice would you give to Executive MBA students interested in advancing their careers?
NB – When it comes to career decisions, I believe in two key criteria: (1) passion for the challenge—because that will drive success—and (2) learning opportunities—because that will prepare you for bigger challenges in the future.
I also like to pose a few thought-provoking questions to anyone considering their next career move: (I.) What are your criteria for your next move, in order of priority? Is it money? Status? Learning? Moving abroad? Exploring a different industry? Rebalancing your work-life balance? Often, people have thoughts about this but haven’t structured or prioritized them. Early in my career, a Procter & Gamble General Manager gave me this advice, and it has been invaluable. (II.) Are you really ready to make a move? Career moves come with risks and changes. We often know what we’re giving up more clearly than what we’ll gain. For instance, have you started building your network before you actually need it? Are your family members aligned with the idea of a bold move, like relocating to a different country? (III.) What unique talents are you bringing to the table? Many people are good at presenting their CVs but struggle to articulate their unique and transferable skills. Knowing what sets you apart is crucial.
In your view, what role does continuous learning and education, such as Executive MBA programs, play for students?
NB – One of my greatest fears is to stop learning. I’ve built my career—and, in many ways, my life—on challenging myself and stretching my abilities across different job roles and cultural contexts. For me, learning and adapting are essential.
Executive education plays a vital role, particularly in three key areas: (I.) Academic learning; (II.) Building a network; and (III.) Developing self-awareness.
I think the last two are often underestimated. Many students only realize their importance after completing the MBA, and they’re often amazed by the depth of the connections and personal growth they experience.
Recently, my company gave me the opportunity to attend the Advanced Management Program (AMP) at INSEAD. Even with my extensive experience, the program was transformational—both personally and professionally. What stood out the most for me? Enhanced self-awareness and the incredible group of colleagues I met, who I believe will remain lifelong connections.
Executive education is an incredible opportunity for leaders. We’re fortunate to have such a strong business school here in Porto, with a renewed leadership team that’s taking the right steps to move PBS to the next level.
Interview with Nuno Bernardo.