We truly believe that regardless of business size, the one with the best product wins
Already entitled by some as the Portuguese Silicon Valley, the city of Braga is prodigious in "manufacturing" companies that stand out in the national and international scene. Quadrisol, founded in 2009, lives up to this tradition and already ranks among the top 10 Portuguese Quadrisol companies.
Iniciando a sua atividade na produção e eletrificação de quadros elétricos, apostou num crescimento sustentado em pilares estratégicos como a qualidade do produto, política de preço e excelência no serviço, efetuando paralelamente o alargamento da sua atividade a outras áreas da eletrotecnia.
Today, it aims to inscribe its name among the top 5 Portuguese Quadristas.
Magazine "o Electricista" (oe): What is the path of Quadrisol until today and what has it done over the years?
Quadrisol (Q): We are a young and dynamic company, formed by professionals with extensive experience in the areas of domestic and industrial electrical installations, home automation and photovoltaic systems. Aimed at responding to all electrotechnical requests, we provide the best solutions in the relationship product, price, service, bringing value to our customers. Initially focused on the electrification of power boards, the genesis of our activity, we soon invested in areas complementary to our business. core‑businessmaking it more sustainable and with added value. We see ourselves as a benchmark Quadrista at national level, investing in sustained growth, based on strategic pillars such as innovation, profitability, quality and technological development of products and production processes. We have installed capacity for the supply of solutions standard or tailormade fully adapted to the needs of the energy, HVAC, environment, industrial, commercial and transport sectors.
oe: The company has been growing throughout these years. What has been determinant for this growth?
Q: A Quadrisol surge num período temporal ensombrado por uma crise económica que atinge primeiramente os Estados Unidos da América e se ramifica para a Europa, afetando significativamente o seu mercado alvo (setor da construção civil e obras públicas). Aliado a este fator, eramos à época uns perfeitos desconhecidos para o mercado, pois não descendíamos de nenhum player já estabelecido. Ora posto isto, o caminho avizinhava‑se sinuoso e nada fácil. Tínhamos, desde logo, a perfeita noção que para vingar teríamos que apresentar uma estratégia assente em três vetores chave: qualidade do produto, política de preço e excelência no serviço. Garantimos desde logo um serviço pautado pelo escrupuloso cumprimento de prazos e um minucioso acompanhamento do cliente pré e pós venda; A qualidade do produto foi assegurada pela contratação de um corpo técnico com elevada experiência e know‑how intensivo no setor, aliados à normalização de métodos e processos de conceção; o preço foi a soma das partes, pois desta forma conseguimos diminuir os nossos custos de produção e consequentemente obter uma coerência ao nível do preço final, com claro benefício para o cliente.
oe: Which work do you highlight in Quadrisol's portfolio and why?
Q: For a company with 6 years of activity, all works are fundamental inputs for our affirmation and growth. We hold in our portfolio a multiplicity of public and private interventions, in the most diverse sectors of activity:
- Escola Secundária José Régio (Vila do Conde);
- Escola Secundária Fontes Pereira de Melo (Vila do Conde);
- Escola Secundária de Moura;
- Escola Superior de Comunicação, Administração e Turismo de Mirandela;
- Centro Escolar de Salvaterra de Magos;
- Escola Secundária Seomara da Costa Primo (Amadora);
- Escola Secundária Dr. Francisco Sanches (Braga);
- Escola Secundária Dr. Júlio Martins (Chaves)
- Hangar da Everjets (Aeroporto Francisco Sá Carneiro);
- Continente de Salvaterra de Magos;
- Continente de Lamego;
- Decathlon Guimarães;
- Decathlon Torres Vedras;
- Centro Cívico Avançado de Luanda;
- Aproveitamento Hidroelétrico do Baixo Sabor;
- Central fotovoltaica de Riba de Ave (2,4 MW);
- ETAR de Tavira;
- ETAR de Alcantarilha;
- Reabilitação da Fortaleza de Nossa Senhora da Conceição (Póvoa de Varzim);
- Lisbon 8 building (Reabilitação do antigo edifício dos CTT Lisboa).
This is the philosophy that has been with us since the very first hour and, by the way, a winning one.
oe: What has been the strategy to face the competition?
Q: We truly believe that regardless of business size, whoever has the best product and provides the best service wins. It is in the quality of service and product, as well as in the pricing policy, that we come to develop winning products.
We also emphasize the focus on diversification in relation to the core area, translating into a competitive advantage, because in an increasingly demanding and global market it is imperative to present a consistent and robust offer, reducing the dependence on niches.
oe: Are you working in new business areas to fill the lack of dynamism in the civil construction and public works market?
Q: Still in a tenuous and scattered way, the construction sector is showing some signs of improvement, and a gradual recovery is expected. Quadrisol, as previously mentioned, was born in the midst of the greatest crisis in construction, which led to a search for alternative solutions, reducing its dependence on this sector.
Although we can't give any details, because we are still in the testing phases, we are committed to creating solutions aimed at the environmental and industrial sectors, always in articulation with our prime area (electrical boards).
oe: Besides the national market, are there other markets in prospect? Which ones?
Q: The expansion to new markets is a dossier that we have been carefully studying, intending it to be a natural consequence of the position in the national market. As a result of international missions, supported by feedback from local partners, we consider some surgical opportunities in less explored markets.
oe: What future challenges await Quadrisol?
Q: Despite the adverse macroeconomic framework, our great challenge is to increasingly consolidate our strategic position in the domestic market and strengthen partnerships for the launch of international operations. We will continue to maintain strict control of treasury in order to minimise possible losses and deviations. In terms of growth, we have outlined a double-digit evolution for this year and the coming years, based on the portfolio of projects in the pipeline.
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