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Third-generation entrepreneurship isn’t about inheriting a business. It’s about inheriting a promise and upgrading it for the next era. In this episode, Portuguese pharmacist and OPM 67 participant Antonio Liberal shares how his family’s retail pharmacy business founded by his grandfather in 1942, survived loss, regulation, and economic shocks, and still found ways to grow. After his parents passed away when he and his brothers were very young, they carried the legacy forward, scaling to five high-street pharmacies that serve hundreds of customers daily. Antonio explains how the hardest phase is the “small-company nightmare” where every tiny operational problem lands on the founder and why real momentum begins when you build a team that knows more than you do.

He recounts Portugal’s bailout-era turbulence and margin cuts as a forcing function: disruption rewards the operators with “heart, soul, brains, and guts.” A pivotal, counterintuitive move - selling a pharmacy right before his wedding - created the financial strength to acquire during downturn conditions. As a long-horizon owner, he contrasts his approach with large multinationals that manage to short-term targets, arguing they often leave value “on the table” by stopping once they hit monthly goals.

Antonio’s leadership principles center on standards above compliance, people-first culture, and values like integrity as defaults rather than slogans. He defines success as the combination of long-run P&L and the responsibility of helping employees grow through life events and careers—echoing his belief that “pressure is a privilege.” Returning to Harvard for OPM energized him, and he actively revisits his notes weekly, applying ideas like Google’s Project Oxygen and observed operational lessons. His advice to his 20-year-old self: keep going, relax a bit, and be more patient, giving people second and third chances when the mindset is right.

Here are the Top 10 Takeaways from the conversation:

1. Legacy is a platform, not a script. Third-gen leadership means honoring the mission while modernizing the model.
2. The “small business phase” is the toughest. Many small hurdles (not big ones) drain founders until teams and structure exist.
3. A strong team should out-know the owner. If you consistently know more than your experts, your org design needs rebuilding.
4. Regulation is the floor - your standard must be higher. Don’t aim to “pass inspections”; aim to operate well above requirements.
5. Turbulence can be a competitive advantage. Industry resets reward resilient operators who adapt faster than peers.
6. Counter-cyclical moves create outsized opportunity. Selling at the right time can fund acquisitions when the market turns.
7. Think in decades, not quarters. Long-horizon ownership avoids the short-term behaviors Antonio sees in multinationals.
8. Success is dual: metrics + people. Long-term P&L matters, and so does employee development and life trajectory.
9. Pressure is a privilege, if it’s tied to purpose. Responsibility for customers and employees can be deeply fulfilling over time.
10. Learning compounds only if you revisit and apply it. Antonio rereads notes weekly and translates concepts into operating rhythms.

Books: 

1. Prisoners of Geography
2. Sapiens
3. The Prince