When FMJe celebrated its tenth anniversary in Torres Vedras, the atmosphere felt more like a family gathering than a corporate event. Portuguese and Dutch colleagues mingled, and everyone knew each other by first name. The celebration also marked a larger milestone: the FMJ Group, founded in the Netherlands, turns twenty this year. We spoke with the founders, the local management and staff about quality, flat structures, and a successful change of course.
From Schiedam to Torres Vedras
FMJ Group is an electrical engineering company headquartered in Schiedam, founded by Frank, Marius and Jaap (hence the name FMJ) in 2006. Over two decades, the company has grown into a group of businesses in the Netherlands with around 300 internal employees.
Ten years ago, the founders took a step that many Dutch entrepreneurs consider but few actually make: they set up a company in Portugal. FMJe Lda. was established in Torres Vedras, just north of Lisbon in 2016. This step coincided with the return of Cassiano Cardoso to his native Portugal. The business idea was clear. Portugal was intended as a hub for international projects: a base from which skilled technicians could be deployed across Europe and beyond.
A successful pivot born of necessity
Then COVID-19 arrived. With borders closing and international projects stalling, the business model that FMJ had been built on came under severe pressure. Rather than scale down, the Portuguese team changed direction. FMJe shifted its focus to the Portuguese domestic market and succeeded. Since FMJe started working with clients from the Paper industry all the way to the mining industry, reaching in 2025 a total of 55 employees in Portugal and a Turn Over of 6ml euros. What was once intended as a satellite for international work has become a company with its own position in the Portuguese market. Today FMJe describes itself as an electrical contractor for engineering, inspection, home automation, CCTV systems, conversion and automation projects.
For Cassiano Cardoso, the pivot was a defining moment. "COVID-19, brought us several challenges, from being close at home to having the complete Portuguese Industry and International closed to new projects. Our colleagues spending months at home without the challenges they were use to, made us rethink our strategy and look further on how to keep everyone calm an focused in the future to come. So once more our focus was on the team and on health, that brought on the new ideas and solutions for where were we are today. "
Organised in cells, not in layers
Ask anyone at FMJ what makes the company different, and the conversation quickly turns to its structure. FMJ does not work with managers in the traditional sense. Instead, it works with project leaders who grow into their roles through expertise and experience in the work itself.
The founders cite a clear source of inspiration: Dutch entrepreneur Eckart Wintzen, founder of the IT company BSO/Origin. Wintzen built his company around a "cell" model: self-organising units of limited size. When a unit grows beyond roughly 50 employees, it split into two units operating under one shared name. Each business unit responsible for its own work, results and people.
FMJ applies the same principle: a flat structure with business units of approximately 50 employees. logic is simple: in a unit of that size people know each other, lines are short and responsibility lies with those who do the work. Founders Jaap Reedijk and Frank Noteboom consider themselves a coach to each of the branch managers instead of their vertical boss only. “We prefer to enable other people to do their work and focus on creating a company culture where quality and fun is part of the daily operation. If people enjoy their work, they will achieve better results”. And this strategy has been proven right.
From fitter to branch manager
Cassiano Cardoso embodies this philosophy. He joined FMJ in 2009 as an electrician and now leads the Portuguese branch. His career illustrates what the model aims for: growth based on content and craftsmanship, not on hierarchy.
Cassiano: "The approach from FMJ allows people to be challenged constantly in a positive way, as there is always a growth path if they want one. Also, what makes it special is the ability to listen to the direction people want to growth, this is a key feature from FMJ as it also allows people to be on their best and more than once open new path for the company”.
What stands out most when visiting FMJe is the constant focus on quality. Technicians and project leaders move between countries and projects and Portuguese and Dutch colleagues work side by side on international assignments. Current projects include: Nustar Oil Terminals St. Eustatius, IMPALA Tank Farm Rotterdam, TATA Steel Ijmuiden and many more.
A hands-on culture across borders
Local employees Jorge and Tiago describe what that means day to day. "Working in The Netherlands has been a joy. I love the country and the Dutch experience has taught me a lot about focus on quality, accountability and the benefits of an informal working culture” says Jorge. Tiago adds: "I work with FMJe for a year and a half now. At the moment I am based on a project in Aljustrel, but I could see myself on an international project in the years to come”.
For a broad audience of Portuguese and Dutch entrepreneurs, this may be the most relevant lesson: cultural exchange is not something that happens automatically when a company crosses a border. At FMJ it is built into the way work is organised. This results in a distinctly hands-on culture. There is little distance between the workers and the branche leadership. Everyone is on first-name terms from the founders to the newest team member.
Quality always comes first
Underlying all of this is one consistent principle: quality comes first. In a sector where safety, reliability and precision are non-negotiable, FMJ considers quality not a slogan but the basis for growth. The flat structure supports this. Project leaders who have grown from within the craft understand what quality requires in practice, will not oversell projects and are close enough to the work to guarantee the superb quality that is associated with the FMJ brand.
Next stops: Sines and Porto
After ten years in Portugal, FMJe is moving forward with a new branch in the Sines area in 2026. “Opening a Sines branche makes sense. We outgrew the Torres Vedras unit and we have a lot of activities in maritime logistics” Jaap Reedijk confesses with a smile. Further ahead, Porto is also on the radar. True to the company model, growth at FMJ means creating new units rather than expanding existing ones.
The celebration in Torres Vedras showed a company that has kept its character while growing: small units, short lines, craftsmanship, and colleagues who know each other by name. What began as a hub for international work has become a full-fledged Portuguese company with strong ties to the Netherlands. At the festive occasion Cassiano commented:
When I returned to Portugal ten years ago, I could never have imagined what we would achieve together. What makes me most proud is not the projects or the numbers, but the people who helped build FMJe into what it is today. Looking ahead, I hope we continue to create opportunities for the next generation, while keeping the family spirit and quality culture that define us”