In a company's journey, reaching milestones such as 5, 10, 15 or 20 years of experience represents much more than just a number. They are years of learning, adapting and growing, in which the accumulated experience and knowledge of the market become invaluable assets. In the social sector, this same principle takes on an even deeper dimension.

Article also published in Balai Cabo Verde: The Value of a Good Partnership - Balai

A good partnership in the social sector can be as valuable as gold. Unlike the traditional corporate world, where the focus is often on competition and profit, in social entrepreneurship the logic is different: growth is only effective if it is in conjunction with our partners, users or clients - a concept that adjusts according to the impact we want to generate.

I like to think that social entrepreneurship is the highest form of human development in a community. It requires an approach where each achievement is not just individual, but collective. Organisations operating in this sector look at growth not as an isolated goal, but as a shared process. After all, the success of a social business is not only measured by its financial impact, but by the transformation it brings to the people or organisations involved.

However, building strong partnerships is not just a question of strategy. For them to be truly effective, it is essential that organisations are responsible, have solid ethical values and understand the importance of loyalty in the relationships they establish. Loyalty is not just a moral principle, but a determining factor for sustainable growth.When an organisation acts with transparency, commitment and respect for its partners, it creates an environment of trust that strengthens all its actions.

In the world of social entrepreneurship, nobody grows alone. Real progress happens when different players come together and share resources, knowledge and values to build something greater than they could achieve individually. This union is only possible when the foundations are solid, based on ethical principles and a vision of shared responsibility.

That's why, when we think about the future of social business, we must recognise that an organisation's strength lies not only in its operating model, but also in the quality of the relationships it establishes. Building good partnerships is not just a strategy - it's a necessity for creating real and lasting impact. And this impact can only be maintained when it is underpinned by ethics, responsibility and mutual loyalty.

I often analyse the list of WeCare's partners and I'm fortunate to always know where the first steps of our relationship began and why some always remain in our priorities and others have simply gone their separate ways. That's why, before I think about creating new partnerships, I always put existing ones first, not least because our real client is the one who already has a track record of working with us and not the one we'd like to be part of that list one day.