Starfoods plans five to ten new outlets a year until 2030

Starfoods plans to open five to ten outlets a year until 2030, mainly through franchising, following a period of consolidation. The Portuguese restaurant group expanded its portfolio in 2026 with Twist and I Love Poke and is preparing to enter Spain and France, where it intends to work with local partners.

New brands strengthen the multi-brand strategy

Founded in 1993 with the opening of Companhia das Sandes, Starfoods is preparing for a new phase of growth combining new outlets, potential strategic acquisitions and international expansion. CEO Rui Guerreiro Guerra outlined the plans in sponsored content published by Jornal de Negócios on 26 October 2026, covering the company's participation in Euronext's ELITE programme.

This year's additions include Twist, a smash burger concept developed from scratch by the group, which opened its first outlet in August. In May, Starfoods also brought I Love Poke to Portugal. According to the information released, the Italian poke bowl brand has more than 150 outlets across Europe.

The two additions join a portfolio spanning several restaurant concepts. The CEO describes the group's positioning as firmly multi-brand, with franchising central to its next stage of expansion. The announcement therefore sets out a broader growth strategy for Portugal's franchise sector, rather than simply launching a single concept.

Organic expansion built around partners

The stated target is to open between five and ten outlets a year until 2030, mostly through franchising. In the first half of 2026, the group opened six outlets, a result the CEO considers in line with the plan. That figure covers the group's openings during the period and is not presented as a count of franchised outlets alone.

The division of responsibilities is a cornerstone of the strategy. As Rui Guerreiro Guerra explains, the partner funds the outlet and brings local market knowledge, while Starfoods provides the brand, processes and operational support.

This approach allows the group to expand its brands' presence without carrying the investment for every new outlet on its own balance sheet. Starfoods' efforts focus primarily on its central support team: selecting and training partners, supporting openings and ensuring that each concept's standards are maintained.

However, the planned growth is not limited to new outlets. The strategy also includes acquisitions over the coming years, for which the CEO sees the joint venture with Oxy Capital as crucial. These transactions form a separate strand from organic expansion through franchisees.

Location and franchisee profile guide decisions

When assessing potential sites, Starfoods considers footfall, the profile of local consumers and each brand's suitability for the location. Its assessment covers both shopping centres and high-street premises.

For franchised openings, there is a further criterion the CEO regards as decisive: the partner's profile. The selection process reflects the need to pass on each brand's identity and culture to those who will represent it to customers every day.

Training and close support are therefore among the stated priorities. The group already has franchisees operating more than one outlet, which the CEO sees as an advantage for further openings. These partners know the brands and processes, experience that he believes makes expansion easier.

Spain and France are next

Spain and France are the next markets identified by Starfoods. The group intends to find local partners to operate its brands as master franchisees, leaving management in the hands of operators familiar with each country.

Starfoods will be responsible for passing on the concepts' know-how and brand identity. According to the CEO, this approach allows the group to expand internationally without losing focus on managing its outlets in Portugal. The challenge will be to adapt operations to each market while preserving the elements that make the brands recognisable.

These are preparations to enter the two countries, not openings that have already taken place. Choosing partners is presented as the most important decision in the process.

For prospective franchisees, the practical takeaway is to assess not only the brand and location, but also their own ability to invest, understand the local market and follow the required operational processes.