BUSINESS NEWS
2. THE OPPORTUNITY
A reliable and affordable water taxi system can bridge this gap — cutting travel time, reducing costs, and opening new channels for trade, tourism, and community development.
3. OUR SOLUTION
VIA AZUL: São Tomé and Príncipe’s waters have an estimated annual potential of 30,000 tons of fish, opening access to high-value species for strategic local and international markets. Additionally, seafood such as octopus, cuttlefish, lobster, and squid are still harvested using rudimentary methods, signaling vast opportunities to increase productivity and capture new value through modernization.
Market Opportunity: Over five years, PEGASUS targets up to $41 Million in potential revenues across:
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$8M in fresh fish sales
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$15M in frozen fish sales
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$13M in canned products
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$2M in tourism experiences
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$2M in animal feed production
2. OUR SOLUTION
Guarantee of Resources: São Tomé and Príncipe’s waters have an estimated annual potential of 30,000 tons of fish, opening access to high-value species for strategic local and international markets. Additionally, seafood such as octopus, cuttlefish, lobster, and squid are still harvested using rudimentary methods, signaling vast opportunities to increase productivity and capture new value through modernization.
Market Opportunity: Over five years, PEGASUS targets up to $41 Million in potential revenues across:
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$8M in fresh fish sales
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$15M in frozen fish sales
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$13M in canned products
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$2M in tourism experiences
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$2M in animal feed production
Inclusive Social Impact: PEGASUS is built on an inclusive model that empowers local communities rather than competing with them. By integrating fishermen, fishmongers, and local workers into the value chain, the project will reduce fish prices by up to 40%, making this staple food more affordable and accessible. At the same time, it will create sustainable jobs, strengthen food security, and uplift livelihoods, ensuring that growth benefits reach the most vulnerable groups.
VIA AZUL – Boost Your Income While Changing the Lives of People Living in the Coastal Communities.
Financial
detail
available!
A project developed by STP-Investment Hub
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1. THE CHALLENGE
With most economic activity concentrated in the capital, coastal communities face severe transport barriers. Poor roads, weak connectivity, and unsafe, expensive transport make it difficult to move people and goods. This drives up logistics costs, limits access to services and markets, and keeps poverty levels high.
3. THE PROBLEM
Despite the extensive and resource-rich maritime territory of São Tomé and Príncipe, access to fish, its primary source of protein, remains limited for many households. Consequently, the economic contribution of this resource falls short of its potential. Several factors contribute to this challenge.
Chronic Fish Shortage
The lack of suitable boats that allow fishermen to carry out their fishing activities off the coast leads to persistent imbalances between supply and demand in the local market, resulting in frequent shortages and price volatility, which undermines food security.
Lack of Processing Infrastructure
With no fish processing facilities in the country, much of the catch is lost or underutilized, limiting value creation, product quality, and export opportunities.
Underdeveloped Tourism Sector
A lack of diverse, experience-based offerings continues to constrain the country’s tourism potential.
Total dependence on Imported Animal Feed
The absence of local feed production plants forces full reliance on expensive imports, inflating costs for livestock producers and stalling agricultural development.
Unemployment rate
The lack of employment opportunities is one of the most significant challenges, particularly for young individuals and households led by women.
4. INSIGHTS FROM THOSE AFFECTED
Venância Sousa, housewife
Fish is the main food for my family, but when shortages come, prices rise so high that I can barely afford to feed my children properly.
Manuela Borges, fishmonger
"Sometimes I go weeks without selling fish because there simply isn’t enough supply from the fishermen — it hurts my business and my customers."
Anastácio Afonso, fisherman
We want to fish more, but with only small boats limited to the coast, our catch is too low to meet the demand.
5. THE PEGASUS CONCEPT
BUSINESS MODEL
Transforming fish by-products into high-quality animal feed, supporting local livestock farmers while reducing losses and waste.
ANIMAL FEED FROM BY-PRODUCTS
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BUSINESS MODEL
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TOURISM EXPERIENCE
Harnessing the full fishing value chain to create unique tourism experiences.
CIRCULAR ECONOMY
TOURISM INTEGRATION
6. VALUE-ADDED SOLUTION
FISH SUPPLY EXPANSION
With larger vessels and innovative fishing methods, fishing capacity is expected to increase by 20%, leading to a rise in catches, which will stabilize local fish availability and ensure food security.
VALUE DIVERSIFICATION.
The installation of a modern fish processing plant will diversify supply, meet local demand for fresh fish, and create an export line for canned and frozen products, targeting regional and international markets.
FEED IMPORTS REDUCTION
Fish viscera and by-products will be transformed into high-quality animal feed, reducing reliance on imports and lowering production costs for local farmers while supporting additional food sources.
STRENGTHENING TOURISM VALUE CHAIN
Create a line of canned foods inspired by the unique cuisine of São Tomé and Príncipe, giving people around the world the opportunity to enjoy the islands' distinctive flavors. Additionally, the entire fishing value chain will be enhanced to provide tourists with immersive and authentic experiences, including fishing excursions.
JOB CREATION FOR THE MOST VULNERABLE
PEGASUS is committed to an inclusive approach that works with local fishermen and fishmongers, rather than competing against them. The project’s success is closely tied to improving the living conditions and livelihoods of fishing communities,
7. VALUE PROPOSITION
For consumers:
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A modern fishing sector to ensure a year-round fish supply.
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High-value fish products (fresh, frozen, canned),
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High-value seafood (octopus, lobster, cuttlefish, squid...)
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Leverage by-products for animal feed (circular economy).
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Unique tourism and culinary experiences around the fishing culture.
For investors:
An innovative, scalable business with high growth potential in a globally expanding seafood market.
For communities:
Decent jobs, skills development, and community wealth creation.
8. CUSTOMER SEGMENTS
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Local market: Cooperative of fishermen and fishmongers.
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Export markets: regional (ECOWAS, Central Africa) & international (Japan, niche gourmet markets).
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Tourists: eco-tourism, gastronomy, cultural experiences.
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Agriculture sector: livestock producers purchasing local feed.
9. REVENUE MODEL
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Sales of fresh, frozen, and canned fish.
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Sales of high-quality seafood
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Sales of animal feed from by-products.
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Tourism excursion packages.
10.GROWTH STRATEGY
1. Phase 1 – Foundation (Years 1–2)
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Acquire semi-industrial vessels and modernize the fishing fleet.
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Establish the fish processing and animal feed plant.
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Build strong partnerships with local fishermen for inclusive supply chains.
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Launch initial product lines for the local market (fresh, frozen fish).
2. Phase 2 – Expansion (Years 3–4)
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Diversify products into canned fish and STP-inspired cuisine.
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Scale animal feed production to reduce national import dependence.
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Enter regional export markets (ECOWAS, Central Africa).
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Develop tourism experiences integrating fishing, gastronomy, and culture.
3. Phase 3 – Global Positioning (Years 5 and beyond)
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Penetrate international niche markets (EU, gourmet, fair-trade, sustainable seafood).
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Expand branded STP food products globally through strategic distributors.
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Position PEGASUS as a regional hub for sustainable fishing, processing, and culinary tourism.
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Explore impact investment opportunities, carbon credits, and ESG-linked funding.
Enablers of Growth
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Continuous innovation in fishing methods and processing technologies.
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Branding São Tomé and Príncipe as a unique, sustainable blue economy destination.
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Reinforcement of social impact: community inclusion and job creation.
11. KEY PARTNERSHIPS
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Local fishing communities (inclusivity).
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Local fishmen and fishmongers' cooperative
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Government & regulatory authorities.
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Export distributors and logistics partners.
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Tourism operators and hospitality businesses.
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Development agencies (SDG alignment, funding).
12. SDGs ALIGNMENT
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SDG 1: No Poverty
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SDG 2: Zero Hunger
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SDG 8: Decent Work & Economic Growth
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SDG 12: Responsible Consumption & Production
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SDG 14: Life Below Water
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Gender equity and youth inclusion built-in
13. INVESTMENT REQUIREMENTS
A preliminary estimate indicates a phased capital requirement of USD 8–12 million over 5 years, covering:
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Infrastructure (cold chain, ports, processing plants)
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Fleet modernization
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Training and technical support
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Working capital for procurement and distribution
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Certification and branding programs
Five-year detailed financial models are available on request, including revenue forecasts, operating costs, an action plan, and a break-even analysis. – Talk to us!
14. RISKS OVERVIEW
1. Operational Risks
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Risk: Delays in acquiring vessels, building processing facilities, or training the workforce.
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Mitigation: Phased implementation, technical partnerships, and workforce capacity-building programs.
2. Market Risks
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Risk: Fluctuations in fish prices, competition from established exporters, or limited access to international markets.
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Mitigation: Diversified product portfolio (fresh, frozen, canned, preserves, animal feed) and multi-market strategy (local, regional, global).
3. Environmental & Resource Risks
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Risk: Overfishing, climate change impacts, or depletion of fish stocks.
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Mitigation: Adoption of sustainable fishing practices, quotas, and alignment with international sustainability standards (MSC, FAO guidelines).
4. Regulatory & Political Risks
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Risk: Changes in fisheries regulations, trade restrictions, or political instability.
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Mitigation: Strong government partnerships, compliance frameworks, and legal advisory support.
5. Financial Risks
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Risk: High upfront capital costs, currency fluctuations, or delays in ROI.
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Mitigation: Blended financing (equity, grants, concessional loans), ESG investment alignment, and phased scaling to spread risk.
6. Social Risks
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Risk: Resistance from artisanal fishermen fearing displacement.
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Mitigation: Inclusive business model integrating fishermen as suppliers and beneficiaries, community engagement, and job creation.
PROJECT TEAM
Isaú Trindade - CEO
International Business Specialist
Field Of Studies: International Business
A dynamic entrepreneur with over eight years of proven experience in creating and managing successful companies. His strategic vision has led to the establishment of the STP Investment Hub, designed to facilitate and scale foreign direct investment in São Tomé and Príncipe, while providing national companies and start-ups with growth opportunities. In 2014, he founded World Link Solutions, specializing in training and consultancy, where he defined the mission, vision, and goals, transforming the company from a concept into a financially solid entity. With a master's degree in international business, he is passionate about the business world and possesses extensive knowledge of all aspects of business Development.
Anibal Olavio - COO
Fishery Specialist
Field Of Studies: Food Security
With a Master's Degree in Quality and Food, a Postgraduate Degree in Management of Cooperatives and Small and Medium-sized Enterprises (PEMES), and a qualification as a Technician in Industrial Fishing, Olavio currently serves as the National Coordinator of the FAO-FISH4ACP Coastal Pelagics Value Chain Project. He has previously held various roles at the Directorate of Fishery under the Ministry of Agriculture, Fishery and Rural Development, including Head of the Fisheries Inspection Department, Sanitary Inspector, and Advisor to the Minister Additionally, he has been the Director General of Fisheries, as well as Director of Artisanal Fisheries, Community Development, and Aquaculture within the same Ministry. As a consultant, Olavio has coordinated the STP 03/004 PNUD/Minister of Plan and Finance project (Incomeating Component), focusing on “Support for Grassroots Communities in Local Governance and Poverty Reduction,” and served as an SFLP/FAO consultant in Equatorial Guinea, training the National Coordination Unit (“UCN”) in participatory diagnostic methods and community projects.
Sulisa Quaresma - CSO
Chemical & Environmental Specialist
Field Of Studies: Chemical Engineering
Sulisa Signo Bom Jesus Quaresma holds a Master's Degree in Chemical Engineering with specializations in Environment, Energy, and Processes. She currently serves as the Director-General of the Directorate General for the Environment and Climate Action. In her capacity as a consultant, she has successfully led the preparation of National Communications (NCs) and National Greenhouse Gas Inventories for the Industrial Processes and Product Use (IPPU) and Waste sectors. Her work includes the development of Monitoring, Reporting, and Verification (MRV) Systems related to climate change, as well as the preparation of Technology Needs Assessment (TNA) reports focused on adaptation to climate change within the Water, Coastal Zones, and Agroforestry sectors. Furthermore, she has played a pivotal role in enhancing institutional capacity for climate finance in São Tomé and Príncipe. In addition to her consulting work, she possesses substantial experience in education and awareness-raising for sustainability. She has implemented various initiatives aimed at promoting formal environmental education and informing the public about key environmental issues and sustainable development. Through these efforts, she strives to raise awareness and facilitate behavioral change concerning critical topics such as water management, waste reduction, forest conservation, climate change, and soil erosion.
Sandra Bandeira - CMO
Business Science Specialist
Field Of Studies: Business sciences
A professional with extensive experience in Administration and Strategic Management serves as the Commercial Director and Senior Consultant at RAFALI Corporation. Her primary focus lies in business development, import and export operations, and corporate communication initiatives. She holds a degree in Economics and Management, as well as a Master's degree in Business Sciences. Her profound expertise encompasses team management, commercial negotiation, and strategic planning. Currently, she plays a pivotal role in expanding and positioning her organization in the market. Core competencies include Strategic Management, Business Administration, Leadership and Team Management, Commercial Planning, Business Communication, Conflict Resolution, and Decision Making.
Rodney Fernandes - CTO
IT Specialist
Field Of Studies: Telecommunication and Electronics
Rodeney Fernandes is a Telecom and Electronics Engineer with a distinguished career that commenced in July 2009, during which he has acquired extensive experience in the realm of Information and Communication Technologies (ICTs). His professional endeavors are characterized by innovation, strategic leadership, and technical excellence. Currently, Mr. Fernandes serves as a Systems Administrator at the Institute of Innovation and Knowledge (INIC), which is responsible for overseeing Electronic Governance (e-Gov) and Digital Transformation (DX) initiatives in São Tomé and Príncipe. His specialized expertise plays a pivotal role in the digital modernization of the nation, facilitating the implementation of efficient and sustainable technological solutions. In addition to his professional responsibilities, Mr. Fernandes possesses seven years of experience as a university professor at the esteemed IUCAI and USTP institutions. In this capacity, he has committed himself to the education and training of new professionals, imparting valuable technical and strategic knowledge within the field of ICTs. His career exemplifies a steadfast commitment to innovation, significant contributions to digital transformation, advancements in education, and the evolution of emerging technologies in São Tomé and Príncipe.
