The emblematic restaurant A Muralha de Alfama, managed by Paulo Machado, was distinguished for the second consecutive year by the “Top 5% best Small Medium Companies in Portugal”, a ranking prepared by Scoring, a consultant in the areas of strategic and financial management, market studies and training.

This certificate, as Scoring explains, is determined by the economic-financial classification that determines which companies fit into the restricted group of the best 5% in terms of performance and financial strength.

A privileged restaurant space, located in the heart of Alfama, on Rua Jardim do Tabaco and close to the Fado Museum, in Lisbon, A Muralha de Alfama offers traditional cuisine, made from the best fresh products, but also a house for fado friends , whether they are guitarists, violists, singers, fado singers and scholars, or apprentices and masters of the universe of the most popular urban song in Lisbon.

Investment in Alfama generated more than 20 jobs

Entrepreneur and businessman from Alfama, Paulo Machado started working at just 13 years old, in the neighborhood and at Talho do Luís, his only boss who would later become his first partner in this line of activity.

When he reached the age of majority, in 1999, he made his debut in the business world by founding, with Luís, the well-known Talho do Chafariz, on Rua dos Remédios. He managed the firm until 2010, when he created the brand “A Muralha de Alfama”, with a restaurant license dated 1929.

Celso Carlos, his cousin, would take over, that year and through transfer, the management of Talho do Chafariz, after having learned the trade with Paulo Machado himself, similar to what had happened with other young people who also had the same opportunity, but ended up not taking advantage of it.

With investment in Alfama as its primary objective, the founder of A Muralha highlights the creation of more than 20 jobs over around two decades, as well as the fact that he managed to face the challenges facing the sector and the local economy, “with imagination, innovation, a lot of work, professional training at AIP and using partnerships, particularly in the wine sector”.