Vicente Valencia

🤔 Risk-Averse Renegade 💪 | Helping others take the leap of faith | Entrepreneur & Investor | Personal Growth, Business. 🐭 Join the free rat race 🐭

If you need PPP Advice or Training that you WON'T get from the World Bank go to: https://vicentevalencia.com.

I love infrastructure delivery and I have good reasons for that. 

I still remember my third day working in PPPs, around 20 years ago. 

I was put on a Board meeting, and my boss told the rest of the board members that "I was the new PPP advisor". 

Not bad for the third day. 

I didn't know what a PPP was, nor even a what a Board was, or shareholders, or construction contracts, or back-to-backs... and there I was. 

Now, after having tendered, managed, delivered, refinanced, sold, a few PPPs in Europe, North America and New Zealand, as a COO, CEO and Board Member, I can tell you many more stories... some of them, "terror stories": extra costs, claims, delays, incompetence, bad clients, terrible contractors, evil designers, etc. 

But I can also tell you many great stories about people. 

Happy people enjoying a new and fantastic piece of infrastructure. 

These assets have transformed for the better lives, cities and even countries. 

I’ll never forget the 15 December 2012, when I opened as the COO, the A30 Project in Montreal. 

I put my beautiful and very patient Spanish wife on a toll both to enjoy. 

Many nights working at night and she supported me all the way long, and I wanted her to live the experience. 

During a break to have diner – it was a long day – she told me that users thanked her saying “Gracias”. 
I’ll never forget the joy and happiness of thousands of people that wanted to cross the bridges that we built.
 
This is the power of great infrastructure, properly delivered. 

This is why, I love that business. 

I also have two secret passions: Real Estate Investing, and a popular newsletter. Everyday, I send a free tip about business, project management, investment, motivation and personal growth. All this comes with Spanish spice. Subscribe, join other +2k free minds and enjoy.

Co-Founder and Investor

Love the challenges, the design and changing spaces and cities for the better. 

We give a second opportunity to old buildings and houses creating unique homes.

Most PPP projects don’t fail because of construction issues.
Or financing.
Or KPIs.

They fail because people ignore the basics.
The fundamentals.

The principles nobody teaches you in those “PPP certifications.”
The laws I’ve learned after 20 years sitting on all four sides of the table:
government, contractor, equity, and operator.

So here they are.
The 15 Commandments of the PPP Movement.
The no-BS rules that separate a bankable project…
from a headline on the front page of the newspaper.

Swipe.

Learn them.

Break them at your own risk.

_
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#PPP #Infrastructure #PublicPrivatePartnerships #MegaProjects #ProjectFinance #Governance #PublicSector #RiskManagement #InfrastructureInvestment #Construction

PPP Executioner | Providing Clarity to PPP Professionals, Agencies and Investors | Join the PPP MOVEMENT for Infra tips and stories

The 15 Commandments of the PPP Movement

Most governments say they want world-class infrastructure.
But then they panic when world-class people show up.
The Ministry of Transport of Quebec didn’t.
They opened the door.
To foreigners.
To competition.
To courage.
The result?
A-30 Expressway. In my modest opinion, one of the most successful PPPs in North America.
Delivered on time. 
On budget. 
With pride.
I was there.
And I still remember the chaos, the cold, and that night before opening when we almost forgot to put live the tolling system.
Today's article is about courage.
Not the PowerPoint kind. 
The real one.

_
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#Leadership #PPP #Infrastructure #Courage #ProjectManagement #PublicPrivatePartnerships #Canada #Construction

View newsletter: PPP & Real Estate stories

Most governments say they want world-class infrastructure. But few have the guts to bring in world-class people. But the Ministry of Transport of Queb

Open article: Dark and Cold by Vicente Valencia • 2 min read

Do you want cheap infrastructure?
Then stop building one-offs.
Create a pipeline.
A few weeks ago someone told me:
“Madrid delivered the cheapest tunnels in the world… how did they do it?”

I did not know if that was true... but my answer was simple:

Do you know how many TBMs were working in Madrid at the same time?

For more than 10 years, Madrid had:
7–8 tunnel boring machines
Working almost continuously
Same operators
Same ground
Same learning curve... improving every single day

Mobilization costs? Almost zero.
Training? Zero.
Excuses? Zero.

The exact opposite of how most countries operate.

Because here’s the truth:
Repetition creates mastery.
Mastery creates confidence.
Confidence creates better, faster, safer and cheaper projects.

Madrid didn’t wait for “perfect timing” or “market conditions.”
They committed to building.
Pipeline. After pipeline. After pipeline.

Results?
They retained experts
They attracted capital and innovation
They built a competitive industry

You want better infrastructure?
You want lower prices?
You want to stop bleeding public money?
Create a pipeline.

Or keep paying the “one-off” stupidity tax.

Is your country building a pipeline? Or killing one?

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#infrastructure #construction #megaprojects #PPP #tunneling #publicpolicy

It happens a few weeks ago. “Tell me about Madrid and Spain, how do you do it? I heard a business case that Madrid has been able to deliver the cheape

Open article: How to build infrastructure faster and cheaper by Vicente Valencia • 2 min read

How to build infrastructure faster and cheaper

Most people say: “It’s too small for a PPP.”

They’re wrong.
In fact, this one proves size doesn’t matter... clarity and discipline do.

When Nairobi (and Kenya’s counties) decided to overhaul street-lighting through a PPP, they weren’t chasing headlines. 
They were chasing reliability, cost-efficiency and smart governance.
Here’s why the “small” project deserves a place in the PPP Hall of Fame... and why you should be paying attention.

See all the change it brought with only 23 million US dollars. 

_
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#PPP #Kenya #Africa #UrbanInfra #StreetLighting #SmartCities #ValueForMoney #RiskManagement #Infrastructure

Most people say: “It’s too small for a PPP.” They’re wrong. In fact, this one might be your best lesson yet. In Eldoret, Kenya, the local government p

Open article: The Street Lights Nobody Believed Could Be a PPP by Vicente Valencia • 2 min read

The Street Lights Nobody Believed Could Be a PPP

A $165 million PPP success story.
And the person who built it is now unemployed.

Imagine this. 

A $165 million Education PPP.
Funded by USAID.
Implemented in Sindh, Pakistan.
State-of-the-art schools.
A pioneering EMO (Education Management Organization) model.
A PPP toolkit still used today.
And yet…
The person who led the entire reform for a decade is now struggling to find work.

No headlines.
No recognition.
No consulting contracts.
No “thought leadership” invitations.

Meanwhile, governments keep paying millions to the usual suspects:
 - Big logos.
 - Shiny PowerPoints.
 - Generic frameworks.
 - Minimal local impact.

Look. 
This is why I've learnt after 20 years doing this. 

PPP success doesn’t come from branding.
It comes from people who actually built the system.
And most of them are invisible.

Eliminate PPPs if you want.
Any infrastructure project. 

Engineers, commercial managers, that guy that had the idea that save millions... 

In this case, it's the Director of the PPP NODE in Sindh:
- Designed an indigenous EMO model
- Launched one of the only unsolicited PPPs in Pakistan
- Built a full PPP guide for Education
- Led reform for 10 years

Yet today, he’s told:
“You’re not technical enough.”
“You’re not financial enough.”
“You’re not legal enough.”

As if one human being is supposed to be three consulting firms in one.
Come on!

Look. PPP contracts have:
 • Technical complexity
 • Financial structuring
 • Legal architecture

No serious project has ever been delivered by a single “unicorn expert.”
Mega projects and PPPs are built by teams.
But careers are judged like solo sports.

And here it is what I find like the real scandal:
Governments spend millions on advisory fees…
While the people who actually know how to make PPPs work are sidelined, underused, and undervalued.

We don’t have a talent shortage.
We have a recognition failure.

If you’re a PPP professional who has:
 • Built something real
 • Led reform
 • Delivered impact
 • And still feels invisible

You’re not alone.
And you’re not the problem.
The system is.

If you’ve built real impact and still feel invisible — speak up.
Comment “REAL” if you believe experience should matter more than logos.
Share this so the right people start paying attention.

_
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#RealPPPExperts #BuiltNotBranded #ImplementationMatters #ConsultingIndustry #AdvisoryBubble #PublicMoney #ProcurementFailure #InvisibleLeaders #Unrecognized #WastedTalent #PublicPrivatePartnership #PPPProjects #InfrastructureReform

Most PPP evaluation processes have one thing in common:
They are way too complicated.
50 scoring criteria.
Subjective weighting.
Weeks of debate.
Appeals, disputes, delays…

And in the end?
Nobody understands why that bidder won.

A PPP evaluation is not a research paper.
It’s a decision that will impact your country for 25–40 years.

So why does the process look like a maze instead of a strategy?

Today I’m breaking down the 3 steps that actually bring:
Faster procurement
Clear accountability
Better value for taxpayers
Stronger competition
Less drama

Let me know if you have seen any of this. 

_
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#PublicPrivatePartnerships #PPPs #Infrastructure #ProjectFinance #Megaprojects #PublicProcurement #GovernmentInfrastructure #RiskManagement #ValueForMoney #StrategicThinking #InfrastructureInvestment #Leadership #Governance

How to design PPP Evaluations

Most PPP evaluations look like this:
50 scoring criteria.
Subjective weighting.
Ambiguous definitions.
Committees arguing for months.

And in the end…
nobody knows why the winner won.

Look. 
A PPP evaluation isn’t / shouldn't be a science fair.
It’s a decision that will impact a country for 25–40 years.

So why do we keep making it so complicated?

So... How to design the perfect PPP evaluation
 → Faster
 → Fairer
 → Better value for money
 → Less drama

My proposal is simple:
Select only the top consortia
Pass/fail minimum technical outcomes
Award on price + lifecycle + risk

That’s it.
Three steps.
No noise.

_
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#PublicPrivatePartnerships #PPPs #Infrastructure #ProjectFinance #Megaprojects #PublicProcurement #GovernmentInfrastructure #RiskManagement #ValueForMoney #StrategicThinking #InfrastructureInvestment #Leadership #Governance

Most PPP evaluations are designed by committees obsessed with checking boxes. Not with selecting the best partner. The result? Overcomplicated scoring

Open article: Stop Overthinking PPP Evaluations — Do This Instead by Vicente Valencia • 2 min read

Stop Overthinking PPP Evaluations — Do This Instead

In Latin America, a PPP that only increases +20% in cost is considered a success.

Yeah... 

Why does this keep happening?

Here are the usual suspects:
Half-baked projects rushed to procurement
Unrealistic bids designed to win… then renegotiate
Weak risk allocation and technical definition
Fiscal risks buried under future budgets

Result?
PPP prices go up, competition goes down, trust goes out the window.

I just broke down the real causes of the “+20% trap” and what agencies must do to stop it.

If we want PPPs to deliver real value.

We must stop pretending that a cheap bid today is cheap forever.

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#PublicPrivatePartnerships #PPPs #Infrastructure #Megaprojects #ProjectFinance #GovernmentInfrastructure #PublicProcurement #RiskManagement #ValueForMoney #LatinAmerica #LatAmInfrastructure #StrategicThinking #InfrastructureInvestment #Leadership #Governance

Many people challenge my preferred RFP strategy for PPPs: “Pre-qualify strong consortia, set a minimum technical pass/fail, and award to the best NPV 

Open article: When +20% Is the Floor — The Latin American PPP Trap by Vicente Valencia • 2 min read

When +20% Is the Floor — The Latin American PPP Trap

January 5th.
Kids in Spain are waiting for the Three Wise Men.
Meanwhile, in Australia, a bridge collapses into the river.
Catastrophe has no calendar.

Tasman Bridge, Hobart — 1975.
A bulk carrier hits a pier.
The structure fails.
Cars fall into the void without ever seeing it.
Twelve lives lost.
A city cut in half for more than two years.

Nobody thought a disaster would arrive that night.
Because we humans believe the worst always happens Monday at 9 am…
…and only when everyone is in the office.

Wrong.

Mega-projects fail at the worst possible moment:
holidays,
evenings,
when teams are home with family,
when communications are messy and slow.

Every project needs a Crisis Management Plan.
Not because a client demands it, but because chaos doesn’t wait for approvals.

Who speaks?
Who acts?
What gets shut down?
Who protects the reputation when the headlines are brutal?

If these answers aren’t rehearsed…
...the disaster won’t just be physical.

Infrastructure, and in particular, big projects, doesn’t forgive naivety.
It doesn’t care about celebrations, weekends, or candy for children.

Be ready.

Always.

_
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 #Infrastructure #PPPs #ProjectManagement #RiskManagement #CrisisManagement #Construction #Engineering #LessonsLearned #MegaProjects #PublicSafety #PMO

January 5th. In Spain and many parts of the world, kids go to sleep excited because the Three Wise Men are coming with toys. Meanwhile… in Australia… 

Open article: Tragic event on January 5 by Vicente Valencia • 2 min read

In Latin America, PPPs that only become 20% more expensive are considered a success.
Yes, you read that right.
Why do so many projects go from “cheapest bid” to most expensive outcome?

Because when you:
Rush the RFP
Under-design the project
Transfer risks blindly
Reward the lowest fantasy number
…you don’t get value for money.

You get a renegotiation.

And citizens always pay.

Today I’m breaking down the real reasons why +20% is just the starting point in Latin-American PPPs and what governments must change if they want the best players to stay in the game.

Comment below if you have seen any of this. 

#PublicPrivatePartnerships #PPPs #Infrastructure #Megaprojects #ProjectFinance #GovernmentInfrastructure #PublicProcurement #RiskManagement #ValueForMoney #LatinAmerica #LatAmInfrastructure #StrategicThinking #InfrastructureInvestment #Leadership #Governance

The 20% Latin American Trap in PPP

In Latin America, more than 70% of transport PPPs are renegotiated... often within the first year.

And +20% cost creep?
That’s the floor, not the ceiling.

So let me ask you this...

What is the #1 root cause of PPP price blowouts in the region?

Comment below if your answer is “all of the above”

#PublicPrivatePartnerships #PPPs #Infrastructure #Megaprojects #ProjectFinance #GovernmentInfrastructure #PublicProcurement #RiskManagement #ValueForMoney #LatinAmerica #LatAmInfrastructure #StrategicThinking #InfrastructureInvestment #Leadership #Governance

What is the #1 root cause of PPP price blowouts in the region?

Conviene leer este post. Se va a entender mucho de las oportunidades para mejorar procesos de contratación en América Latina.

Aunque este reporte del BID es de 2017, sus conclusiones siguen siendo vigentes para los proyectos de infraestructura en América Latina.

La región enfrenta una brecha de inversión gigantesca, pero el verdadero desafío no es solo invertir más, sino invertir mejor. La evidencia es clara: los conflictos en infraestructura no son eventos fortuitos; son el resultado de fallas estructurales de gobernanza, planeación y relacionamiento social.

El análisis del BID muestra que la raíz del conflicto está menos en lo técnico y más en lo institucional:
	•	Planeación deficiente y decisiones “aguas abajo”.
	•	Procesos de consulta formales pero poco sustantivos.
	•	Falta de transparencia y expectativas mal gestionadas.
	•	Beneficios comunitarios percibidos como insuficientes o injustos.

El impacto es profundo: retrasos de varios años, sobrecostos cercanos al 70%, cancelaciones de proyectos y un daño reputacional que afecta no solo a empresas, sino a países completos como destinos de inversión.

Esto conecta con una realidad más reciente: como señala Vicente Valencia , cerca del 70% de los proyectos de transporte APP en la región han sido renegociados, con una suerte de “rule of thumb” de 20% de sobrecosto. La renegociación se ha vuelto la norma, no la excepción. (Y aún así aportan valor por dinero)

El contraste con Europa es revelador. El estudio comparativo de Jörg Christen sobre APP en Alemania muestra resultados casi opuestos: menores costos de construcción, plazos más cortos, reducciones significativas en costos de ciclo de vida y mayor satisfacción de gobiernos y comunidades. Su conclusión es contundente: la aproximación de ciclo de vida alinea incentivos y corrige, en la práctica, las debilidades de los contratos incompletos de largo plazo.

La diferencia entre América Latina y Alemania no es conceptual —sabemos qué hacer— sino de ejecución institucional:
	•	Planeamos con menor profundidad.
	•	Construimos confianza de forma volátil, con señales de política contradictorias.
	•	No hemos consolidado una gobernanza efectiva a nivel territorial, especialmente con autoridades locales y comunidades.

Como ya advertía el BID, la hoja de ruta sigue siendo la misma: Planeación, Confianza y Gobernanza.

👉 ¿Es un problema de capacidades, de incentivos, o de economía política?
👉 ¿Cuáles lecciones de la experiencia alemana (y global) son realmente transferibles a América Latina y cuáles no?


#Infraestructura #APP #PPP #Gobernanza #GestiónDeRiesgos #Planeación #Sostenibilidad #AméricaLatina #Alemania

REAL Infrastructure Capital Partners LLC

Financial management of the fund holding companies and SPVs in El Salvador & Panama, comprising a portfolio of operating utility-scale solar PV projects for a combined capacity of 89MW. Asset management. Management of a local team of 2 people based in El Salvador. Main responsibilities:
● Build and maintain financial models and cash flow projections;
● Collaborate in the negotiations of project finance and debt facilities;
● Prepare construction and operating budgets;
● Manage cash balances; preparation of capital calls and capital distributions to LPs;
● Manage PPAs in pre-operational and operational phases;
● Supervise preparation of financial statements and operating reports of assets under management;
● Attorney-In-Fact of the project and portfolio companies, both at country and holding levels;

Main achievements:
● Managed the importation and tax exemption (i.e. VAT and custom duties) of solar PV and substation equipment in El Salvador for 4 projects with a combined value of $55M.
● Participated in the successful negotiations of two construction loans and three long-term project finance facilities with local and international financial institutions for a combined value of +$100M.
● Implemented a script in Python to automatize the calculation of PPA monthly invoices to distributing companies from electricity market data provided by the Salvadoran dispatch centre (UT).

CFO El Salvador & Panama

• Conduct due diligences of renewable energy projects in Latin America, Mexico and the Caribbean for a $100M fund;
• Prepare and review financial models and perform sensitivity analysis for the investment targets;
• Prepare investment committee material and participate in the approval process of investments;
• Support project finance negotiations;
• Prepare presentations and materials for investor reports;

Achievements:
• Participated in the successful negotiation of a mezzanine instrument for two wind projects in Mexico;
• Built and managed the financial model that was used for the 2016 renewable energy tender in El Salvador. The project presented was one of the three awardees of PPAs for Solar PV.

Senior Investment Associate

Grindery.io

Led a consultancy project focusing on the strategic design and implementation of a conversion model for social tokens into utility tokens during a Community Token Sales.

Consultant

Alstom Renewable Power

Member of the group "Advanced Product Offering". Main goals of this position are to launch new products and optimise existing product and service offering in onshore wind portfolio. Main responsibilities:

Launch the development of new products and optimize existing product and service offering in onshore wind portfolio. Projects:
• Initial stages of development of new ECO 1xx onshore wind turbine.
• Development of a new service product to improve bankability of wind farms. 
• Low-CAPEX retrofits and upgrades to increase turbine performance.

Product Manager, Onshore Wind

Main responsibilities:

1. Price definition:
• Design, development and ownership of a financial modelling tool to simulate wind farm business cases. This tool is to evaluate competitive positioning versus competitors and define winning wind turbine and services price strategies based on NPV, IRR and LCoE.
• Development of a regional wind turbine pricing model.

2. Product development:
• Analyze market and customer requirements, identify potential needs and opportunities and contribute to the medium- and long-term product development strategy together with VP of Product Management and key company stakeholders (Platform, R&D, Sales, Sourcing).
• Launch internally new product development and follow-up on implementation. Some of the products I have launched are a new SCADA system (WindAccess™), a de-icing system for blades and a condition monitoring system for the drivetrain of the wind turbine.

3. Promotion activities:
• Participate in international fairs and conferences to promote Alstom Wind (e.g. attended as Speaker to Wind Power Romania 2013 and ICCI 2012 Istanbul).
• Organize promotion events with customers (e.g. customer events in Belgrade and Istanbul).

4. Other activities:
• Design and global implementation of a customer satisfaction survey. Since the introduction in 2011 more than 25 direct interviews with customers have been conducted, leading to the creation of specific action plans to improve customer satisfaction levels.
• Support to Sales Department: Preparation of a budgetary offer of 37 wind turbines for a 100MW wind farm in Kazakhstan. As a result Alstom was included in the list of qualified suppliers.

Product Marketing Manager, Onshore Wind Europe & Global Services

Gamesa Eólica

Sales Engineer, Onshore Wind. Main responsibilities:

1. Preparation and follow-up of commercial and technical offers:
• Manage tendering activities of wind turbine supply and EPC contracts in Sweden, Norway, UK, Ireland, Spain and Italy. Main achievement was to be shortlisted for a 250MW project in the north of Sweden with a local utility.
• Contribute to contract negotiations by managing contractual documentation and coordinating with support departments (pre-sales, wind engineering, legal, etc.). I was involved in the successful negotiation of a 78MW EPC contract in the South of Italy.

2. Account management:
• Support customer requests and coordinate pre-sales activities (e.g. grid connection analysis, site feasibility studies, site access reports).

Sales Engineer, Onshore Wind

ThyssenKrupp Rothe Erde GmbH

Renewable Energy group. Main responsibilities:

1.	Account management, renewable energy group (onshore and offshore wind and solar sectors, main accounts: GE Wind, Areva Wind, BARD, Vestas, Mecasolar)
• Support customer requests
• Preparation and follow-up of commercial offers
• Coordination of different departments (engineering, production, quality, logistics) to fulfil contractual supplies

2.	Training Program:
• One-year training consisting of assignments in key departments of the main production facility in Lippstadt, Germany (Engineering, Production, Quality, etc.)

Account Manager, Slewing Bearings

Fujikura Automotive Europe

Sales engineer, electrical harnesses and plastic parts for the automotive industry. Main responsibilities:

1. Account management (main customers: Volkswagen Group, Valeo Group)
• Support customer requests 
• Preparation, follow-up and negotiation of commercial offers
• Coordination of different departments (engineering, production, quality, logistics) to fulfil contractual supplies
• Internal management of customer non-conformities

2. Market prospection and contact of potential customers

3. Support the sales budget preparation

Sales Engineer

Engineer turned into CFO | Financial Modeling Craftsman | I write about using Excel and Python to make sense of data | Learning Addict

My son was born in New York because of financial modeling.

So fundamental is financial modeling in my life.

Do you want to know the story? Come and join me on a journey through time.

...

In 2014, the company I worked for in Spain was about to be acquired by a competitor.

There were tons of uncertainties at that time... What will happen after the acquisition...? Will my position be maintained or eliminated...? Will I be relocated or fired...? 

I took the reins and decided before being decided on by someone else. 

And I decided to move. 

I started looking for a new position. It didn't matter whether in Spain or somewhere else. I wanted to make a wise move. In your mid-thirties, you cannot afford to make career mistakes.

After months of networking, applications, and interviews, I found a position as a Senior Investment Associate in New York. I would work for a private equity fund investing in renewable energy projects in Latin America.

What were the keys to being hired? Mainly 2: 

1. My knowledge of renewable energy and...
2. I was proficient in financial modeling.

So there I was in March 2015, moving from Barcelona to New York with my pregnant wife to start a new job. Or rather... to start a new life.

The outcome?

In May 2015, my son was born in New York.

...

Looking back, I feel proud of the journey. As a member of an exceptional team, I contributed to:

➤ Develop, finance, build, and operate 68MW of solar PV projects in El Salvador;
➤ Acquire and operate a 21MW solar PV project in Panama;
➤ Finance 99MW of onshore wind in Mexico;
➤ Backing all projects with dollarized long-term Power Purchase Agreements (PPA).

The personal and professional growth I have experienced throughout this journey outpaces the risks, uncertainties, and difficulties endured these years.


Financial modeling was my entrance ticket to this journey. And one of my primary contributions to the team's performance has been financial modeling.

If you are facing financial modeling challenges, I can help you.

Connect with me on LinkedIn and tell me about your challenge. Or drop me an email at ruben@agilibus.es and let me know how to help.

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Vicente Valencia

Rubén Martínez Fanals

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