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 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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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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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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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

FCC Construcción

Senior Project Manager on the "A9 Badhoevedorp-Holendrecht" PPP Highway Project in Amsterdam.

Senior Project Manager

Special Advisor for large international Private Equity and Hedge Funds in relation to their investments in Infrastructure Projects (PPPs - Highway, Rail and Airport Investments).

Council Member

Textiles Selection - home from Portugal

Helping Portuguese Home Textile Companies to export.

--> https://homefromportugal.org/

Board Member

Ventia

Project Director for Capital Projects (Roads & Highways) in Auckland Region.

Project Director

MUSHRIF Trading & Contracting Co. KSCP

Project Director for Highway and Motorway projects in Kuwait.

OAS S.A.

Construction Manager on the $1B Highway "San Fernando-Point Fortin" Project.

Construction Manager

Macquarie Group

Consultant | Capital Projects & Infrastructure

Consultant

Ferrovial

Different positions starting as a Site Engineer finishing as a Project Manager

A demonstrable track record of successes on major international infrastructure projects (Highway, Rail and Airport projects). Experience ranges from financial, commercial and business development to design and delivery under different contract frames.

Analytical thinking, excellent communication and negotiation skills.

Specialities:
- Project Management
- Sustainable and Efficient Infrastructures (highways, rails, airports & smart-cities)
- PPPs for Highway Infrastructures
- Commercial and Contract Management (e.g. NEC3, FIDIC or similar)
- Construction Business
- Corporate Finance & Valuation
- Business Developing
- Start-ups and Marketing
- Strategy

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Vicente Valencia

Hugo M. Mendes

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The Battle

Vicente Valencia

Hugo M. Mendes

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Engagements

Likes

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