Vicente Valencia

NX2 Northern Express Group

The Pūhoi to Warkworth project is a PPP (Private Public Partnership) between the Government and a private consortium, the Northern Express Group (NX2). While the NX2 will be responsible for financing, designing, building, maintaining and operating the motorway for up to 25 years, the motorway will remain a public asset.

The new Pūhoi to Warkworth project will extend the four-lane Northern Motorway (SH1) 18.5km from the Johnstone’s Hill Tunnels to just north of Warkworth. It is the first stage of the Ara Tūhono – Pūhoi to Wellsford Road of National Significance. It will be open for traffic by late 2021. Ara Tūhono means a connecting pathway (Ara meaning pathway/passage and Ara Tūhono means connecting or linking one part to another).

Chief Executive Officer

Homizy

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.

Co-Founder and Investor

Camarounds

Confounder and investor. 
If you can get a cab in 3 min with your mobile phone, why should be different for a plumber, electrician or cleaner. 
Camarounds is leading this community helping thousands of customers in Panama.

Co-Founder

VIP LIFE PANAMA

Leading VipLifePanama to become one of the biggest in the Santiago region in Panama

Cofounder and Board Member

A30 Express

A30 Express (former Nouvelle Autoroute 30 s.e.n.c) is the private partner responsible for the Highway 30 completion and operation, in accordance with a public-private partnership (PPP) agreement signed on September 25, 2008 by Nouvelle Autoroute 30, s.e.n.c. and Ministère des Transports du Québec. This agreement ensures the design, construction, financing, operation, maintenance and repair of the PPP completion project of the A30 and some complementary road sections as well as the operation of a toll plaza over a 30 year period. 

In total, A30 Express manages almost 2.0bn$ in assets which encompass approximately 75 km of highway, including two major structures over the St Laurent River and the Sea Way, the S. Marcil Bridge (1.8km) and the M. Parent Bridge (2.8km).

Board Member

A30 Express (former Nouvelle Autoroute 30 s.e.n.c) is the private partner responsible for the Highway 30 completion and operation, in accordance with a public-private partnership (PPP) agreement signed on September 25, 2008 by Nouvelle Autoroute 30, s.e.n.c. and Ministère des Transports du Québec. This agreement ensures the design, construction, financing, operation, maintenance and repair of the PPP completion project of the A30 and some complementary road sections as well as the operation of a toll plaza over a 30 year period. 

In total, A30 Express manages almost 2.0bn$ in assets which encompass approximately 75 km of highway, including two major structures over the St Laurent River and the Sea Way, the S. Marcil Bridge (1.8km) and the M. Parent Bridge (2.8km). 

Vicente Valencia holds the roles of CEO, Project Director and Private Partner Representative for A30 Express.

Responsible for all activities related to operations, maintenance and rehabilitation of the infrastructure 
Managing annual budget circa 10M$
Introducing new maintenance and asset management techniques in Quebec
Responsible for the design, installation and operations of the Electronic Toll System and Intelligent Traffic System (circa 20M$)
Finished on time and under budget the first classic toll system in more than 20 years in Quebec, a challenge from the point of view of technology, time-frame and pre-existing conditions
Evaluation of construction solutions from a financial model point of view
Responsible for the supervision of the civil infrastructure related directly to operations activities
Responsible for rehabilitation works on major infrastructures (+10M$)

Chief Operations Officer

LINK427

Wellap

In few simple steps, Wellap guides the consumers in an intuitive and fun way to purchase the product that meets best their needs without any external influence or pressure. Our application search in the whole internet the best deal that perfectly suits the need of the customer. 
We are a start-up adding value not just on-line distributors and their customers, we are now working in physical point of sales to change the way people choose products and make purchases. 

I have been mentoring and couching of key staff, as well as overseeing the changes in the business model and new strategies. I have contributed to the investor negotiations and board reorganization.

EADIC

Postgraduate studies related to PPP Projects, Finance, and International Management:
Postgraduate course at Alcalá University (UAH): “International Project Management” (Gestión de Proyectos Internacionales)
"Efficient Management of International Projects" (Gestión eficaz de proyectos de ámbito internacional)
“Internationalization of Engineering and Construction Firms” (Internacionalización de empresas de Ingeniería y Construcción)

Lecturer

MCPubliDesign

General guidance about all services related to design, marketing products and printing in all formats, corporate and general public.
Successfully purchased, reorganized, and sold the company
Oversaw increase in sales of 350% in 3 years
Successfully negotiated credit facilities with lenders
Lead new investors and business development negotiations
Mentoring and couching of key staff

Chairman

AUMECSA

Responsible for civil works supervision (circa 100M€ contract)
Responsible for maintenance, traffic management and rehabilitation (circa 5M€/year)
Responsible of the shadow toll system implementation and operation (circa 1M€)

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

Former Risk Averse. I help risk adverse people to reach financial freedom through real estate. Entrepreneur,  and investor, unconventional and obsessed with personal growth.

I have a newsletter. Everyday, I send a free tip about business, investment, motivation and personal growth. All this comes with Spanish spice. Subscribe, join +3k free minds and enjoy.

If you wanted a magic trick, you should have called a magician. PPPs are not built on blind optimism — they’re built on well-priced risk.

If your KPIs, deductions, or contract terms make 80% of bidders run for the hills, you don’t have a PPP. 

You have a trap.

Projects with overly aggressive risk transfer, subjectivity in performance monitoring, KPI regimes designed by bureaucrats, not operators… Not only kill competition, they raise costs and become a time-bomb. 

Let's dive. 

#PPP #Infrastructure #PublicPrivatePartnership #ProjectFinance #RiskManagement #KPI #MegaProjects #Contracting #InfraDeals #VicenteValencia #Vilentia #BrutalTruths

⚡ PPP, Real Estate & Growth | C-Suite Exec | Mentor & Investor | Strategy & Leadership 🚀 Join 2K+ Readers – Subscribe Below!

The PPPs that scared everyone away

PPP Disaster Tracker: This One Broke the Matrix and Worked

You know how it usually goes.

PPP = Prolonged, Painful, and Pointless.                

But not this time.

Somehow, against all odds, cultures, and acronyms… 
The New Royal Adelaide Hospital in South Australia didn’t just avoid disaster — it delivered.

Let me break it down for you:
Australia’s most expensive hospital project at the time.
$2.3 billion AUD.
A maze of private, public, and clinical stakeholders.
800 beds. 40 operating theatres. 100% public access.

The predictions?
“Too complex.”
“Healthcare PPPs always end in tears.”
“Get ready for claims, arbitration, and political carnage.”

But guess what?
They finished it.

And not just finished — they pulled off a clinical-grade, digitally-integrated, energy-efficient mega-hospital that actually works.

The secret sauce?
A private consortium (SA Health Partnership) that didn't play the blame game.
A government team that didn’t change the brief 64 times.
A dispute resolution process that got used before lawyers smelled blood.

Crazy, right?
How couldn’t I have thought about it?
A PPP that respected scope, handled conflict like grown-ups, and even came out functional on the other side.
How could it be possible… 

Anyway. 
Some still say it was luck.

I say it was proof that PPPs can work… if you don’t staff them with saboteurs.

Do you want some blood? 

Follow, share, join my newsletter. 

#Leadership #LessonsLearned #SuccessStories #ConstructionLeadership
#Collaboration #WhatCouldGoRight #ExecutionMatters #PPPDoneRight
#WhenPPPsWork #AustraliaInfrastructure #MajorProjects #GlobalInfrastructure #PublicPrivatePartnership #Infrastructure
#PPPProjects #ProjectFinance #InfrastructureDevelopment #VicenteValencia

The PPP That Wasn’t Supposed to Work  (But Did)

Not every project should be a PPP.
And that’s exactly why PPPs work.

The model is not a magic wand. It’s a strategy.
A very powerful one — when used on the right project.

But too many governments treat PPP like a political slogan.
“Let’s do it as a PPP” — without understanding what makes a project suitable in the first place.

A successful PPP isn’t just about private financing.
It’s about complexity, long-term outcomes, integration, risk transfer, innovation.

Get it right, and PPPs deliver better value for money, higher quality, and fewer headaches for the taxpayer.

Get it wrong, and you end up with lawsuits, cost blowouts, and headlines that kill the entire program.
—
Want better PPPs?
Start by saying “no” to the wrong projects.
That’s how the right ones thrive.

#PPPProjects  
#InfrastructureStrategy  
#PublicPrivatePartnership  
#RiskTransfer  
#ProjectFinance  
#InfrastructureLeadership  
#GovernmentProcurement  
#ValueForMoney  
#InfrastructurePlanning  
#BrutallyHonest

PPPs are not a silver bullet

Lawyers Paradise - 7 years late, 3x the cost... and a city full of lawsuits

When PPPs go wrong, it's fireworks. 

To those saying that I'm too optimistic and supportive of PPPs... transport yourself with your imagination here: 

Edinburgh, Scotland.
Mid-2000s.

A shiny new tram network was promised.
Fast, green, world-class transport across the city.
Greta was not born yet… but she could be smiling for ours to a project like this. 

The vehicle?
Of course… 
A complex PPP scheme led by Transport Initiatives Edinburgh (TIE) with multiple contractors, including Bilfinger Berger and Siemens.

Signed in 2006.
Cost? £375 million.
Opening date? 2011.

What actually happened?
Endless disputes between the public agency and the private contractors.
Construction delays so bad that people literally forgot the city was supposed to have trams.
Streets ripped up for years, paralyzing local businesses.
Costs ballooned to £1 billion — almost 3x the original.

Lawyers paradise… Who sued who?
Contractors sued the public agency for design changes and late payments.
The public agency threatened to sue the contractors for cost overruns and missed deadlines.
Residents and businesses started separate lawsuits over lost income and disturbance.

2014 — The first line finally opens.
Seven years late.
One single line instead of the full network.

The political fallout?
Heads rolled.
Public trust in PPPs collapsed.
Edinburgh became a punchline for bad project management across Europe.
Great was born… unhappy.

Brutal lessons:
If the project scope isn’t 100% locked before signing, you're building a time bomb.
Multi-contractor PPPs need wartime-grade governance, not PowerPoint slides.
Political wishful thinking kills delivery discipline.
Litigation isn't a risk; it’s a certainty when your contract is a mess.

Moral:
 If your project needs seven years of excuses, lawsuits, and triple the money,
 you didn’t build infrastructure.
 You built a monument to failure.

#PPPs #Infrastructure #PublicPrivatePartnerships #ProjectManagement #Risk #Construction #Edinburgh

The PPP Where Delay Became a Lifestyle

Based on several painfully true stories

This is what happens when you become too creative in #PPP Contracts. 

The lawyers were billing by the comma.
The KPI spreadsheet had 327 indicators.
Teams scaping to a Caribbean island just in case... after signing and getting bonuses, of course. 

Don’t confuse complexity with intelligence.
Bankability beats bureaucracy. Every. Damn. Time.
Read it here.

#PPPProjects  
#Infrastructure  
#ProjectFinance  
#PublicPrivatePartnership  
#ProcurementFails  
#LeadershipLessons  
#ConstructionHumour  
#RiskManagement  
#BrutallyHonest  
#VicenteValenciaStyle

View newsletter: The Antagonist Selection

(Based on several painfully true stories) We were days away from financial close. Everyone was exhausted. The lawyers had been billing by the comma. A

Open article: The 74th Version of the Unsignable PPP Contract by Vicente Valencia • 2 min read

The 74th Version of the Unsignable PPP Contract

If you only work when you feel like it, enjoy being broke.

Winners don’t rely on hype, coffee, or a Tony Robbins video.
They rely on habits. 
On showing up. 
Every. Damn. Day.

Motivation is a mood.
Discipline is a decision.

Most people chase feelings.
High-performers chase outcomes.

The ones who succeed?
They don’t “feel like it.”
They do it anyway.

—
Brutally honest: You don’t need more inspiration.
You need more reps.
#DisciplineBeatsMotivation
🔥 Want to win? Start showing up when no one’s watching.

#DisciplineOverMotivation 
#BusinessMindset 
#HighPerformance 
#LeadershipTruths 
#SuccessHabits 
#EntrepreneurMindset 
#DailyHabits 
#ExecutionMatters 
#NoExcuses 
#BrutallyHonest

Discipline beats motivation

Two strong egos walk into your project.
One wants to win. The other wants to be right.
You want the job done. Guess who loses?


Dear project managers and executives:
You are not paid to referee ego wars.
You are paid to protect outcomes.

If you're witnessing a standoff between two inflated egos, do everyone a favor:
Remove them both—or at least the one you can control.

Will it feel disruptive? Yes.
Expensive? Maybe.
Unfair? Possibly.

But trust me... it’s a bargain compared to the cost of keeping them around.

Look. 

I've seen projects lose millions because someone had to be right.
I’ve seen teams break, timelines collapse, and reputations tank—
Not because of risk or complexity...
But because no one had the guts to pull the ego out of the room.

Leadership is about subtraction.
Sometimes, the best move is cutting the wrong person at the right time.

----------------------------------
Seen this play out before?
Drop your favorite “ego vs execution” war story in the comments.

#Leadership #ProjectManagement #PPP #ExecutiveWisdom #ConflictResolution #TeamDynamics #EgoKills #SmartLeadership #ProjectFailure #BusinessLessons #PPP #VicenteValencia

Egos war

Ever seen a power plant that worked for just five days? Welcome to Nandipur.

When a PPP project fails within five days of operation, you know something went terribly wrong.

The Nandipur Power Project was envisioned as a solution to Pakistan's energy crisis. However, its destiny was failure. 

No Business Plan
Unrealistic Risk Transfers
Land Not Available
Some Ministers upset about the Project
Absence of Legal Framework 

How the ***** did they proceed with a PPP?

Well.. The result? More about the story?

Just keep reading. 

#PPP #Infrastructure #ProjectManagement #RiskAssessment #PublicPrivatePartnership #MegaProjects #Construction  #Engineering
#GovernmentPolicy #EconomicDevelopment #ForeignInvestment #PublicProcurement #Tendering #ProjectPipeline #InfrastructureFinance #GlobalMarkets

Ever seen a power plant that worked for just five days? Welcome to Nandipur. With all my respects and ingenuity… The Nandipur Power Project in Pakista

Open article: PPP Chronicles: The Nandipur Power Project Debacle by Vicente Valencia • 2 min read

PPP Chronicles: The Nandipur Power Project Debacle

Algunas publicaciones envejecen muy mal, y demasiado rápido.

Ha bastado un único suceso iniciador —todavía por esclarecer— para desestabilizar la red eléctrica, desconectar buena parte de la generación solar y eólica (que en ese momento aportaban el 78% de la producción) y precipitar con ello la caída de todo el sistema.

La falta de generación síncrona —con la mitad de la potencia nuclear parada por precios bajos e impuestos abusivos, sin apenas ciclos e hidroeléctricas— ha dificultado estabilizar la red y evitar el apagón.

La generación síncrona aporta inercia y capacidad de respuesta instantánea frente a perturbaciones. Con más generación síncrona en servicio, la red habría tenido más resistencia frente al fallo inicial y habría sido mucho más probable contener el desequilibrio sin que se produjera el colapso.

Como ha quedado patente y se ha advertido muchas veces, cerrar las centrales nucleares es un suicido energético.

NOTA
A la publicación en X de Red Eléctrica que muestro en la captura, del pasado 9 de abril, respondí de la siguiente forma:

El informe anual financiero de REE, realizado por Ernst & Young, reconoce riesgo de apagones en España tras el cierre nuclear.

«Mayor dificultad en la operación del sistema: reducción de potencia firme y capacidades de balance y mayor riesgo de incidentes la operación que puedan afectar al suministro. Esto conlleva a posibles impactos en la reputación.»

📖 Informe número 20462 con fecha 26/02/2025 publicado por la Comisión Nacional del Mercado de Valores (CMNV). https://lnkd.in/dmF_y6FD

graphical user interface, text, application

Taplio

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