Collections Ninja | Simplifying AR | Turning CPG Invoices into Cash Flow

At Collections Ninja, we redefine the way high-growth CPG brands manage their Accounts Receivables. 

Our mission is to convert your invoices into a robust cash flow, fueling the growth and success of your brand. 

We are not just advisors; we are partners in your journey, committed to safeguarding your financial health and amplifying your potential.

Welcome to Collections Ninja, where we blend financial expertise with a passion for CPG brands. 

Our team, led by Raffy Garcia, is dedicated to transforming the Accounts Receivables process, turning a routine financial function into a strategic asset.

We specialize in optimizing AR processes, safeguarding against losses, and ensuring that invoices translate into tangible cash flow. 

Our approach is tailored to each brand's unique needs, ensuring solutions that are not only effective but also resonate with your company's vision and mission.

Our values of support, integrity, and perseverance are at the core of everything we do. 

We engage with CPG founders as more than service providers; we are loyal customers, advocates, and partners in your growth. Connect with us to explore how we can turn your financial challenges into opportunities for success.

As the Founder and Chief Advisor at Collections Ninja, I provide strategic guidance and expert advice in transforming Accounts Receivables for Leaders in high-growth CPG brands.

Founder & Chief Advisor

~Pourri

Revolutionizing Pourri's Financial Landscape: $9.4M Recovered and Over 90 Days Past Due Reduced to Under 5%!

Introduction:
Our eight-month journey with Pourri marked a true financial transformation. We overcame challenges, achieved monumental results, and empowered their AR team for lasting success. Here are the biggest wins:

Biggest Wins:

    1. Massive Recovery: Closed invoices totaling $9.4 million, constituting a staggering 92.44% of total AR.
    2. Over 90 Days Past Due Triumph: Reduced from 21% to under 5%, saving potential losses.
    3. Doubled Cash Flow: Achieved by doubling the average weekly AR Aging.
   4.  Empowered Team: AR team is now well-prepared to maintain the progress and drive consistent cash flow.
    5. Billing Precision: Addressed billing and invoicing errors for long-term stability.

This partnership exemplifies the power of effective AR management, showcasing how collaboration can drive transformative results. 

Pourri is now primed for continued success in their AR operations. 💼📊

Case Study: Transforming Accounts Receivable for Pourri

Kitsch

Beyond Boundaries: Kitsch's Accounts Receivables Revolution – Learn How I Skyrocketed Collections and Banished Past-Due AR Blues!

As an AR Collections & Clean Up Consultant, I've successfully collaborated with clients like Kitsch. 

During this time, I spearheaded the restructuring of their Accounts Receivables Department, implementing standardized processes, improving collection rates, reducing past-due AR, and enhancing AR aging balances. 

My expertise extends to managing AR for E-commerce businesses, reconciling customer names across systems, and training teams for more efficient AR management. 

With a proven track record, I can bring these accomplishments and skills to benefit your business as well.

Restructured and rebuilt the Account Receivables Department. 

Created SOPs for new processes, the standardized Cash application process, and proper remittance backup and storage management.

Oversight and focused on AR Collections and multi-year-old past due open invoice cleanup. 

Developed and created internal controls within AR and EOM closing and reporting.

Increased Collections rates and decreased past-due open AR across all accounts.

AR Customer Name management and reconciliation across two separate systems.

Oversight and management of Cash application for E-commerce Faire.com businesses.

It increased AR Aging Balances to over 75% current from a low 50% in under six months.

Decreased Past Due AR over 60 days and greater to below 10%

Transitioned team members and crossed trained them to more efficient AR management & collections standards.

Oversight over Faire.com Billing & ALL AR customer Billing for accurate Monthly revenue reporting and recording.

Manganed Invoice Creation and revenue billing for E-commerce businesses.

Cash Boost: Kitsch's AR Transformation Unveiled!

Speedo

As the Accounts Receivable (AR) Collections Supervisor, I am part of the regional Finance structure in North America. In addition to serving as a primary contact to our customer base for all cash collections in the US and Canada, I play a part in setting up the function of SAP operating procedures. 

l am “hands-on” at both operational and business levels, with a shrewd focus on understanding and explaining the story behind the customer’s open debt with a focus on converting sales to cash.

HOW I MAKE A LONG TERM IMPACT:
•	Full ownership of the AR ledger to optimize the sales to cash conversion for our brands within North America
•	Lead team of 3 collection Specialists 
•	Responsible for monitoring and maintaining assigned accounts – customer calls, reconciliations, prepayments and if necessary, assisting clients with discrepancies and resolving short payments
•	Collection calls and/or correspondence (emails) in a fast-paced goal orientated collections department
•	Providing customer service regarding credit & collection issues, process credit cards, refunds if necessary, submit and review account adjustments
•	Accountable for maintaining aged debt targets at or above our target
•	Enlist the efforts of sales when necessary to accelerate the collection process
•	Ensure all invoices are properly transmitted to customers (virtual mailroom, customer portal or print to post)
•	Support in opening new customer accounts
•	Processing Credit Card Payments
•	Assist in month-end close duties (e.g., bad debt & charge-back reporting, month end aging with comments)
•	Daily run of the credit hold report – release credit worthy customers and send out reporting to brand managers to be reviewed
•	Weekly and Monthly Reporting of collection and credit issues to the wider business 
•	Support in reviewing the B2B forward order book report on a quarterly basis to address potential credit issues

AR Collections Supervisor

Cremo Company

During my tenure at Cremo Company, overseeing Accounts Receivable Team operations, we addressed key financial challenges:

Challenges:
Cremo faced overdue accounts receivable, inefficient billing, and cash flow issues. My role aimed to optimize AR operations.

Roles and Responsibilities:
My multifaceted responsibilities included:

    Team Leadership: Guiding daily AR Team activities aligned with our objectives.
    Financial Forecasting: Ensuring accurate cash flow through daily AR cash forecasts.
    Reporting Excellence: Producing vital reports, disseminated to Sales, Finance, and Operations Teams.
    Collections Mastery: Overseeing collections, cash application, and account reconciliation.
    Chargeback & Bad Debt Management: Minimizing financial losses by managing chargebacks and bad debt.
    Process Optimization: Implementing efficient process improvements across AR operations.
    Collaboration: Ensuring billing accuracy and revenue recognition through close collaboration with the Operations Team.
    Account Analysis: Conducting comprehensive account analyses for AR, bad debt, and open AR credits.
    Policy & Procedure Development: Creating and maintaining department policies and procedures for compliance.
    ERP System Enhancement: Identifying and implementing efficiency opportunities within the ERP system.
    Financial Auditing: Completing required AR audits and supporting Controller in financial audits.
    Controls & Compliance: Developing and maintaining company controls and ensuring financial compliance.

Results:
Our collaborative efforts delivered:

    Reduced outstanding AR, enhancing cash flow.
    Minimized chargebacks and bad debt, preserving stability.
    Improved process efficiency and accuracy, reducing operational costs.
    Strengthened compliance and controls, mitigating financial risks.
    Streamlined financial reporting, providing critical insights.
    Enhanced cross-functional collaboration, fostering shared responsibility.

 Case Study: Optimizing Accounts Receivable As the AR Supervisor

-Key team member in Collections of one key account: Past Due AR Aging of $1.1MM down to $94K in under 4 months
-Key team member in collections with one of our top accounts: researched, compiled, analyzed, sorted remittance detail with thousands of data rows
-Payment of over $900K received was tasked with cash application and disbursement of funds across several hundred partially open invoices

-Collections Overall: Cleaned up several accounts with AR Aging dating back to 2017, 2018, was successful in collecting and resolving partially paid invoices

-Ownership of Key accounts from an AR Collections to Disputes cycle - Matching Tradespend and payments with proper backup documentation through several portals and formats.
-Build and Manage AR Directory
-Clean up of Accounts: Researched and validated Partially and 100% open Outstanding AR, created  Credit Memos (CM) to clean up partially open invoices that had valid deductions and trade spend related chargebacks, previously not cleared and applied

-Collections with OPS/Billers: working with Ops to get contacts and EDI invoices for collections that resulted in us collecting on our receivables
-Increased check deposits from once a week to twice a week, getting paid faster.
-Decrease DSO
-Daily posting of payments from customers along with the new process for Payment Application and CM creation and Process Flow
-Compiled list of customers that we are ready to start changing to ACH project
-Updating Remittance Address for all customers to HQ streamlining this process
-AR/Ops working together – making sure EDI invoices are showing up in Customer’s Portal for Timely Payments
-Researching OTIF/Compliance & Shorts/ filing claims, creating processes and finding efficiencies within current customers under my care
-Assist with Company and bank Audits
-Setting up new SOPs for current tasks and obligations 
-Weekly Reporting of Sales & related business standing reports

AR Collections Specialist 

Sambazon

In charge of managing and reconciling key account deductions and bring them to a resolution. Also, hands-on with all collections and keeping accounts to current balances. I ensure DSO for the company improves over time and implement the proper procedures to help run the department efficiently and with a high level of customer satisfaction. I have the primary responsibility for the management of receivables for Sambazon.
 
Key Responsibilities:
• A/R Collections related to all Natural Channel accounts, and other key accounts, as assigned.
•Processing of all cash receipts sent to Sambazon's Lockbox via check, wire, and ACH, as well as processing of cash and credit card payments, and the periodic deposits made direct to our local branch.
•Analysis and validation of chargebacks from assigned customers, and application of their corresponding credit memos into SAP system. On occasion, will require refuting of invalid deductions.
•Verify the credit history of new customer accounts, and enter new accounts into SAP.
•Work closely with Operations staff, as necessary, to obtain POD documentation; resolve any invoicing issues related to assigned customers; and to cut off shipments to non-paying accounts, when applicable, upon approval by A/R Manager.

Deduction Management:
•Managing and reconciling open chargebacks/disputes/short payments on accounts receivable 
•Resolving customer disputed deductions pertaining to pricing, bill backs, damages/shortages claims, etc. 
•Full understanding of customer’s and company’s operations (i.e. customer’s portals, company’s process/procedure etc.) to efficiently resolve authorize or un-authorize deductions 
•Following credit memo coding guidance to record proper account on credit 
•Work closely with Customer Service and Sales to set up new customers, credit limits, and ensure proper finance documentation loaded into the system 
•Proactively manage credit holds, and communicate effectively with Customer Service, Sales, and Customers

Accounts Receivable Specialist

As the Accounts Receivable Clerk I have primary responsibility over the monitoring and processing of collections, deposits, and deductions for key customers that Sambazon conducts business with.

MAJOR JOB RESPONSIBILITIES
•	Collections and processing of payments from key customers in SAP. Includes, but not limited to, the negotiation of payment schedules when necessary.
•	Analysis and validation of chargebacks from key customers. On occasion, will require refuting of invalid deductions.
•	Conduct customer credit checks
•	Monthly AR related reports
•	Perform other duties as needed or directed by AR Manager.

-  key team member in maintaning our Natural Trade Spend Report for deduction validation and Monthly Trade Spending Reporting to Sales Directors, along with the Marketing Department and Head of Sales Team

- Natural Trade Spend Report cut our Deduction validation process from 3-4 hours down to 1 hour
- Natural Trade Spend Report is an ever growing Excel database Based reporting system, built from scratch consisting of (formulas, functions, and pivot tables) very comfortable working with Excel
- Key Natural Channel Accounts were cleared and brought up to date in Outstanding open Invoices by validating and clearing $300k+ in open deductions that were pending verification  

- Full ownership for payment processing and application to customer accounts received via LB,ACH, Wire transfers to all company customers.

- Analyzed and processed request for trade references and credit checks for new customer setups and payment terms, very comfortable evaluating credit worthiness of potential new customers 

-Maintained Customer Database in the ERP System along with setting up new customers

- Responsible for Cash Applications the complete cycle of payments and deduction validation for Key Accounts in our Natural Channel of business.

- Helped Streamlined and make more efficient our Deduction process in terms of organization and easy access to backup when needed

Accounts Receivable Clerk

As the Trade Shipping Coordinator I was accountable for handling and managing the shipping of company materials and products to the Sambazon Sales & Marketing team, Coordinate Trade events, setup and delivery of  as well as all consumer orders taken over the internet or phone in accordance with the guidelines, policies and procedures outlined by the company.


•	Meet/exceed internal and external customer expectations for shipments of company materials (samples, POS, etc) and company products to internet and phone customers.
•	Create the Monthly Internet Sales Report for Hector to Process and Invoice correctly
•	Process Sales Samples & POS Resquests in SAP for Cost Consumption
•	Actively look for Better Rates on Shipping Supplies: Uline,Delta Styrofoam Boxes 
•	Help The Warehouse Manager unloading product for warehouse placement
•	Manage and Ship Amazon.com Orders, Create PDF Files for East & West Coast Shipping
•	Update Both Internet and Amazon Tracking numbers
•	Process Consumer Shipments
o	Process order data into process spreadsheet
o	Internet & Phone order fulfillment – package shipments
o	Coordinate and prepare East Coast orders
o	Print Packing list
o	Provide tracking information to customers
o	Shopping Cart Reconcile process
o	Credit Card processing/Refunds/cancellations
•	Process Internal Sales/Promotional/Marketing Shipments
o	Process and the Fulfillment of all POS requests
o	Prepare, pack and ship Sales/Marketing Kits and Packages – POS, New Store, Broker, Direct Sales, PR and Demo kits
o	Fulfillment of products as samples to various sales/industry persons
•	Respond/Resolve customer service shipping issues on a timely basis (within 24 hours) via the phone or e-mail.
•	Process returns within company guidelines.
•	Provide International shipping quotes – assuring that customer is responsible for any and all importation fees or duties.
o	Provide shipping quotes
o	Prepare invoices and other required shipping documents
o	Coordinate shipment pick-up

Promoted: - Trade Shipping Coordinator

As the Shipping Coordinator I was accountable for handling and managing the shipping of company materials and products to the Sambazon Sales & Marketing team as well as all consumer orders taken over the internet or phone in accordance with the guidelines, policies and procedures outlined by the company.

- Grew revenue from our PayPal international customers by $10297
- Increased conversion of international product quotes to 8 out of 10 converting into sales
- Increased international customer Retention and reorders resulting in $4327 in additional sales
- Key member in team for reducing shipping supply cost by $2358 yearly
- Increased our Address verification & shipping Accuracy by 4% to 99% accurate deliveries
- 99% shipping accuracy resulting in $1123 savings from UPS Address Correction  Fees
- Accountable for the shipping of all consumer orders taken over the internet & phone
- Provide international shipping rates and fulfillment of international samples.
- Effectively ship all company materials and product request for the sales & marketing teams
- Process all sales request via Sales Force and POS request
- Sort customer orders into spreadsheets for East & West Coast Shipping Fulfillment

Shipping Coordinator

Imaging Plus, Inc

• Experience in Distribution Center configuration with Warehouse Management software
• Certified Industrial Truck Operator License (sit-down, stand/Up, Electric Pallet Jack)
• Responsible for the organization/maintenance of Warehouse and storage areas
• Administer the Drop Ship program
• Manage relationships, process inbound invoices and negotiate discounts with all carriers (Allstates World Cargo, UPS, U-line etc.)
• Manage physical inventory process (counts, cycle counts, etc.)
• Coordinate, administer, and monitor all outstanding POs and inbound shipments from vendors/suppliers
• Responsible for overall movement of merchandise-receiving and transferring
• Develop and implement strategic goals and action plans for the Warehouse Department
• Responsible for maintenance of office and packing supplies
• Completed projects within the requested time frame
• Responsible for processing/shipping phone orders
• Administer back-orders to maximize fill upon arrival
• Responsible for processing/shipping orders through FedEx & UPS
• Worked closely with management to ensure adequate inventory levels were maintained

Shipping & Receiving

Paragon Luggage Inc

• Responsible for All Inventory &amp; Equipment in a 56,100 SF Warehouse &amp; Office Building
• Experience in Distribution Center configuration with Warehouse Management software.
• Completed projects within the requested time frame
• Certified Industrial Truck Operator License (sit-down, stand/Up, Electric Pallet Jack)
• Responsible for organization and maintenance of Warehouse and storage areas
• Responsible for overall movement of merchandise-receiving and transferring
• Manage relationships, process inbound invoices and negotiate discounts with all carriers (FedEx, UPS, U-line etc.)
• Coordinate, administer, and monitor all outstanding POs and inbound shipments from vendors/suppliers.
• Administer the Drop Ship program
• Manage physical inventory process (counts, cycle counts, etc.)
• Develop and implement strategic goals and action plans for the Warehouse Department.
• Responsible for maintenance of office and packing supplies
• Administer back-orders to maximize fill upon arrival
• Responsible for processing/shipping phone orders
• Responsible for processing/shipping orders through FedEx &amp; UPS
• Works closely with management to ensure adequate inventory levels are maintained.

Assistant Warehouse Manager

BabyStyle, Inc

• Help customers select their purchases
• Knowledge of retail merchandising and product flow techniques
• Build loyalty with customers.
• Decrease store shrinkage by researching inventory discrepancies, and reporting suspicious activities to loss prevention specialists
• Organize the stock room &amp; warehouse, and ensure that accurate labeling, logical placement, neat arrangement, and cleanliness were maintained
• Assist in other store functions as needed
• Other duties include cashier
• Provided outstanding customer service
• Kept all stations clean, stocked and organized
• Willingness to learn and take direction.
• Adhere to all Company policies, procedures and practices.
• Unpack received goods; placement of product on selling floor.
• Verify accuracy of shipment.
• Ensure that each customer receives outstanding service by providing a friendly environment, which includes greeting and acknowledging every customer 
• Maintaining solid product knowledge and all other aspects of customer service.
• Maintain an awareness of all promotions and advertisements.
• Assist in floor moves, merchandising, display maintenance, and housekeeping
• Assist in processing and replenishing merchandise and monitoring floor stock.
• Aid customers in locating merchandise.
• Communicate customer requests to management.
• Assist in completing price changes within the department.
• Participate in year-end inventory and cycle counts.
• Assist in ringing up sales at registers and/or bagging merchandise.
• Any other tasks as assigned from time to time by any manager.

Stock & Sales) Associate

Wahoo's Fish Taco

• Supervise Working Conditions in accordance with policies and procedures.
• Train and coach employees.
• Conduct employee performance reviews.
• Responsible for shift schedule to include: work station assignments/rotations, employee training, employee vacations, 
employee breaks, overtime assignment, back-up for absent employees, and shift rotations.
• Coordinate Operation startups, shutdowns, and changeovers.
• Coordinate with Human Resources for appropriate staffing levels.
• Schedule and conduct shift meetings.
• Responsible to meet shift production goals.
• Responsible for quality control. Make adjustments as necessary during shift to best provide best Customer Service 
• Communicate with other Shift Supervisors and Manager.
• Ensure a clean and safe work area.
• Complete shift paper work.
• Assist in Customer Service as necessary.
• Other duties as assigned.
• Setup work station
• Counted and balanced register at beginning and end of shift
• Helped guests with placing their orders
• Provided outstanding customer service
• Kept all stations clean, stocked and organized

Server Cashier

Converting Invoices to Cash for CPG Leaders: Your AR, Our Expertise

I'm Raffy Garcia. 

Passionate about CPG brands, I specialize in Accounts Receivables transformation to drive growth. 

In my tenure, I've overseen cash flow management for companies with revenues from sub $30M to over $500M, playing a crucial role in their financial scaling and success.

My Approach:

Beyond managing invoices, I build strategic financial solutions aligned with CPG brand visions.

Core Values:

At the core of my professional ethos are the values of support, integrity, and perseverance. 

Testimonials:
🗣️ What industry experts say about working with me:

    Matt Kowalec, COO, CFO, CEO Advisor & Board Member:
    "Extremely pleased with the results...Raffy makes significant progress quickly."
    A journey of impactful learning with Matt.

    Arin Beltran, Accounts Receivable Specialist at ~Pourri:
    "Raffy's adaptability and positive attitude stand out."
    Showcasing adaptability and teamwork with Arin.

    Brett La Tourette, Accounting, Leadership & Operations:
    "An extremely talented person with a unique team-oriented approach."
    Gained invaluable insights under Brett's leadership.

    Oliver Kirya, Collaborative Financial Business Partner:
    "Raffy was eager to take on new challenges...a star in Accounts Receivable."
    Instrumental growth with Oliver's perspective at Sambazon.

    Matthew Biggins, CEO & President at Cremo Company:
    "Raffy stepped up to the challenge...an invaluable team member."
    Pivotal career experience with Matthew's guidance.

    Jim Harrington, Entrepreneurial CMO:
    "Raffy is a collections ninja...improved our company's profitability and cash flow."
    Masterclass in finance and brand strategy with Jim.

    Eric Munsayac, Strategic Category Management Expert:
    "Raffy helped me understand their business...very easy to work with."
    Fulfilling knowledge-sharing experience with Eric.

    Kadeem Hinton, MS, CFS, Food Scientist:
    "If passion and tenacity are what you're looking for, look no further."
    Inspiring journey in dedication with Kadeem.

    Ly Ung, Advisor:
    "A consummate professional and tireless learner...the best hire I have made."
    Ly's mentorship at Sambazon was a cornerstone in my growth.

    Mary Martinez (Morris), Balanced Financial Leader:
    "Raffy: responsible, dedicated, detail-oriented, passionate."
    Shaped my financial leadership under Mary's guidance.

Connect With Me:

CPG Founders & Stakeholders ready for transformative growth: Connect with me to align your financial strategies with integrity, support, and perseverance.

Rafael Garcia

Vicente Valencia

VILENTIA

Unfiltered advice about PPP and Infrastructure. 
PPP Training and Coaching
SPV Management and Advice
Strategy, Bids, Market Lead Proposals and much more.

Founder

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

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

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

🤔 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.

Behind the glamour of billion-dollar infrastructure projects lies a harsh reality: not all succeed... They failed or they were short in delivering what they promised. 

Here you are: 

🚧 15 PPP Projects That Failed and Why 🚧

From political turmoil to flawed traffic forecasts, explore the cautionary tales of PPPs from Spain, Australia, the USA, and beyond.

💡 Swipe through to discover the lessons these failures teach us about risk management, accurate forecasting, and the importance of well-structured contracts.

Lots of learnings for governments, bidders, contractors, lenders and advisors.


#InfrastructureFailures #PPPProjects #ProjectManagement #PPP #NewZealand #LessonsLearned #PublicPrivatePartnerships #RiskManagement #GlobalProjects #ConstructionInsights #PPPChallenges #SmartContracts #pipeline

PPP Executioner | Helping PPP Professionals, Agencies and Equity Providers to market and deliver better PPP Projects | Join the PPP MOVEMENT for Infra tips and stories. Click in My Newsletter

15 PPP Projects that did not deliver

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.

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

PPP Executioner | Providing Clarity to PPP Professionals, Agencies and Equity Providers | Join the PPP MOVEMENT for Infra tips and stories. Click in My Newsletter

The 15 Commandments of the PPP Movement

🚧 The Top 10 PPP Projects to Watch in 2025 🚧

Love to be back from holidays... and what would be a better start than this post?

Remember. 

Infrastructure shapes the future, and Public-Private Partnerships (PPPs) are at the heart of delivering the most transformative projects worldwide.

In this carousel, I’ve highlighted 10 major PPP projects that stand out in 2025:

🌍 Spanning continents from Africa to Asia, Europe, and the Americas
💰 Representing billions in investment and innovation
⏳ Promising milestones, big challenges, and lessons for the industry

Whether you’re tracking aviation, transport, or urban development, these projects are setting benchmarks for collaboration between governments and the private sector.

🛠️ Curious which projects made the list? Swipe through to discover the top 10 and why they matter! 

And for my friends in #NewZealand... No. The Northern Corridor is not there yet... I'm looking forward to hearing some news!!!

✨ Did I miss any other? Share your thoughts in the comments—what’s the #PPP project you’re keeping an eye on this year?

#InfrastructureDevelopment
#PPPProjects
#PublicPrivatePartnership
#SmartInvestments
#GlobalInfrastructure
#RealEstateTrends
#UrbanDevelopment
#ProjectFinance
#ConstructionInnovation
#SustainableInfrastructure
#EconomicGrowth
#TransportInnovation
#MegaProjects
#InfrastructureInsights
#GlobalGrowth

Top 10 PPP Projects to Monitor this 2025

AMAZING FRIDAY. 
I still heard today someone thinking that PPPs are about “privatising the public.”

Wrong. Simply wrong... and not just because some people still don't understand PPPs as delivery method. 

PPPs are about accountability.
About delivering on time and on budget.
About getting real outcomes, not excuses.

When a project is 3 years late, 40% over budget, and falling apart after 5 years...
What’s the alternative?
Keep doing it the old way?

The truth?
Some public agencies, consultants, contractors, subbies fear PPPs not because they fail…

But because they expose failure. They break status quo. 

Think about it!

#PPP #Infrastructure #PublicPrivatePartnership #Construction #ProjectManagement #Accountability #BigProjects #PPPNZ #InfraStrategy

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.

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

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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

Why do PPPs fail?
Not because of “complexity.”
Not because of “market conditions.”
And definitely not because “it was unforeseeable.”

The real reasons repeat.... 
Over. And over. And over.

Risk pushed to the wrong side.
KPIs that punish instead of perform.
Bureaucrats negotiating with Excel instead of brains.
Everyone says lessons were learned.

But somehow, the next project looks suspiciously familiar.
Here are the 20 real reasons PPPs fail.

#PPP #Infrastructure #PublicPrivatePartnership #ProjectFinance #Construction #Procurement #Leadership #RiskManagement #PPPProjects #LessonsLearned

In a recent interview, an expensive consultant… those that charge you for their offices in the middle of Manhattan and all the MBA fees of the Ivy Lea

Open article: The causes of PPP failure by Vicente Valencia • 3 min read

I like saying that many PPPs don’t fail in construction.
In fact, they tend to fail much earlier.
In meeting rooms full of PowerPoints, optimism, and zero understanding of risk.

In this case, the government tried to transfer every single risk to the private partner… and killed the project before it was even born.

A great case study from Kenya:
A highway that should have been a PPP,
but died in the “market sounding” phase…
and then cost twice as much when delivered traditionally... plus time and reputation lost.

Take a look. 
It’s a story about what happens everywhere when people confuse risk transfer with avoiding responsibility.

And don't get me wrong. 
This project at the end was successful. But this is not what the article is about. 

By the way, have you seen a PPP collapse because the risk matrix was a suicide note?
Comment below. 

_
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#PublicPrivatePartnerships #Infrastructure #PPP #ProjectFinance #RiskTransfer #Construction #Procurement #ValueForMoney #RiskManagement #AfricaInfrastructure #Kenya #Transport #PPPFails #LessonsLearned #Megaprojects #Leadership #Government #Engineering #Policy #InfrastructureDevelopment

“We want a PPP… but we don’t want to take any risk.” That scream comes from the public and private sectors alike… And every time I hear that, I alread

Open article: Let's transfer all the risks by Vicente Valencia • 3 min read

Most PPP failures don’t happen on the road.
They happen on the spreadsheet.

Mexico learned this the hard way in the 90s…
when an entire highway PPP program collapsed under the weight of unrealistic traffic projections, insane risk transfer, USD-denominated debt, and a peso that decided to self-destruct overnight.
Twenty-three concessions.
Bankrupt.
Gone.
Hasta la vista amigos!

Take a look to one of the biggest PPP meltdowns in Latin America… and why the same mistakes still show up today in developing countries.


Curious:
Do you think governments and lenders have really learned the lessons?
Or are we still pretending optimism is a risk-mitigation strategy?

_
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#PPP #Infrastructure #ProjectFinance #PublicPrivatePartnerships #Mexico #Transportation #Megaprojects #RiskManagement #LatinAmerica #TequilaCrisis #Construction #ValueForMoney #Policy #Government #Engineering #LessonsLearned

You know that moment when a government says: “We’re launching a massive PPP program.” Or… “We are going to partner with the private sector to build ro

Open article: The Tequila Crisis by Vicente Valencia • 3 min read

Everyone talks about “value for money.”
Nobody talks about scope for money.

Because when the scope is a guess, the only certainty is that someone’s getting rich fixing it later.

Sydney’s light rail PPP proved it.

The contract had grey areas. 

The ground didn't. It had many other things. 

What Happens When the Scope Is a Guess... enjoy. 

#PPP #Infrastructure #PPPHorrorStories #PublicPrivatePartnership #Procurement #InfrastructureFinance #PPPs #Australia #PFI #ValueForMoney #InfrastructureLessons #VicenteValencia

Early brief: “Deliver a shiny new light rail through Sydney’s CBD. Easy. Everyone loves trams.” Translation: scope unclear, assumptions heroic, risks 

Open article: What Happens When the Scope Is a Guess by Vicente Valencia • 2 min read

Before 2010, their PPP program was a mess. 

Legal chaos, endless delays, and “risk transfer” strategies that only transferred confidence away.

But then… they stopped.
They listened.
They learned.
And the result?

The Mactan–Cebu International Airport became a model of how listening can build credibility, competition, and confidence.

This is the story of how a government that once terrified investors ended up delivering one of Asia’s best airport PPPs.

_
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#PPP #PublicPrivatePartnerships #Infrastructure #ProjectFinance #Philippines #MactanCebu #AirportPPP #ADB #IFC #RiskManagement #Procurement #Leadership #Government #Construction #Megaprojects #AsiaInfrastructure #ValueForMoney #LessonsLearned

You can find horror stories almost everywhere. Not just developed countries. And successful ones too… as it’s not rocket science. Before 2010, the Phi

Open article: After listening, they nailed it! by Vicente Valencia • 2 min read

How to make the other party to understand. 
This is one of the key problems that more often I receive on my desk. 
I always start by one question. 
“Have you talked to them?”. 
“Many times”.
“And…?”
“They don’t understand”
“Then, you have not dig enough” 
 
Yeah. 
This is a typical frustration. 
“How the other side can’t understand this”. 
 
Look. 
There are no miracles. 
But there are lawyers. 
They have the incredible capacity of grabbing people’s attention… specially through letters. 
They can also point out that your “crystal clearness” is not such. 
 
One of the advantages of using lawyers is that you must make the effort to explain to an alien what’s going on. 
 
But I leave that for another day. 
For today, think about that project where the other party does not understand. 
Then, click below. 
https://lnkd.in/gXuiU6Ux

PPP Executioner | Helping PPP Professionals, Agencies and Equity Providers to market and deliver better PPP Projects | Join the PPP MOVEMENT for Infra tips and stories

I loved this interview so much! Thank you Andy!

Vicente Valencia breaks it down: PPPs aren’t a magic fix, they’re a delivery model.

But when you’re dealing with large, complex infrastructure, the model works. That’s why countries building massive networks use PPPs consistently. We just need to use the right model for the right project and use it properly.

📌 From: Yarns with Andy – Episode 62
📌 Timestamp: 00:03:31

🔗 Watch full episode here: https://lnkd.in/gWpCjeem
🔗 Follow us: https://lnkd.in/gtrDfhHm

#PPPNZ #InfrastructureNZ #ConstructionIndustry #NationBuilding #DeliveryModels #BuildBetter #YarnsWithAndy

If your contract’s review procedure is vague, congratulations: you just built yourself a monthly dispute engine.

PPP practitioners obsess over risk matrices and financial models…

and forget that 60 monthly reports = 60 potential disputes.

This article shows you exactly how a poorly drafted clause can drag a project into years of micro-conflicts, wasted time, and silent budget bleed.

If you want the anatomy of a real failure scenario, the kind that never appears in government case studies, it’s here.

_
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#PPP #PublicPrivatePartnership #Infrastructure #InfrastructureProjects
#PPPadvisory #ConstructionManagement #ProjectDelivery #MajorProjects #RiskManagement #ContractManagement #InfrastructureFinance
 #TransportInfrastructure  #GovernmentProjects  #DisputeResolution
 #ProjectControls  #ProjectGovernance  #Procurement  #MegaProjects
 #EngineeringLeadership  #VicenteValencia

Imagine this. You’re the private partner in a PPP project. It’s month-end. Again. You draft your monthly report. You package the KPIs, the progress ph

Open article: 60 reports. 60 disagreements. 60 disputes. by Vicente Valencia • 1 min read

60 reports. 60 disagreements. 60 disputes.

The New York Times (1920)
“A rocket will never leave the Earth’s atmosphere.”
— The New York Times, editorial.

49 years later… 

“The Times regrets the error.”
— The New York Times, July 17, 1969 (the day after Apollo 11 launched)

1952 – Lee de Forest, a legendary and respected engineer, (Father of Radio)
“Man will never reach the Moon… Mortals must live and die on Earth.”

1956 – Sir Richard Woolley, Britain’s top astronomer.
“Space travel is utter bilge.”
— Sir Richard Woolley, Astronomer Royal, 1956

Twelve years after calling it “bilge”, Apollo 8 orbited the Moon and Apollo 11 landed on it.

1957 – Lee de Forest again (Associated Press)
(Yes, he doubled down… and was wrong twice.)

“They will never reach the Moon.”
— Lee de Forest, AP interview, 1957

This was an actual newspaper headline in 1957, by the way. 

1957 – Former Astronomer Royal, Sir Harold Spencer Jones
“Generations will pass before man ever lands on the Moon… and even then he won’t return.”
— Sir Harold Spencer Jones, 1957

Twelve years later:
Humans go, land, walk, take samples, take photos, return home, do interviews, and sign autographs.

1958 – Commander George Van Pelt (U.S. Navy). Director of missiles programme. 

“We are far closer to creating a robot that can think than to sending a man to the Moon.”
— U.S. Navy Commander G. Van Pelt, 1958

1958 – John Rinehart, Director, National Bureau of Standards. The top materials expert in the United States

“We are a long, long way from manned spaceflight.
Not in my lifetime, nor yours.”
— John Rinehart, 1958
 
1959 – Dr. Thomas Gold (cornell), Physicists and Astrophysicists. One of the most famous astrophysicists in the world at the time. 

“The Moon is covered in a deep layer of dust.
Any spacecraft would sink instantly.”
— Thomas Gold, 1959
 
NASA had to model the risk that the lunar module might ‘sink’ into the surface.
 The real outcome: the Moon had only 1–2 centimeters of firm dust

1961 – British Interplanetary Society internal memo

“A manned lunar landing before 1970 is a dream.
We simply do not possess the materials, computing power or propulsion technology.”
— British Interplanetary Society, 1961
 
1964 – The Royal Aeronautical Society (UK)

“Even if America reaches the Moon, returning safely will be beyond current engineering capability.”
— RAeS panel, 1964
 
1967 – After the Apollo 1 fire (pessimistic engineering groups)

“Human beings will not reach the Moon in this decade. The risks and engineering complexity have now surpassed what is achievable.”
— Multiple aerospace safety committees, 1967

1968 – French science magazine Science et Avenir

“There is less than a 10% chance the Apollo program will land a man on the Moon before 1975.”
— Science et Avenir, 1968
 
#Leadership #Engineering #Innovation #Mindset #ThinkBigger
 #MakeItHappen #Strategy #LeadershipDevelopment  #ProjectManagement #ComplexProjects

PPP Executioner | Helping PPP Professionals, Agencies and Equity Providers to market and deliver better PPP Projects | Real Estate Investor | Join 2k Subscribers for this Infra tips and stories

One of the most read posts of the year... the reason? It's so common... and so true!

Want to kill a PPP project slowly and painfully?

Just let the agency treat the design review like a control exercise.

Instead of validating risks, they turn it into a line-by-line approval process.

Instead of trusting the performance specs, they try to redesign the asset through comments.

And instead of letting the Independent Engineer lead, they flood the process with consultants who were never briefed on how PPPs actually work.

The result?
Confusion about who’s responsible.
Endless design iterations.
Delays. Claims. Resentment.
And a clear message to the private partner: we don’t trust you.

Let’s be clear: in a PPP, the public sector is not buying drawings.
It’s buying a service.
Delivered by an asset.
Maintained over 25-30 years.

The mindset has to shift.
From “we must approve everything”
To:
“We’ve transferred risk. Let’s manage outcomes.”

Until that happens, many PPPs will keep falling into the same trap:

Pretending it’s a traditional contract, while expecting extraordinary results.

#PPP  #PublicPrivatePartnership  #Infrastructure  #ProjectDelivery  #DesignReview  #RiskAllocation  #IndependentEngineer  #ConstructionContracts  #InfrastructureLeadership  #MindsetShift

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The Battle

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Vicente Valencia

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