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.

The model is not the failure. Execution is.

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

Founder & Director, Infra Advisors | Driving Innovation in Infrastructure

Metro Line 14 received zero bids. Honestly, not surprising.
PPP works when risk and reward are allocated fairly. It does not work when it becomes a way to move a difficult project off the government's plate. Private players understand the difference, and they act accordingly.

Urban metro projects in India have rarely been kind to private capital. Fares you cannot control, ridership you cannot predict, clearances that can change the entire calculus. Walking away from that is not hesitation. It is good judgment.
Infrastructure funds and lenders look for predictable cash flows and bankable structures. Regulated fares, uncertain ridership and environmental clearance risks do not offer either. The numbers do not close, and no amount of strategic intent changes that reality.
What is harder to ignore is that this has been seen before. The pattern is not new. Each unsuccessful bid process carries a real cost in terms of time, resources and delayed infrastructure that cities genuinely need.
The pivot to EPC makes sense. But the harder question is whether project structures are being evaluated honestly before they go to market. That is where the real work lies.

Hopefully, this time the lesson travels upstream.

#PPP #InfrastructureAdvisory #UrbanInfrastructure

If you’re interested about personal growth, you should read this, and of course, follow Matt Gray 

#personalgrowth

Founder & CEO, Founder OS | Proven systems to grow a profitable audience with organic content.

Being surrounded by the right people is the best hack for ultimate growth.

Your circle determines your ceiling.

Everything shifted when I found mentors who were 10x my level.

Their "normal" became my new baseline.
Their problems became my new targets.
Their thinking became my new standard.

Environment is stronger than willpower.

Here are 6 ways to upgrade your circle today:

1. Join Communities of High-Performers

Seek environments where excellence is the minimum standard, not the exception.

I've found that when you're the least accomplished person in the room, your growth accelerates exponentially.

High-performance communities create natural accountability that no app or system can replicate.

2. Attend Events Where Your Heroes Gather

The magic rarely happens during the presentations, it's in the lobby conversations, the dinners after, the unexpected connections.

I met one of my most influential mentors not during his keynote, but while waiting for coffee at an event I almost didn't attend.

Proximity creates possibility.

3. Create Value Before Asking

The moment you shift from "what can I get?" to "what can I give?" everything changes.

I spent six months helping others in my industry before ever asking for anything in return.

This approach built a reservoir of goodwill that continues to overflow years later.

4. Share Your Work Publicly

Building in public isn't just about transparency, it's about signaling.

When you openly share your journey, values, and systems, you naturally attract aligned people while filtering out those who don't resonate.

My most valuable relationships began when someone reached out after seeing something I'd shared.

5. Be Genuinely Curious

Curiosity is the hidden superpower in relationship-building.

I've found that asking thoughtful questions and truly listening creates deeper connections than any amount of impressive talking.

People remember the person who made them feel understood, not the one who tried to sound intelligent.

6. Invest in Relationships

The relationships that transformed my business weren't built over a single coffee meeting, they developed through consistent investment over time.

I block time every week specifically for relationship nurturing, treating it with the same importance as any business-critical activity.

I've seen this play out over and over with founders in our community. When they upgrade their circle, their business transforms almost automatically.

Your network isn't just your net worth. It's your thinking, your standards, your opportunities, your energy, and ultimately, your future.

Who are you surrounding yourself with?

__

Enjoy this? ♻️ Repost it to your network and follow Matt Gray for more.

Want to learn how to build a profitable personal brand that grows even when you’re not around?

Join my free live Workshop on March 24th (7 days away) to steal my homework: https://fos.now/eIBmtB

Your Circle Determines Your Ceiling

DataGuard

Director

RCR Infrastructure (NZ)

Executive Director

- Member of the board of directors
- Finance Head of the business
- Project managed a successful transition of Financial Package from Enterprise ERP to Cloud Base (Xero, Redmap & Simpro) API software for business need. 
- Negotiated the acquisition of RCR Tomlinson NZ business to RCR Infrastructure (NZ), funded by New Zealand Richlister John Chow and Michael Chow.
- Taken Marketing, E-commerce, Human Resources, legal and Business Development into the Finance Director' Portfolio.

Finance Director

CIDT Financial Limited

CIDT Global Financial is a Financial Service Provider registered under New Zealand FSP. which is an online FX trading platform for retail and wholesales customers.

My role there was the paid director who's helps it's Hong Kong investor set-up the office, applied for the license and overlook the operation for the first year and pass it back to the management.

RCR Infrastructure

Finance Manager
•	Finance Manager of RCR infrastructure New Zealand business
•	Partner with the GM to achieve financial success in the business unit
•	4 Direct reports (Project Accountant, Accounts Payables & Accounts Receivables)
•	Ensuring accuracy and timeliness of all financial reporting
•	Prepare an accurate estimate of all project margin (Cost to complete)
•	Prepare annual budgets and ongoing financial forecasts
•	Member of the RCRi NZ Management team – providing strategic analysis and direction to the GM and Regional Managers
•	Chair the Cost to Complete Meeting with Project Managers
•	In-charge of Cashflow Forecast
•	In-charge of Service delivery effectiveness (On time delivery, Labour efficiency, recovery rate calculation etc)


Accomplishment
•	Rebuild the finance team from no full-time staff to a team of Five
•	Rollout contracting pipeline registers (opportunities register)
•	Implemented margin improvements projects (Both contracting and servicing)
•	Support in turnaround of the business
•	Support enhancing the bidding process of the business

Finance Manager

Partylights Company / Hobbyworld Limited

Co-Founder of successful online lighting business and online retail hybrid hobby shop

Starting from nothing, to a business of $700k turnover (2016)

eMarketing Directorship

SOE Specialist - Search Engine Optimisation experience with 2 websites (Hobbyworld.co.nz & Partylights.co.nz), google product suit (Google adwords, Maps and Products).
E-commerce Specialist - specialise in Shopify.com and Storbie.co.nz platform
Social Networking Specialist - specialise in Facebook Page and Instagram social media management
Channel Advisor Specialist - Trademe.co.nz Ebay.com 

Accounting Directorship
Day to day eCommerce accounting - experience in incorporate e business to MYOB / Xero

Other activities
Contracts negotiation with leading shopping centers (Westfield - Scentre Group,  Kiwi Property and Stride Property Group)

Promoter - experience in leading teams of promoters in major events and shows (Big Boy Toys,  Armageddon, Royal Easter Show and other major shows in Auckland)

Co-Founder / Director

Compac Sorting Equipment

Main Functions
•	Head of the NZ Finance Team with 7 direct reports
•	Developed group wide reporting formats and procedures
•	Preparation of group monthly management accounts
•	Assist with preparation of subsidiary company management accounts
•	Preparation of management group statutory accounts and consolidation
•	Budgeting/forecasting/cash flow forecasting/balance sheet forecasting
•	Project cost accounting
•	Cashflow / FX Management
•	In-charged of balance sheet reconciliations
•	Liaison with suppliers, customers, financial institutions and other departments
•	Finance in-charge of the company’s China Factory
•	Mentoring other FCs for the wider group i.e. Paraguay and Spain for coaching and advices

Achievement 
•	Implemented a 5 days month end timeline, and consistently achieving it.
•	Built a cooperative finance team, who trusted and working with each other.
•	Built a consolidated Reporting template, formalised accounts spreadsheet, and reconciliations.
•	Transform a private company accounts to an audit readiness accounts and passed a BDO audit.
•	Achieved 9 months long range cash flow forecast to assist company positive cash balance
•	Reduce FX loss by implementing FX policy to the company   
•	Successfully in assisting the turnaround of the business from loss to profit in YE 2011 ro YE 2012

Financial Controller

FCm Travel Solutions Singapore

Finance Leadership – Head of the Singapore Finance Team and IT Team

Strategic and Operational – Member of SNG/Regional Office SWOT Member

Reporting (Financial & Management) – Singapore is the Asia Regional Head Office of FCL 

Financial Control

Achievement 
•	Successfully in assisted the turnaround of the Singapore business from loss to profit ($1m turnaround).
•	Successfully achieved cash self sufficient in the Singapore business
•	Debtors aged balance improved from 60% current to 90% current as of 30 June 2011.
•	Successfully merged a newly acquired business into the Singapore Operation
•	Turned around the reporting scorecard from failed to 100% every month
•	Leaded the IT team that achieved and implemented a few IT projects i.e. Mail Server setup, server migrations and built the IT team in SNG.  
•	Successfully involved in planning and implementation of two acquisitions and one merger for internal companies (FCM Singapore Pte Limited, FCM Travel Solution Pte Limited and FCM India Limited).

Flight Centre (NZ) Ltd

•	In charged of all Groups level financial and management reporting. (Monthly Consolidation result, Monthly Consolidated Management Handbook and Weekly result estimate.)
•	Headed the CBS Team (Central Business Service), consisted of 7 full time staff members who provide AP and AR services for the company.
•	Ensured FCNZ reporting complied with FCL Global financial standards and all NZIFRS reporting legislation, Accounting Standards and any other regulatory requirements.
•	Ensured organisation structure is represented accurately in the financial systems to provide a clear picture to Business Leaders which enable the management SWOT team to manage and actively diagnose the business.
•	Ensured the entire balance sheet is allocated correctly.
•	Provided summary of Company Financial performance to NZ CFO. (Board Pack).
•	Ensured accounting standards are being met and maintained. Involve scoring and managing Finance Managers of difference departments.
•	Oversaw significant Financial Projects which deliver benefits to NZ finance as a whole, or are required as a result of change in accounting policy (e.g. IFRS translation, internal charge review, elimination accuracy etc)

Achievement 
•	Winner of 2008 and 2009 Outstanding Achievement award of Finance FCNZ.
•	Successfully completed 3 years Cash flow Projection for FCNZ
•	Successfully Roll out Online Excel training module for all FCNZ Finance Staff.
•	Managed, facilitated and combined consolidate group 2008/9/10 Budget.
•	Designed and implemented Combine Management Handbook for FCNZ successfully.
•	In charged of setting Senior SWOT member remuneration and reviewed them effectively.
•	Turned around New Zealand Flightcentre Financial scorecard – from last of the world to the top of the Flightcentre world (Finance Scorecard – top of the world 2010, Reporting Scorecard 2nd of the world 2010).
•	Turned around New Zealand FCM’s CBS Team – from 70% current debtors to 99% current debtors every month.

Group Reporting Manager

Duties and Responsibilities

Internal Audit and Shop Review
Accounting and Financial Statement Administration and Preparation
Budgeting, Forecasting and Financial Planning
Training and Conferences
•	Provided training for all financial systems and processes on shop visits 
•	Ran full courses or components of courses in conjunction with Peopleworks (HR) for all levels as appropriate. Eg. Novice consultants, Future Leaders, Team Leaders etc.
•	Attended the National Finance Conference, Area, Pillar and National conferences. Attended and presented in Businesses’ Buzz Nights.
•	Assisted the development and implementation of financial/operating systems as they evolved.

Achievements
•	First in the Internal Auditing scorecard 2007
Projects
•	Prepared and implemented Leadership course for the retail finance team.
•	Involved, tested and in-charged of the implementation of a new in store audit report.
•	Rebuilt the company incentive calculation systems, cut down month end time by 1/2 day for the retail finance department.
•	Achieved one day reporting, involved in training other accountants to achieve the same goal.
•	Initialed new business plan for the retail area - Asian Flight Centre.

Retail Area Accountant

Kerrick Industries Limited

Achievements
Successfully mastered the company existing accounting systems (CBA Greentree, Crystal report), involved in planning and implementing new internal control system for stocks receives and orders, took parts in upgrading servers/computer systems and the company accounting procedures, involved in planning new AP procedure, yearend stock takes. Organized the company’s Round the Bays 2005 and 2006 event. In charged of implementation new sales analysis software (Phocas). Took part in Company’s M&A project.

Assistant Accountant

Chartered Accountant of Australia & New Zealand,
Certified Public Accountant of Australia 
Board Member (Treasurer) of CCCANZ - Climate Control Company Association NZ

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Garry Ko

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