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andina",false,"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002Fpaola-lazarte-liderazgo-governance-capital-inmobiliario-region-andina-2026.webp","2026-04-03T00:00:00.000Z","2026-04-03T09:06:27.000Z",[1425],{"id":1426,"newsId":1416,"languageId":5,"title":1419,"subtitle":1427,"content":1428,"summary":1429,"takeaways":1430,"seoTagConversionId":8,"seoTag":8,"seoTitle":1431,"seoKeywords":1432,"seoDescription":1433,"seoAbstract":8,"seoImage":1434,"createdAt":1423,"updatedAt":8,"language":1435},4151,"Perfiles como Paola Lazarte redefinen la estructuración de infraestructura y real estate en los Andes, mientras la macro obliga a reconfigurar estrategias de inversión.","\u003Ch2>La composición del liderazgo como señal de mercado para el capital institucional\u003C\u002Fh2>\n\u003Cp>La región andina atraviesa una transformación silenciosa pero estructural en la forma en que se gestiona, estructura y atrae capital hacia proyectos de infraestructura y real estate. Esta transformación no proviene exclusivamente de las condiciones macroeconómicas ni de los ciclos de política monetaria. Proviene, cada vez con mayor nitidez, de la composición del liderazgo en las organizaciones que diseñan, ejecutan y operan activos de largo plazo.\u003C\u002Fp>\n\u003Cp>Los limited partners globales que asignan capital a mercados emergentes han incorporado criterios de governance y diversidad en sus mandatos de inversión con una intensidad que hace cinco años resultaba marginal. Hoy, la presencia de perfiles técnicos con trayectoria institucional sólida en posiciones de alta dirección constituye un diferencial competitivo tangible. La trayectoria de Paola Lazarte, exministra del Ministerio de Transportes y Comunicaciones (MTC) de Perú y actual consultora en estructuración de infraestructura, ilustra con precisión cómo el liderazgo femenino de perfil técnico está redefiniendo los estándares de governance en la región.\u003C\u002Fp>\n\u003Cp>Durante su gestión en el MTC, Lazarte impulsó una cartera de Asociaciones Público-Privadas (APP) por casi US$ 4.000 millones, estableciendo bases institucionales para la estructuración de infraestructura con horizonte de largo plazo, según datos de GRI Institute. Esa cifra no representa solo volumen de inversión: refleja la capacidad de construir marcos contractuales robustos, articular garantías soberanas y generar confianza institucional frente a operadores internacionales. Los modelos de APP y los esquemas gobierno a gobierno (G2G) que Lazarte promovió constituyen hoy referencia operativa para replicar estructuras similares en Colombia, Chile y Ecuador.\u003C\u002Fp>\n\u003Cp>La relevancia de este tipo de liderazgo se amplifica en un contexto donde la estabilidad institucional se ha convertido en el activo más escaso de la región.\u003C\u002Fp>\n\u003Ch2>¿Cómo altera la diversidad en governance la asignación de capital cross-border en los Andes?\u003C\u002Fh2>\n\u003Cp>La respuesta directa es que la composición del equipo directivo se ha convertido en un proxy de calidad institucional para los inversionistas internacionales. Los fondos soberanos, las aseguradoras europeas y los fondos de pensiones canadienses y nórdicos que evalúan exposición a infraestructura en América Latina incorporan la diversidad de governance como variable de due diligence. Un consejo directivo o un equipo de gestión con diversidad de género, formación técnica verificable y trayectoria institucional transmite una señal concreta: menor riesgo de captura política, mayor profesionalización de la toma de decisiones y horizontes de inversión más estables.\u003C\u002Fp>\n\u003Cp>Perfiles como el de Paola Lazarte cumplen una función dual. Por un lado, aportan competencia técnica demostrada en la estructuración de proyectos complejos con participación de capital privado e institucional. Por otro, representan un modelo de governance que los LPs globales reconocen como alineado con sus propios criterios ESG. En mercados donde la percepción de riesgo institucional puede determinar spreads de financiamiento de 200 o 300 puntos base, la composición del liderazgo deja de ser un tema de equidad abstracta para convertirse en una variable financiera concreta.\u003C\u002Fp>\n\u003Cp>Este fenómeno es observable en la creciente participación de perfiles técnicos de alto nivel en plataformas de decisión como Peru GRI Real Estate 2026, evento que congrega a una audiencia directiva de muy alto nivel enfocada en la asignación de capital institucional en los Andes, según GRI Institute. La densidad de tomadores de decisión en estos foros refleja que el mercado está validando activamente los modelos de governance que priorizan competencia y diversidad sobre las redes tradicionales de influencia.\u003C\u002Fp>\n\u003Ch2>¿Qué rol juega el contexto macroeconómico andino en la reconfiguración de estrategias de inversión?\u003C\u002Fh2>\n\u003Cp>La governance no opera en el vacío. Las decisiones de asignación de capital responden simultáneamente a la calidad institucional del vehículo y a las condiciones macro del mercado receptor. En la región andina, ambas dimensiones están en tensión productiva.\u003C\u002Fp>\n\u003Cp>Munir Jalil, economista jefe de BTG Pactual para la región andina, proyecta que la inflación en Colombia alcanzará el 6,8% en 2026. Este dato condiciona de forma directa las estrategias de inversión inmobiliaria. Según análisis de la Confederación Inmobiliaria Latinoamericana (CILA) y BTG Pactual, la persistencia inflacionaria en Colombia representa un freno estructural para la reactivación del ciclo inmobiliario, obligando a los inversionistas a priorizar activos con flujos indexados y baja exposición al crédito de consumo, como oficinas prime y logística.\u003C\u002Fp>\n\u003Cp>Esta reconfiguración tiene implicaciones directas para la governance de los vehículos de inversión. Los activos con ingresos contractuales estables, que son precisamente los que mejor resisten entornos inflacionarios, requieren equipos de gestión con capacidad de estructuración sofisticada. Los contratos de arrendamiento a largo plazo con cláusulas de indexación, los esquemas de APP con garantías de ingresos mínimos y las concesiones de infraestructura logística demandan perfiles directivos que combinen rigor técnico con capacidad de negociación institucional.\u003C\u002Fp>\n\u003Cp>La inflación proyectada del 6,8% en Colombia para 2026 funciona como catalizador de una tendencia más amplia: el capital institucional migra hacia estructuras donde la previsibilidad del flujo de caja compensa la volatilidad macroeconómica. Y esas estructuras, a su vez, requieren governance de primer nivel.\u003C\u002Fp>\n\u003Ch2>La dimensión operativa: ejecución regional como complemento de la governance\u003C\u002Fh2>\n\u003Cp>La estructuración institucional que representan perfiles como Lazarte encuentra su complemento necesario en la capacidad de ejecución operativa a escala regional. Diego Pini, quien lidera la ejecución de grandes proyectos de infraestructura como responsable de Acciona Infra para Chile, Perú, Ecuador, Uruguay y Argentina, representa esta dimensión complementaria. La convergencia entre governance institucional sólida y capacidad operativa multinacional configura el ecosistema necesario para que los proyectos de infraestructura y real estate en los Andes alcancen escala y atraigan capital de largo plazo.\u003C\u002Fp>\n\u003Cp>El pipeline de infraestructura andino para los próximos años incluye concesiones viales, proyectos de agua y saneamiento, terminales portuarios y desarrollos logísticos asociados al fenómeno de nearshoring. Cada uno de estos proyectos requiere una cadena de valor donde la governance define la arquitectura institucional y la ejecución operativa materializa el retorno. La desconexión entre ambas dimensiones ha sido históricamente una de las principales fuentes de destrucción de valor en la infraestructura latinoamericana.\u003C\u002Fp>\n\u003Ch2>Tres señales que el mercado está validando\u003C\u002Fh2>\n\u003Cp>Primera señal: los mandatos de inversión de los LPs globales han incorporado la diversidad de governance como criterio eliminatorio, no solo preferencial. Los fondos que no demuestran diversidad en sus equipos de gestión enfrentan restricciones crecientes para acceder a capital institucional europeo y nórdico.\u003C\u002Fp>\n\u003Cp>Segunda señal: la inflación persistente en economías andinas como Colombia está acelerando la migración de capital hacia activos con flujos contractuales estables, lo que eleva la demanda de equipos directivos con capacidad de estructuración técnica avanzada.\u003C\u002Fp>\n\u003Cp>Tercera señal: las plataformas de encuentro entre capital institucional y operadores regionales, como los eventos de GRI Institute, están registrando una mayor presencia de perfiles femeninos en posiciones de toma de decisión, reflejando una transformación orgánica del mercado que trasciende las políticas de cuotas.\u003C\u002Fp>\n\u003Cp>La región andina dispone de los fundamentos para captar flujos significativos de capital institucional internacional en infraestructura y real estate. La calidad de su governance será el factor determinante para convertir ese potencial en asignación efectiva. Los modelos de liderazgo diverso, técnico e institucional que representan perfiles como el de Paola Lazarte configuran una ventaja competitiva que el mercado ya reconoce y que los próximos ciclos de inversión van a premiar con claridad creciente.\u003C\u002Fp>\n\u003Cp>La discusión sobre governance, asignación de capital y liderazgo en la región andina continuará en los foros de GRI Institute a lo largo de 2026, donde los principales tomadores de decisión del ecosistema inmobiliario e infraestructura de América Latina convergen para definir las estrategias del próximo ciclo.\u003C\u002Fp>\n","La región andina experimenta una transformación estructural donde la composición del liderazgo —diverso, técnico e institucional— se consolida como variable competitiva para atraer capital internacional hacia infraestructura y real estate. Perfiles como Paola Lazarte, quien impulsó APPs por casi US$ 4.000 millones en Perú, ilustran cómo la governance de calidad reduce la percepción de riesgo institucional y los spreads de financiamiento.\n\nSimultáneamente, la persistencia inflacionaria (6,8% proyectado en Colombia para 2026) obliga a reconfigurar estrategias hacia activos con flujos indexados, elevando la demanda de equipos directivos con capacidad de estructuración técnica avanzada.","\u003Cul>\n\u003Cli>La diversidad en governance se ha convertido en criterio eliminatorio para LPs globales, no solo preferencial, condicionando el acceso a capital institucional europeo y nórdico.\u003C\u002Fli>\n\u003Cli>Paola Lazarte impulsó APPs por casi US$ 4.000 millones desde el MTC de Perú, estableciendo referentes de estructuración replicables en la región andina.\u003C\u002Fli>\n\u003Cli>La inflación proyectada del 6,8% en Colombia para 2026 acelera la migración de capital hacia activos con flujos contractuales estables.\u003C\u002Fli>\n\u003Cli>La desconexión entre governance institucional y capacidad operativa ha sido fuente clave de destrucción de valor en infraestructura latinoamericana.\u003C\u002Fli>\n\u003C\u002Ful>\n","Paola Lazarte y liderazgo en capital andino 2026","paola lazarte, munir jalil, grupo ortiz colombia, diego pini","Análisis de cómo el liderazgo diverso en governance, representado por Paola Lazarte, reconfigura la atracción de capital institucional hacia infraestructura y real estate en la región andina en 2026.","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002Fpaola-lazarte-liderazgo-governance-capital-inmobiliario-region-andina-2026-seo.jpg",{"code":23},{"id":25,"color":27,"translations":1437},[1438,1440,1442],{"title":26,"slug":30,"language":1439},{"code":13},{"title":37,"slug":38,"language":1441},{"code":18},{"title":33,"slug":34,"language":1443},{"code":23},[1445,1453,1461],{"id":65,"label":1200,"translations":1446},[1447,1449,1451],{"label":1200,"slug":1211,"language":1448},{"code":13},{"label":1214,"slug":1215,"language":1450},{"code":18},{"label":1218,"slug":1219,"language":1452},{"code":23},{"id":93,"label":1222,"translations":1454},[1455,1457,1459],{"label":1222,"slug":1233,"language":1456},{"code":13},{"label":1236,"slug":1237,"language":1458},{"code":18},{"label":1240,"slug":1241,"language":1460},{"code":23},{"id":136,"label":1051,"translations":1462},[1463,1465,1467],{"label":1051,"slug":1062,"language":1464},{"code":13},{"label":1065,"slug":1066,"language":1466},{"code":18},{"label":1069,"slug":1070,"language":1468},{"code":23},[1470,1472,1474,1477,1479],{"name":82,"enName":82,"ptName":82,"iso2":1471},"AR",{"name":220,"enName":220,"ptName":220,"iso2":1473},"CL",{"name":233,"enName":233,"ptName":1475,"iso2":1476},"Colômbia","CO",{"name":567,"enName":567,"ptName":567,"iso2":1478},"MX",{"name":676,"enName":676,"ptName":676,"iso2":1480},"PE",[1482],{"name":1483,"slug":1484,"image":8,"order":115},"GRI Institute","gri-institute",{"es":1486},"\u002Fmercado-inmobiliario\u002Fpaola-lazarte-liderazgo-governance-capital-inmobiliario-region-andina-2026",[1488,1489,1490,1491,1492,1493],"Infra Brazil","Infra Latam","Real Estate Brazil","Real Estate Europe","Real Estate India","Real Estate Latam"]