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Urbana","movilidad-urbana",{"code":23},{"id":1447,"status":1448,"segmentId":25,"slug":1449,"title":1450,"editorsPick":1451,"topImage":1452,"coverImage":1452,"slideImage":8,"publishDate":1453,"readTime":8,"maxRelatedEvents":5,"image":8,"imageCredit":8,"imageCreditColor":8,"breakNewsUntil":8,"seoTagConversionId":8,"seoTag":8,"seoTitle":8,"seoKeywords":8,"seoDescription":8,"seoAbstract":8,"seoImage":8,"visitCounter":1454,"createdAt":1455,"updatedAt":8,"translations":1456,"segment":1490,"categories":1498,"countries":1523,"authors":1535,"urls":1539},3168,"TRUE","gestion-proyectos-inmobiliarios-peru-crear-cimientos-paola-lazarte-modelo-operativo-andino","La capa de gestión que define la ejecución inmobiliaria en Perú: un modelo distinto al resto de la región andina",false,"https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002Fgestion-proyectos-inmobiliarios-peru-crear-cimientos-paola-lazarte-modelo-operativo-andino.webp","2026-03-06T00:00:00.000Z",696,"2026-03-17T20:14:15.000Z",[1457,1469,1480],{"id":1458,"newsId":1447,"languageId":47,"title":1459,"subtitle":1460,"content":1461,"summary":1462,"takeaways":1463,"seoTagConversionId":8,"seoTag":8,"seoTitle":1464,"seoKeywords":1465,"seoDescription":1466,"seoAbstract":8,"seoImage":1467,"createdAt":1455,"updatedAt":8,"language":1468},3602,"The management layer defining real estate execution in Peru: a model unlike the rest of the Andean region","While Colombia consolidates pure project management firms, Peru builds its operational edge on regulatory navigation and public-private management.","\u003Ch2>An operational ecosystem that is not easily replicated\u003C\u002Fh2>\n\u003Cp>Lima's real estate market closed 2025 with 19% sales growth, reaching 24,713 units sold, according to the Confederation of Real Estate Developers of Peru (CODIP). The figure confirms sustained dynamism that contrasts with the perception of institutional fragility often associated with the Peruvian market. But behind every unit sold operates an execution chain whose logic differs substantially from that prevailing in Colombia or Chile. Understanding this difference is strategic for any investor with regional ambitions.\u003C\u002Fp>\n\u003Cp>The concept of an "operational layer" in real estate development and infrastructure refers to the set of actors, processes, and regulatory frameworks that transform an approved project into a built and delivered asset. In the Andean region, this layer varies profoundly from country to country. Peru constitutes a singular case: its operational link is hybrid, highly dependent on the ability to navigate regulatory and political environments, and led by professionals who combine technical expertise with deep knowledge of public administration.\u003C\u002Fp>\n\u003Cp>This particularity has direct implications for capital allocation, alliance structuring, and execution speed. For sector leaders participating in GRI Institute gatherings dedicated to the Peruvian market, the topic has gained centrality over the past two years.\u003C\u002Fp>\n\u003Ch2>Why is the Peruvian execution model different from Colombia's or Chile's?\u003C\u002Fh2>\n\u003Cp>The answer lies in the market's very structure. In Colombia, the execution of real estate and infrastructure projects relies on project management firms with a high degree of technical and operational maturity. A representative example is Crear Cimientos, a Colombian development and project management firm based in Medellín, which is part of Grupo Promotor alongside Coninsa and Santa Juana. These types of companies function as the central gear in the value chain: they receive a defined project and execute it using standardized project management methodologies.\u003C\u002Fp>\n\u003Cp>In Peru, this "pure project management" profile has a significantly smaller presence. The demand detected for the term "Crear Cimientos" in searches associated with the Peruvian market suggests precisely an unmet interest in replicating that operational efficiency model in the country. What Peru has developed instead is a management layer where technical competencies intertwine with the ability to unblock regulatory processes, manage relationships with public entities, and operate within complex regulatory frameworks such as Public-Private Partnerships (PPPs).\u003C\u002Fp>\n\u003Cp>\u003Cstrong>The competitive advantage of Peru's execution ecosystem lies not in the efficiency of isolated project management, but in the integration of technical, regulatory, and political management as a single operational discipline.\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This integration responds to concrete structural conditions. Peru faces an infrastructure gap exceeding USD 110 billion, according to the Infrastructure Barometer prepared by EY-Parthenon and Universidad del Pacífico. This magnitude generates constant demand for professionals capable of operating at the intersection of the public and private sectors, managing instruments such as PPPs regulated by Legislative Decree No. 1362 and government-to-government (G2G) contracts.\u003C\u002Fp>\n\u003Ch2>Who are the actors defining the Peruvian operational layer?\u003C\u002Fh2>\n\u003Cp>Two profiles clearly illustrate the nature of this ecosystem. Paola Lazarte, former Minister of Transport and Communications, currently serves as a consultant in infrastructure and public management through her firm DOT S.A.C. Her career embodies the type of leadership the Peruvian market demands: professionals who master both the technical dimension of projects and the institutional complexity that determines whether they are executed or stalled.\u003C\u002Fp>\n\u003Cp>Verónica Zambrano, in turn, chairs Ositrán, the supervisory body for investment in public-use transportation infrastructure. Under her leadership, Ositrán oversees accumulated investment of USD 14.085 billion, according to the agency's own data as of year-end 2025. Zambrano represents the other pole of the Peruvian model: the active regulator who, far from merely overseeing compliance, directly influences the viability and pace of execution of major projects.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>In Peru, the line between regulation and execution is thinner than in any other Andean market, and the actors operating at that boundary define the final outcome of projects.\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>The case of the Port of Chancay, where Ositrán manages a central regulatory debate on service exclusivity under the National Port System Law, illustrates how regulatory decisions shape the operational conditions of surrounding real estate and industrial development. This is not an abstract public policy matter: every regulatory definition alters investment flows, construction timelines, and the profitability of associated projects.\u003C\u002Fp>\n\u003Ch2>The quantitative dimension: a market demanding operational scale\u003C\u002Fh2>\n\u003Cp>Projections reinforce the urgency of consolidating this management layer. According to MTS Consultoría Inmobiliaria, infrastructure and urban development investment exceeding USD 16 billion is projected for Peru between 2025 and 2026. The Lima Chamber of Commerce estimates the construction sector will grow 3.8% in 2025, driven by a 6.5% increase in public investment.\u003C\u002Fp>\n\u003Cp>These figures raise a concrete operational question: does Peru have the institutional and business capacity to execute that investment volume at the standards international investors demand? The answer depends largely on the evolution of its project management model.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>Peru's challenge is not attracting capital, but building the institutional and operational infrastructure capable of converting that capital into completed assets within competitive timelines.\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>This is where the contrast with Colombia becomes most instructive. The Colombian model, with firms like Crear Cimientos that consolidate comprehensive management capabilities within diversified business groups, offers an operational predictability that the Peruvian market has not yet replicated at the same scale. In Chile, regulatory stability reduces the need for intermediaries specialized in institutional navigation. Peru, by contrast, requires operators who combine both capabilities: the technical rigor of professional project management and deep knowledge of the local regulatory framework.\u003C\u002Fp>\n\u003Ch2>Can Peru institutionalize its hybrid operational advantage?\u003C\u002Fh2>\n\u003Cp>The central question for the Peruvian market in the coming years is whether this hybrid model can scale and formalize. The particularities that generated it—from the territory's seismic complexity to the construction informality persisting across broad market segments, to a PPP framework requiring simultaneous technical and legal specialization—are not going to disappear. What can change is how the ecosystem organizes itself to respond to them.\u003C\u002Fp>\n\u003Cp>Several signals point toward progressive institutionalization. The presence of profiles like Lazarte and Zambrano in positions of influence, the growing sophistication of public-private management consultancies, and regional investors' interest in understanding the Peruvian model—all these factors suggest an ongoing maturation.\u003C\u002Fp>\n\u003Cp>For sector leaders converging within the GRI Institute community, particularly in spaces dedicated to the Peruvian market such as Peru GRI Real Estate, this maturation represents an early positioning opportunity. Investors who understand Peru's operational logic—with its regulatory particularities and dependence on hybrid actors—hold a significant competitive advantage over those applying imported execution frameworks without adaptation.\u003C\u002Fp>\n\u003Cp>Peru's project management ecosystem is different because the conditions shaping it are different. And that difference, far from being a limitation, constitutes a strategic asset for those who know how to read it. The infrastructure gap of over USD 110 billion will not be closed with standardized project management alone: it requires the layer of regulatory intelligence and institutional management that Peru has begun to develop as a homegrown competency.\u003C\u002Fp>\n\u003Cp>Peru's operational link deserves its own analysis, dedicated investment, and above all, recognition that its complexity is simultaneously its main barrier and its greatest competitive differentiator in the Andean region.\u003C\u002Fp>","Peru's real estate market, with 24,713 units sold in 2025 (+19%), operates under an execution model distinct from the rest of the Andean region. While Colombia relies on pure project management firms like Crear Cimientos, Peru has developed a hybrid operational layer where technical management intertwines with regulatory navigation and public-private management. Actors like Paola Lazarte and Verónica Zambrano (Ositrán, USD 14.085 billion) exemplify this model. With a USD 110 billion infrastructure gap, Peru faces the challenge of institutionalizing this operational advantage.","\u003Cul>\n\u003Cli>Peru's real estate execution model integrates technical, regulatory, and political management as a single operational discipline, unlike Colombia's pure project management approach.\u003C\u002Fli>\n\u003Cli>Peru's infrastructure gap exceeds USD 110 billion, creating constant demand for hybrid public-private professionals.\u003C\u002Fli>\n\u003Cli>Over USD 16 billion in infrastructure and urban development investment is projected for Peru between 2025-2026.\u003C\u002Fli>\n\u003Cli>Peru's main challenge is not attracting capital but building institutional capacity to convert it into completed assets within competitive timelines.\u003C\u002Fli>\n\u003Cli>Peru's regulatory complexity is simultaneously its main barrier and greatest competitive differentiator in the region.\u003C\u002Fli>\n\u003C\u002Ful>\n","Project management in Peru: Andean operational model","Crear Cimientos, Paola Lazarte, Veronica Zambrano, Peru project management, Peru real estate market, Peru infrastructure, PPP Peru","Analysis of Peru's real estate project management layer: why the Peruvian operational model, featuring actors like Paola Lazarte, Verónica Zambrano, and firms like Crear Cimientos, differs from Colombia's and Chile's approaches.","https:\u002F\u002Fcdn.griinstitute.org\u002Fuploads\u002Fhubnews\u002Fgestion-proyectos-inmobiliarios-peru-crear-cimientos-paola-lazarte-modelo-operativo-andino-seo.jpg",{"code":13},{"id":1470,"newsId":1447,"languageId":25,"title":1471,"subtitle":1472,"content":1473,"summary":1474,"takeaways":1475,"seoTagConversionId":8,"seoTag":8,"seoTitle":1476,"seoKeywords":1477,"seoDescription":1478,"seoAbstract":8,"seoImage":1467,"createdAt":1455,"updatedAt":8,"language":1479},3603,"A camada de gestão que define a execução imobiliária no Peru: um modelo distinto na região andina","Enquanto a Colômbia consolida firmas de project management puro, o Peru constrói sua vantagem operacional sobre a navegação regulatória e a gestão público-priva","\u003Ch2>Um ecossistema operacional que não se replica com facilidade\u003C\u002Fh2>\n\u003Cp>O mercado imobiliário de Lima encerrou 2025 com um crescimento de vendas de 19%, alcançando 24.713 unidades vendidas, segundo a Confederação de Desenvolvedores Imobiliários do Peru (CODIP). O número confirma um dinamismo sustentado que contrasta com a percepção de fragilidade institucional que costuma acompanhar o mercado peruano. Mas por trás de cada unidade vendida opera uma cadeia de execução cuja lógica difere substancialmente da que predomina na Colômbia ou no Chile. Compreender essa diferença é estratégico para qualquer investidor com ambições regionais.\u003C\u002Fp>\n\u003Cp>O conceito de "camada operacional" em desenvolvimento imobiliário e infraestrutura designa o conjunto de atores, processos e marcos normativos que transformam um projeto aprovado em um ativo construído e entregue. Na região andina, essa camada apresenta variações profundas de país para país. E o Peru constitui um caso singular: seu elo operacional é híbrido, altamente dependente da capacidade de navegação regulatória e política, e protagonizado por perfis que combinam expertise técnica com conhecimento profundo da gestão pública.\u003C\u002Fp>\n\u003Cp>Essa particularidade tem implicações diretas para a alocação de capital, a estruturação de alianças e a velocidade de execução. Para os líderes do setor que participam dos encontros do GRI Institute dedicados ao mercado peruano, o tema ganhou centralidade nos últimos dois anos.\u003C\u002Fp>\n\u003Ch2>Por que o modelo peruano de execução é diferente do colombiano ou do chileno?\u003C\u002Fh2>\n\u003Cp>A resposta reside na estrutura do próprio mercado. Na Colômbia, a execução de projetos imobiliários e de infraestrutura se apoia em firmas de gerenciamento de projetos com alto grau de maturidade técnica e operacional. Um exemplo representativo é a Crear Cimientos, firma de desenvolvimento e gerenciamento de projetos de origem colombiana, com sede em Medellín, que faz parte do Grupo Promotor junto à Coninsa e Santa Juana. Esse tipo de empresa funciona como a engrenagem central da cadeia de valor: recebe um projeto definido e o executa com metodologias padronizadas de project management.\u003C\u002Fp>\n\u003Cp>No Peru, esse perfil de "project management puro" tem uma presença significativamente menor. A demanda detectada pelo termo "Crear Cimientos" em buscas associadas ao mercado peruano sugere, precisamente, um interesse insatisfeito por replicar esse modelo de eficiência operacional no país. O que o Peru desenvolveu, em contrapartida, é uma camada de gestão onde as competências técnicas se entrelaçam com a capacidade de destravar processos regulatórios, gerenciar relações com entidades públicas e operar dentro de marcos normativos complexos como as Parcerias Público-Privadas (PPPs).\u003C\u002Fp>\n\u003Cp>\u003Cstrong>A vantagem competitiva do ecossistema peruano de execução não reside na eficiência do project management isolado, mas na integração de gestão técnica, regulatória e política como uma única disciplina operacional.\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Essa integração responde a condições estruturais concretas. O Peru enfrenta um déficit de infraestrutura que supera os USD 110 bilhões, segundo o Barômetro da Infraestrutura elaborado pela EY-Parthenon e pela Universidad del Pacífico. Essa magnitude gera uma demanda constante de perfis capazes de operar na interseção entre o setor público e o privado, gerenciando instrumentos como as PPPs reguladas pelo Decreto Legislativo N° 1362 e os contratos governo a governo (G2G).\u003C\u002Fp>\n\u003Ch2>Quem são os atores que definem a camada operacional peruana?\u003C\u002Fh2>\n\u003Cp>Dois perfis ilustram com clareza a natureza desse ecossistema. Paola Lazarte, ex-Ministra de Transportes e Comunicações, atua atualmente como consultora em infraestrutura e gestão pública por meio da firma DOT S.A.C. Sua trajetória encarna o tipo de liderança que o mercado peruano demanda: profissionais que dominam tanto a dimensão técnica dos projetos quanto a complexidade institucional que determina se eles são executados ou paralisados.\u003C\u002Fp>\n\u003Cp>Verónica Zambrano, por sua vez, preside o Ositrán, o organismo supervisor do investimento em infraestrutura de transporte de uso público. Sob sua gestão, o Ositrán supervisiona um investimento acumulado de USD 14,085 bilhões, segundo dados do próprio organismo ao fechamento de 2025. Zambrano representa o outro polo do modelo peruano: o regulador ativo que, longe de se limitar a fiscalizar, incide diretamente na viabilidade e no ritmo de execução dos grandes projetos.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>No Peru, a linha entre regulação e execução é mais tênue do que em qualquer outro mercado andino, e os atores que operam nessa fronteira definem o resultado final dos projetos.\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>O caso do Porto de Chancay, onde o Ositrán gerencia um debate regulatório central sobre a exclusividade de serviços sob a Lei do Sistema Portuário Nacional, ilustra como as decisões regulatórias configuram as condições operacionais do desenvolvimento imobiliário e industrial circundante. Não se trata de um tema abstrato de política pública: cada definição normativa altera os fluxos de investimento, os cronogramas de obra e a rentabilidade dos projetos associados.\u003C\u002Fp>\n\u003Ch2>A dimensão quantitativa: um mercado que exige escala operacional\u003C\u002Fh2>\n\u003Cp>As projeções reforçam a urgência de consolidar essa camada de gestão. Segundo a MTS Consultoría Inmobiliaria, projeta-se um investimento em infraestrutura e desenvolvimento urbano superior a USD 16 bilhões entre 2025 e 2026 no Peru. A Câmara de Comércio de Lima estima que o setor da construção crescerá 3,8% em 2025, impulsionado por um aumento de 6,5% no investimento público.\u003C\u002Fp>\n\u003Cp>Esses números colocam uma pergunta operacional concreta: o Peru tem capacidade institucional e empresarial para executar esse volume de investimento com os padrões que os investidores internacionais exigem? A resposta depende, em grande medida, da evolução do seu modelo de gestão de projetos.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>O desafio peruano não é atrair capital, mas construir a infraestrutura institucional e operacional capaz de converter esse capital em ativos concluídos dentro de prazos competitivos.\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>É aqui que o contraste com a Colômbia se torna mais instrutivo. O modelo colombiano, com firmas como a Crear Cimientos que consolidam capacidades de gerenciamento integral dentro de grupos empresariais diversificados, oferece uma previsibilidade operacional que o mercado peruano ainda não replica na mesma escala. No Chile, a estabilidade regulatória reduz a necessidade de intermediários especializados em navegação institucional. O Peru, por outro lado, requer um tipo de operador que combine ambas as capacidades: o rigor técnico do project management profissional e o conhecimento profundo do arcabouço regulatório local.\u003C\u002Fp>\n\u003Ch2>O Peru pode institucionalizar sua vantagem operacional híbrida?\u003C\u002Fh2>\n\u003Cp>A questão central para o mercado peruano nos próximos anos é se esse modelo híbrido pode escalar e se formalizar. As particularidades que o geraram — desde a complexidade sísmica do território até a informalidade construtiva que persiste em amplos segmentos do mercado, passando por um marco de PPPs que exige especialização técnica e jurídica simultânea — não vão desaparecer. O que pode mudar é a forma como o ecossistema se organiza para responder a elas.\u003C\u002Fp>\n\u003Cp>Vários sinais apontam para uma institucionalização progressiva. A presença de perfis como Lazarte e Zambrano em posições de influência, a crescente sofisticação das consultorias de gestão público-privada e o interesse de investidores regionais por compreender o modelo peruano — todos esses fatores sugerem uma maturação em curso.\u003C\u002Fp>\n\u003Cp>Para os líderes do setor que convergem na comunidade do GRI Institute, particularmente nos espaços dedicados ao mercado peruano como o Peru GRI Real Estate, essa maturação representa uma oportunidade de posicionamento antecipado. O investidor que compreende a lógica operacional peruana, com suas particularidades regulatórias e sua dependência de atores híbridos, conta com uma vantagem competitiva significativa frente àqueles que aplicam marcos de execução importados sem adaptação.\u003C\u002Fp>\n\u003Cp>O ecossistema peruano de gestão de projetos é diferente porque as condições que o moldam são diferentes. E essa diferença, longe de ser uma limitação, constitui um ativo estratégico para quem sabe interpretá-la. O déficit de infraestrutura de mais de USD 110 bilhões não será fechado apenas com project management padronizado: requer a camada de inteligência regulatória e gestão institucional que o Peru começou a desenvolver como competência própria.\u003C\u002Fp>\n\u003Cp>O elo operacional peruano merece análise própria, investimento dedicado e, sobretudo, o reconhecimento de que sua complexidade é, simultaneamente, sua principal barreira e seu maior diferencial competitivo na região andina.\u003C\u002Fp>","O mercado imobiliário peruano, com 24.713 unidades vendidas em 2025 (+19%), opera sob um modelo de execução distinto na região andina. Enquanto a Colômbia se apoia em firmas de project management puro como Crear Cimientos, o Peru desenvolveu uma camada operacional híbrida onde gestão técnica se entrelaça com navegação regulatória e gestão público-privada. Atores como Paola Lazarte e Verónica Zambrano (Ositrán, USD 14,085 bilhões) exemplificam esse modelo. Com déficit de infraestrutura de USD 110 bilhões, o Peru enfrenta o desafio de institucionalizar essa vantagem operacional.","\u003Cul>\n\u003Cli>O modelo peruano de execução imobiliária integra gestão técnica, regulatória e política como uma única disciplina, diferentemente do project management puro predominante na Colômbia.\u003C\u002Fli>\n\u003Cli>O déficit de infraestrutura peruano supera USD 110 bilhões, gerando demanda constante por perfis híbridos público-privados.\u003C\u002Fli>\n\u003Cli>Projeta-se investimento superior a USD 16 bilhões em infraestrutura e desenvolvimento urbano no Peru entre 2025-2026.\u003C\u002Fli>\n\u003Cli>O principal desafio do Peru não é atrair capital, mas construir capacidade institucional para convertê-lo em ativos concluídos em prazos competitivos.\u003C\u002Fli>\n\u003Cli>A complexidade regulatória peruana é simultaneamente sua principal barreira e maior diferencial competitivo regional.\u003C\u002Fli>\n\u003C\u002Ful>\n","Gestão de projetos no Peru: modelo operacional andino","Crear Cimientos, Paola Lazarte, Verónica Zambrano, gestão de projetos Peru, mercado imobiliário Peru, infraestrutura Peru, PPP Peru","Análise da camada de gestão de projetos imobiliários no Peru: por que o elo operacional peruano, com atores como Paola Lazarte, Verónica Zambrano e firmas como Crear Cimientos, difere do modelo colombiano e chileno.",{"code":18},{"id":1481,"newsId":1447,"languageId":5,"title":1450,"subtitle":1482,"content":1483,"summary":1484,"takeaways":1485,"seoTagConversionId":8,"seoTag":8,"seoTitle":1486,"seoKeywords":1487,"seoDescription":1488,"seoAbstract":8,"seoImage":1467,"createdAt":1455,"updatedAt":8,"language":1489},3604,"Mientras Colombia consolida firmas de project management puro, Perú construye su ventaja operativa sobre la navegación regulatoria y la gestión público-privada.","\u003Ch2>Un ecosistema operativo que no se replica con facilidad\u003C\u002Fh2>\n\u003Cp>El mercado inmobiliario de Lima cerró 2025 con un crecimiento de ventas del 19%, alcanzando 24,713 unidades vendidas, según la Confederación de Desarrolladores Inmobiliarios del Perú (CODIP). La cifra confirma un dinamismo sostenido que contrasta con la percepción de fragilidad institucional que suele acompañar al mercado peruano. Pero detrás de cada unidad vendida opera una cadena de ejecución cuya lógica difiere sustancialmente de la que predomina en Colombia o Chile. Comprender esa diferencia es estratégico para cualquier inversionista con ambiciones regionales.\u003C\u002Fp>\n\u003Cp>El concepto de "capa operativa" en desarrollo inmobiliario e infraestructura designa al conjunto de actores, procesos y marcos normativos que transforman un proyecto aprobado en un activo construido y entregado. En la región andina, esa capa presenta variaciones profundas de país a país. Y Perú constituye un caso singular: su eslabón operativo es híbrido, altamente dependiente de la capacidad de navegación regulatoria y política, y protagonizado por perfiles que combinan expertise técnico con conocimiento profundo de la gestión pública.\u003C\u002Fp>\n\u003Cp>Esta particularidad tiene implicaciones directas para la asignación de capital, la estructuración de alianzas y la velocidad de ejecución. Para los líderes del sector que participan en los encuentros de GRI Institute dedicados al mercado peruano, el tema ha ganado centralidad en los últimos dos años.\u003C\u002Fp>\n\u003Ch2>¿Por qué el modelo peruano de ejecución es diferente al colombiano o al chileno?\u003C\u002Fh2>\n\u003Cp>La respuesta reside en la estructura misma del mercado. En Colombia, la ejecución de proyectos inmobiliarios y de infraestructura se apoya en firmas de gerencia de proyectos con alto grado de madurez técnica y operativa. Un ejemplo representativo es Crear Cimientos, firma de desarrollo y gerencia de proyectos de origen colombiano, con sede en Medellín, que forma parte del Grupo Promotor junto a Coninsa y Santa Juana. Este tipo de compañías funciona como el engranaje central de la cadena de valor: reciben un proyecto definido y lo ejecutan con metodologías estandarizadas de project management.\u003C\u002Fp>\n\u003Cp>En Perú, ese perfil de "project management puro" tiene una presencia significativamente menor. La demanda detectada por el término "Crear Cimientos" en búsquedas asociadas al mercado peruano sugiere, precisamente, un interés insatisfecho por replicar ese modelo de eficiencia operativa en el país. Lo que Perú ha desarrollado, en cambio, es una capa de gestión donde las competencias técnicas se entrelazan con la capacidad de destrabar procesos regulatorios, gestionar relaciones con entidades públicas y operar dentro de marcos normativos complejos como las Asociaciones Público Privadas (APP).\u003C\u002Fp>\n\u003Cp>\u003Cstrong>La ventaja competitiva del ecosistema peruano de ejecución no radica en la eficiencia del project management aislado, sino en la integración de gestión técnica, regulatoria y política como una sola disciplina operativa.\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Esta integración responde a condiciones estructurales concretas. Perú enfrenta una brecha de infraestructura que supera los USD 110,000 millones, según el Barómetro de la Infraestructura elaborado por EY-Parthenon y la Universidad del Pacífico. Esa magnitud genera una demanda constante de perfiles capaces de operar en la intersección entre el sector público y el privado, gestionando instrumentos como las APP reguladas por el Decreto Legislativo N° 1362 y los contratos gobierno a gobierno (G2G).\u003C\u002Fp>\n\u003Ch2>¿Quiénes son los actores que definen la capa operativa peruana?\u003C\u002Fh2>\n\u003Cp>Dos perfiles ilustran con claridad la naturaleza de este ecosistema. Paola Lazarte, ex Ministra de Transportes y Comunicaciones, ejerce actualmente como consultora en infraestructura y gestión pública a través de la firma DOT S.A.C. Su trayectoria encarna el tipo de liderazgo que el mercado peruano demanda: profesionales que dominan tanto la dimensión técnica de los proyectos como la complejidad institucional que determina si se ejecutan o se paralizan.\u003C\u002Fp>\n\u003Cp>Verónica Zambrano, por su parte, preside Ositrán, el organismo supervisor de la inversión en infraestructura de transporte de uso público. Bajo su gestión, Ositrán supervisa una inversión acumulada de USD 14,085 millones, según datos del propio organismo al cierre de 2025. Zambrano representa el otro polo del modelo peruano: el regulador activo que, lejos de limitarse a fiscalizar, incide directamente en la viabilidad y el ritmo de ejecución de los grandes proyectos.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>En Perú, la línea entre regulación y ejecución es más delgada que en cualquier otro mercado andino, y los actores que operan en esa frontera definen el resultado final de los proyectos.\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>El caso del Puerto de Chancay, donde Ositrán gestiona un debate regulatorio central sobre la exclusividad de servicios bajo la Ley del Sistema Portuario Nacional, ilustra cómo las decisiones regulatorias configuran las condiciones operativas del desarrollo inmobiliario e industrial circundante. No se trata de un tema abstracto de política pública: cada definición normativa altera los flujos de inversión, los cronogramas de obra y la rentabilidad de los proyectos asociados.\u003C\u002Fp>\n\u003Ch2>La dimensión cuantitativa: un mercado que exige escala operativa\u003C\u002Fh2>\n\u003Cp>Las proyecciones refuerzan la urgencia de consolidar esta capa de gestión. Según MTS Consultoría Inmobiliaria, se proyecta una inversión en infraestructura y desarrollo urbano superior a USD 16,000 millones entre 2025 y 2026 en Perú. La Cámara de Comercio de Lima estima que el sector construcción crecerá 3.8% en 2025, impulsado por un aumento del 6.5% en inversión pública.\u003C\u002Fp>\n\u003Cp>Estas cifras plantean una pregunta operativa concreta: ¿tiene Perú la capacidad institucional y empresarial para ejecutar ese volumen de inversión con los estándares que exigen los inversionistas internacionales? La respuesta depende, en gran medida, de la evolución de su modelo de gestión de proyectos.\u003C\u002Fp>\n\u003Cp>\u003Cstrong>El desafío peruano no es atraer capital, sino construir la infraestructura institucional y operativa capaz de convertir ese capital en activos terminados dentro de plazos competitivos.\u003C\u002Fstrong>\u003C\u002Fp>\n\u003Cp>Aquí es donde el contraste con Colombia resulta más instructivo. El modelo colombiano, con firmas como Crear Cimientos que consolidan capacidades de gerencia integral dentro de grupos empresariales diversificados, ofrece una previsibilidad operativa que el mercado peruano aún no replica a la misma escala. En Chile, la estabilidad regulatoria reduce la necesidad de intermediarios especializados en navegación institucional. Perú, en cambio, requiere un tipo de operador que combine ambas capacidades: la rigurosidad técnica del project management profesional y el conocimiento profundo del entramado regulatorio local.\u003C\u002Fp>\n\u003Ch2>¿Puede Perú institucionalizar su ventaja operativa híbrida?\u003C\u002Fh2>\n\u003Cp>La pregunta central para el mercado peruano en los próximos años es si este modelo híbrido puede escalar y formalizarse. Las particularidades que lo generaron, desde la complejidad sísmica del territorio hasta la informalidad constructiva que persiste en segmentos amplios del mercado, pasando por un marco de APP que exige especialización técnica y jurídica simultánea, no van a desaparecer. Lo que puede cambiar es la forma en que el ecosistema se organiza para responder a ellas.\u003C\u002Fp>\n\u003Cp>Varias señales apuntan hacia una institucionalización progresiva. La presencia de perfiles como Lazarte y Zambrano en posiciones de influencia, la creciente sofisticación de las consultoras de gestión público-privada y el interés de inversionistas regionales por comprender el modelo peruano, todos estos factores sugieren una maduración en curso.\u003C\u002Fp>\n\u003Cp>Para los líderes del sector que convergen en la comunidad de GRI Institute, particularmente en los espacios dedicados al mercado peruano como Peru GRI Real Estate, esta maduración representa una oportunidad de posicionamiento temprano. El inversionista que comprende la lógica operativa peruana, con sus particularidades regulatorias y su dependencia de actores híbridos, cuenta con una ventaja competitiva significativa frente a quienes aplican marcos de ejecución importados sin adaptación.\u003C\u002Fp>\n\u003Cp>El ecosistema peruano de gestión de proyectos es diferente porque las condiciones que lo moldean son diferentes. Y esa diferencia, lejos de ser una limitación, constituye un activo estratégico para quienes saben leerla. La brecha de infraestructura de más de USD 110,000 millones no se cerrará con project management estandarizado solamente: requiere la capa de inteligencia regulatoria y gestión institucional que Perú ha comenzado a desarrollar como competencia propia.\u003C\u002Fp>\n\u003Cp>El eslabón operativo peruano merece análisis propio, inversión dedicada y, sobre todo, el reconocimiento de que su complejidad es, simultáneamente, su principal barrera y su mayor diferencial competitivo en la región andina.\u003C\u002Fp>\n","El mercado inmobiliario peruano, con 24,713 unidades vendidas en 2025 (+19%), opera bajo un modelo de ejecución distinto al resto de la región andina. Mientras Colombia se apoya en firmas de project management puro como Crear Cimientos, Perú ha desarrollado una capa operativa híbrida donde la gestión técnica se entrelaza con la navegación regulatoria y la gestión público-privada.\n\nActores como Paola Lazarte (consultora ex ministra) y Verónica Zambrano (presidenta de Ositrán, supervisando USD 14,085 millones) ejemplifican este modelo. Con una brecha de infraestructura de USD 110,000 millones, Perú enfrenta el reto de institucionalizar esta ventaja operativa para absorber los flujos de inversión proyectados.","\u003Cul>\n\u003Cli>El modelo peruano de ejecución inmobiliaria integra gestión técnica, regulatoria y política como una sola disciplina operativa, a diferencia del project management puro predominante en Colombia.\u003C\u002Fli>\n\u003Cli>La brecha de infraestructura peruana supera los USD 110,000 millones, generando demanda constante de perfiles híbridos público-privados.\u003C\u002Fli>\n\u003Cli>Se proyecta inversión superior a USD 16,000 millones en infraestructura y desarrollo urbano en Perú entre 2025-2026.\u003C\u002Fli>\n\u003Cli>El desafío principal de Perú no es atraer capital, sino construir capacidad institucional para convertirlo en activos terminados en plazos competitivos.\u003C\u002Fli>\n\u003Cli>La complejidad regulatoria peruana es simultáneamente su principal barrera y su mayor diferencial competitivo regional.\u003C\u002Fli>\n\u003C\u002Ful>\n","Gestión de proyectos en Perú: modelo operativo andino","crear cimientos, paola lazarte, veronica zambrano, verónica zambrano","Análisis de la capa de gestión de proyectos inmobiliarios en Perú: por qué el eslabón operativo peruano, con actores como Paola Lazarte, Verónica Zambrano y firmas como Crear Cimientos, difiere del modelo colombiano y chileno.",{"code":23},{"id":25,"color":27,"translations":1491},[1492,1494,1496],{"title":26,"slug":30,"language":1493},{"code":13},{"title":37,"slug":38,"language":1495},{"code":18},{"title":33,"slug":34,"language":1497},{"code":23},[1499,1507,1515],{"id":47,"label":1297,"translations":1500},[1501,1503,1505],{"label":1297,"slug":1308,"language":1502},{"code":13},{"label":1311,"slug":1312,"language":1504},{"code":18},{"label":1315,"slug":1316,"language":1506},{"code":23},{"id":65,"label":1231,"translations":1508},[1509,1511,1513],{"label":1231,"slug":1242,"language":1510},{"code":13},{"label":1245,"slug":1246,"language":1512},{"code":18},{"label":1249,"slug":1250,"language":1514},{"code":23},{"id":93,"label":1253,"translations":1516},[1517,1519,1521],{"label":1253,"slug":1264,"language":1518},{"code":13},{"label":1267,"slug":1268,"language":1520},{"code":18},{"label":1271,"slug":1272,"language":1522},{"code":23},[1524,1526,1528,1531,1533],{"name":82,"enName":82,"ptName":82,"iso2":1525},"AR",{"name":220,"enName":220,"ptName":220,"iso2":1527},"CL",{"name":233,"enName":233,"ptName":1529,"iso2":1530},"Colômbia","CO",{"name":567,"enName":567,"ptName":567,"iso2":1532},"MX",{"name":676,"enName":676,"ptName":676,"iso2":1534},"PE",[1536],{"name":1537,"slug":1538,"image":8,"order":115},"GRI Institute","gri-institute",{"en":1540,"pt-BR":1541,"es":1542},"\u002Freal-estate\u002Fgestion-proyectos-inmobiliarios-peru-crear-cimientos-paola-lazarte-modelo-operativo-andino","\u002Fmercado-imobiliario\u002Fgestion-proyectos-inmobiliarios-peru-crear-cimientos-paola-lazarte-modelo-operativo-andino","\u002Fmercado-inmobiliario\u002Fgestion-proyectos-inmobiliarios-peru-crear-cimientos-paola-lazarte-modelo-operativo-andino",[1544,1545,1546,1547,1548,1549],"Infra Brazil","Infra Latam","Real Estate Brazil","Real Estate Europe","Real Estate India","Real Estate Latam"]