Integrated water cycle management consulting
I help municipalities, water utilities, concession companies and investors improve the efficiency of their integrated water cycle services: cutting non-revenue water, optimising investment, and winning and running concessions.
For 34 years I built my career at FCC Aqualia, taking part in the management of integrated water cycle services in Spain and in international markets, especially the Americas. Today I put that experience to work for my clients as an independent strategy consultant and interim manager, through NWater Consulting.
34yrs
Experience In water management
1.5M+
Customers Scope of responsibility
500
People Regional organisation
13
Municipalities Concessions in Colombia
What I do
Consulting and interim management across the integrated urban water cycle, grounded in direct experience of running it.
Utilities · Public authorities
Strategic diagnostics, efficiency improvement, cost reduction, non-revenue water (NRW), organisation and operational knowledge systems.
Delivered throughStrategic consultingOKSTraining
Concession holders · Operators · Public authorities
Concession, public-private partnership (PPP) and operation and maintenance (O&M) contract strategy, tariffs and regulation, tender and bid support, and market entry and development strategies, particularly in Spain and Latin America.
Delivered throughDevelopment and growthStrategic consulting
Utility supervisors and executives · Suppliers · Engineering firms
In-company programmes, executive seminars, and training for supplier and engineering teams on how utilities operate and buy.
In every area · Training model
Infrastructure funds · Private equity · Technology companies
Operational due diligence for infrastructure funds and private equity, asset screening, post-acquisition performance improvement plans and technology evaluation from the operator’s perspective.
Delivered throughDevelopment and growthStrategic consulting
Management teams · Boards
Advisory support to management teams, temporary executive responsibilities as an interim manager, business-plan reviews, and leadership of transformation and change programmes.
Delivered throughStrategic consultingOKSInterim format
Scope
An integrated view and management of every phase of the cycle, from the abstraction of water resources to the return of treated water to the natural environment, including its reuse.
Swipe to see the nine stages
Specialisations
Cross-cutting knowledge of the integrated water cycle, from strategic planning and financial management to the day-to-day operation of services, contracts and people.
Operation and maintenance (O&M) of the integrated water cycle (water supply and sanitation) · Operational audits and benchmarking · Drinking water treatment (DWTP) and wastewater treatment (WWTP) · Water quality · Distribution networks and pumping stations · Non-revenue water (NRW), district metered areas (DMAs) and leak detection · Energy efficiency · Drought management · Digitalisation, remote reading and smart meters · Commercial management: meter reading, billing and collection.
Master plans and investment planning (CAPEX) · Asset management and infrastructure renewal plans · Project and works management · Management of concession, public-private partnership (PPP) and operation and maintenance (O&M) contracts · Economic and tariff studies, tariffs and regulation · Preparation and evaluation of tenders and bids · Projects financed by multilateral institutions · Institutional relations with municipalities and public authorities.
Operations management · Management of multi-site organisations (up to 500 people) · Workforce training and capacity building (up to 1,600 employees) · Design and improvement of organisational structures · Organisational efficiency · Institutional strengthening of public utilities · Implementation and management of ISO 9001 and ISO 14001 systems · Occupational health and safety (OHS).
Experience
From municipal operations to the technical, regional and international leadership of integrated water cycle services.
Independent strategy consultant and interim manager in the water sector. Advisory services for municipalities, utilities, concession companies, investors and public authorities.
Development of strategic projects in FCC Aqualia’s Strategic Development and Sustainability Directorate, for Spain and international markets: Colombia, Mexico, Georgia, Saudi Arabia and Australia.
Oversight of Aqualia’s activities in the Americas. General Coordinator of the IDAAN technical assistance contract in Panama. Drove business development and secured integrated water cycle concessions in 13 Colombian municipalities, with a population of approximately 390,000.
Led a 500-person organisation responsible for services to approximately 300,000 customers and 900,000 inhabitants in the provinces of Jaén, Córdoba, Seville and Huelva. Responsible for budgets, teams and institutional relations with more than 30 local authorities.
Progressed from Head of the Technical Control Department to Technical Director and then Technical and Production Director. Led the technical and financial areas of services for more than 1.5 million customers in Andalusia and Extremadura. Coordinated a team of 20 specialists and training programmes for 1,600 employees.
Responsible for a 30-person team at the Puerto Rico Aqueduct and Sewer Authority, serving approximately 4 million inhabitants. Involved in the “Water for All” programme ($100M), the hydraulic ring for the main aqueduct, non-revenue water reduction and the reorganisation of the AAA.
Management of integrated water cycle services in municipalities of 10,000 to 35,000 inhabitants in Murcia. Later responsible for supply networks and customer management for a population of 180,000 in Almería, with teams of up to 70 people and approximately 650 km of mains.
Markets
Spain · Panama · Puerto Rico · Colombia · Mexico · US · Georgia · Saudi Arabia · Oman · Australia
Languages
Spanish (native) · English (upper-intermediate, professional use) · French (intermediate) · Portuguese (intermediate) · Italian (basic)
Education
Electrical Engineer, University of Murcia · EXMBA, Madrid Chamber of Commerce
Approach
I have led water services, managed budgets and teams, and overseen plants and infrastructure. I know the challenges of operations and of working with public authorities. That is why my recommendations combine strategic vision and practical experience.
Confidentiality is an essential principle of my work. I do not share information about clients, engagements, data or results without their express permission.
You work directly with me throughout the process: from the initial diagnosis and the design of solutions to support during their implementation.
Engagement models
I deliver structured, phased programmes with defined objectives and deliverables. They are my own methodologies, adaptable to each practice area and to every way of working together.
Model 1 · Strategic consulting
At NWater I help organisations improve the technical, financial, organisational and environmental performance of integrated urban water cycle services. I combine strategic vision, real operator experience and a focus on results. My work goes beyond diagnosis: I assess the situation, set priorities and objectives, turn the strategy into an action plan and support its implementation and monitoring through a structured four-phase methodology.
Phase 1
To obtain an overall view of the organisation and the services it manages, identifying strengths, risks, opportunities and areas for improvement at every link of the integrated water cycle.
DeliverableStrategic diagnosis report: assessment of the current situation, key findings and improvement opportunities.
Phase 1 · Strategic diagnosis
My own methodology for the comprehensive assessment of water operators: ten areas of analysis to evaluate how an operator is managed, identify strengths, risks and opportunities, and set the main lines of improvement. In each one, I bring senior management experience and practical knowledge of the sector.
Organisational structure, roles and responsibilities · Decision-making processes · Internal control, risk management and regulatory compliance systems.
What I bringA management perspective and knowledge of the sector. I analyse how the organisation really works, how decisions are made and how responsibilities are distributed, identifying opportunities to improve its governance and organisational effectiveness.
Corporate strategy and alignment with service objectives · Strategic planning, monitoring and review systems · Definition of objectives and performance indicators.
What I bringStructured strategic management. I connect the organisation’s objectives with service management, performance indicators, investment and financing needs.
Cost and revenue structure · Economic efficiency and budget control · Tariff structure and cost recovery · Capacity to invest in and finance strategic projects.
What I bringEconomic and financial sustainability. I help develop balanced economic models that cover the cost of the service, maintain and renew assets, and finance the investment required.
Investment portfolio and alignment with the service strategy · Project planning and prioritisation · Physical and financial progress of works · Control of timing, budgets, risks and deviations.
What I bringInvestment programmes under control. I prioritise investments by impact and level of risk, and set up monitoring mechanisms so that projects respond to the real needs of the service and are delivered in line with their objectives.
Abstraction, treatment, distribution, sewerage and wastewater treatment · Condition and performance of infrastructure · Operating processes and water quality · Non-revenue water, losses and hydraulic efficiency · Technology applied to operations · Compliance with environmental requirements.
What I bringOperational efficiency and modernisation. I combine the technical diagnosis with the financial and investment ones to define operational improvement and modernisation programmes that are viable, prioritised and sustainable.
Metering, reading and billing systems · Revenue management and collection · Non-revenue water and commercial efficiency · Quality of customer service · Detection of unauthorised consumption · Communication and complaint management.
What I bringUser-centred service models. I work on reliable metering, accurate billing, efficient commercial processes and the quality of customer service: responsive support and proactive communication.
Workforce sizing and structure · Professional capabilities and skills · Productivity and work organisation · Talent development, training and retention · Culture of safety and environmental responsibility.
What I bringStrengthening teams and organisations. I identify constraints in structure, capabilities or culture that affect service performance and propose improvements through reorganisation, training, professional development and a safety culture.
Monitoring and control technologies (SCADA, sensors and IoT) · Remote reading and smart meters · Information systems and data integration · Performance indicators and dashboards · Innovation and new technologies applied to the service.
What I bringResults-driven digitalisation. I define digital roadmaps linked to operational needs, prioritising the solutions that deliver measurable improvements in efficiency, control and service quality.
Regulatory compliance and environmental performance · Efficient management of water resources · Energy efficiency · Reuse and circular economy · Climate change adaptation and drought management · Protection of the natural environment.
What I bringSustainability and resilience. I drive loss reduction, energy efficiency, water reuse and climate adaptation measures that improve the operator’s environmental performance and capacity to respond.
Relations with public authorities, regulators and municipalities · Relations with users and communities · Institutional participation and collaboration · Corporate communication and reputation · Social responsibility.
What I bringInstitutional relations and trust. I bring experience in dealing with public authorities and stakeholders, helping to build relationships of trust, facilitate agreements and win acceptance for strategic projects.
Phase 2
To set the organisation’s strategic direction, defining objectives and priorities and the lines of action to achieve them in the short, medium and long term.
DeliverableStrategic objectives and lines of action: a reference framework to guide decisions and align the organisation.
Phase 3
To turn the objectives and strategic lines into concrete, prioritised and measurable actions, defining the resources required, owners, deadlines and performance indicators.
DeliverableStrategic action plan: a roadmap for delivery, with actions, priorities, owners, timeline and indicators.
Phase 4
To support the delivery of the plan, assess progress towards the objectives and review results periodically, proposing corrective measures and updates where needed.
DeliverableMonitoring calendar, periodic progress reports and proposals to adjust or update the action plan.
Model 2 · Development and growth
At NWater I support water-sector organisations in their growth and expansion strategies: business development, winning new contracts and concessions, entering new markets, mergers and acquisitions (M&A) and developing investment and innovation opportunities. My work covers the whole growth cycle: identifying and assessing opportunities, defining the strategy, preparing and executing transactions, and supporting value capture once the goal has been achieved. A structured four-phase approach.
Phase 1
To identify and assess the most suitable growth routes for the organisation: new contracts and concessions, geographic expansion, entry into international markets, acquisitions, and investment or innovation partnership opportunities.
DeliverableMap of growth opportunities: identification, feasibility assessment, strategic attractiveness and prioritisation of opportunities.
Phase 2
To define the strategy for the selected opportunities, establishing the competitive positioning, business model, potential partners and resources required. To prepare the technical, financial and strategic elements needed to compete or execute the transaction.
DeliverableBusiness development, bid or market-entry strategy, together with the preparation and coordination of the documentation needed to submit the bid or structure the transaction.
Phase 3
To support the tender, negotiation, acquisition or set-up of the investment vehicle, coordinating the participants and specialists involved, managing risks and supporting decision-making through to award or closing.
DeliverableStrategic support throughout the process, with milestone tracking, negotiation support and coordination of the technical, financial, legal and regulatory aspects.
Phase 4
To support the realisation of the growth achieved: mobilisation and stabilisation of new contracts, operational integration after an acquisition, development of synergies, or the launch and monitoring of investment vehicles.
DeliverableValue capture and consolidation plan, with objectives, actions, owners and monitoring indicators tailored to each transaction.
Model 3 · OKS · Operational knowledge
The OKS (Operational Knowledge System) turns a water service’s operational knowledge into a structured, shared, measurable system under continuous improvement, built by the very teams who run it. It works where real operations, technical knowledge and structured management meet: integrated water cycle processes, working procedures, performance indicators, good practices, operational organisation and continuous improvement. Its core principle is simple:
“A system is only OK when it is built by the people who run it.”
Phase 0
To assess the operational situation of the service and identify critical areas, knowledge gaps, process shortcomings and improvement opportunities. The OKS is not implemented in isolation, but in response to the real needs identified in the diagnosis.
DeliverableOperational diagnosis report, identifying priority areas and improvement opportunities, with a recommended scope for implementing the OKS.
Phase 1
To define the scope of the system, the processes to be covered, the working groups and their members, the initial indicators, and the operating and governance model.
DeliverableOKS design document: operational scope, high-level process map, working-group structure, deployment plan and initial indicators.
Phase 2
Core differentiator
Build the system with the utility’s own teams: groups of up to five people who run the service every day, two-hour meetings every fortnight and individual work in alternate weeks. Solutions are not imposed: they are co-created with those who know the operational reality.
DeliverableOperating procedures, technical instructions, good practices, validated performance indicators (KPIs) and an initial knowledge base.
Phase 3
Turn the documents produced into an integrated system: document standardisation, assigned owners, integration with the quality management system and design of the Knowledge Portal.
DeliverableStructured document system, knowledge governance and maintenance model, Knowledge Portal design and integration with ISO 9001 or other existing management systems.
Phase 4
To put the OKS into operation and build it into the service’s day-to-day activity: activating the knowledge-update mechanisms, training the teams and launching specialist forums. The aim is for the OKS to be used and become part of everyday management, rather than ending up as archived documentation.
DeliverableImplementation plan, training sessions, active specialist forums and an initial operational dashboard.
Phase 5
To consolidate the OKS as a living system, built into the service’s regular management. A Steering Committee, with management and operational leads, meets every two to three months to assess its progress, review indicators, update content and promote new working groups.
DeliverableContinuous-improvement model, operational Steering Committee, knowledge-update procedure and an OKS evolution roadmap.
Overall deliverable
A complete internal operating system (clear procedures, defined KPIs, structured knowledge, continuous improvement in place and a Knowledge Portal) built with the utility’s own teams.
Ways to engage
Model 4 · Training · NWater Academy
Specialised training programmes in integrated water cycle management, from strategic leadership to the technical operation of services. Highly practical training, based on real management experience and aimed at developing skills, improving professional performance and enabling immediate application on the job.
Strategic leadership and planning · Governance and management models · Economic and financial management · Tariff structures and cost recovery · Contract types · Institutional relations.
Programmes for heads of operations, maintenance, laboratory, networks and commercial management. Leadership and team management · Work organisation · Incident management · Safety · Performance indicators and continuous improvement.
Programmes designed around each operator’s needs, processes, teams, objectives and performance indicators. Content and case studies based on the organisation’s reality, with learning assessment and follow-up of how it is applied.
Abstraction and conveyance · Drinking water treatment · Storage and distribution · Supply and sewer networks · Water meters · Wastewater treatment and reuse. Specialised modules with a practical focus.
Strategic asset management · Investment planning and infrastructure renewal · Predictive, preventive and corrective maintenance · Asset life-cycle management · Asset management systems based on ISO 55000.
SCADA and remote control systems · Telemetry and sensors · Remote reading and smart meters · Data analytics applied to operations · Indicators and dashboards · Data integration and governance · Applied AI.
Energy efficiency in pumping and treatment facilities · Carbon footprint and decarbonisation · Circular economy · Water reuse · Sludge management and valorisation · Climate change adaptation and sustainability management.
Ways to work together
NWater Consulting’s services can be delivered through different ways of working together, adapted to each organisation’s needs, objectives and circumstances. From projects with a defined scope and deliverables to ongoing engagements or temporary executive roles, each option gives you specialised senior experience in integrated water cycle management.
Insights
Technical notes, articles and news on running urban water services.
After 34 years at FCC Aqualia, NWater Consulting puts that experience at the service of organisations that manage, develop or invest in the water sector.
New notes are also shared on LinkedIn ↗
The NWater challenge
Answer honestly. Every “no” or “I don’t know” points to where an operator’s view can make a difference.
1Do you know your non-revenue water accurately, and do you have a plan to reduce it?
2Do your tariffs cover operation, maintenance and asset renewal?
3Do you have a prioritised investment plan, with physical and financial tracking of each project?
4Do you have an up-to-date action plan for droughts and extreme events?
5Do you use your operating data (SCADA, smart meters, KPIs) to make decisions?
Answer the five questions to see your result.
0/5
The challenge now is to keep it there and make the most of that strength: asset renewal, new contracts and growth.
The questions you answered “no” or “I don’t know” are the natural place to start. A focused review can turn them into a short, prioritised plan.
A strategic diagnosis based on the NWater Decalogue would give you a complete picture of the service and a prioritised improvement plan.
Contact
Tell me about your utility, concession or water asset, or send me your challenge answers. I reply personally.
General enquiries
Based in