Yara Gual
Asociada Senior
Garza Tello – Clyde & Co.

Trion muestra que los proyectos energéticos estratégicos requieren continuidad institucional, capital especializado y decisiones que trasciendan los ciclos políticos. Su planeación, financiamiento, construcción y puesta en operación suelen requerir décadas de trabajo, miles de millones de dólares en inversión y la participación coordinada de gobiernos, operadores, inversionistas y proveedores especializados.

A casi diez años de su adjudicación y con una primera producción prevista para 2028, Trion ofrece una oportunidad para reflexionar sobre los proyectos energéticos de largo plazo, el papel de las asociaciones estratégicas y la importancia de la continuidad institucional para materializar inversiones de gran escala.

Más allá de las cifras de inversión, reservas o producción estimada, Trion constituye un caso de estudio sobre la forma en que se desarrollan los grandes proyectos energéticos: mediante horizontes de largo plazo, distribución de riesgos, disciplina financiera y una visión que trasciende administraciones y coyunturas políticas.

Un farm-out es una asociación estratégica mediante la cual el titular de un área petrolera incorpora a un socio para compartir inversión, riesgos, tecnología y capacidades operativas. En el caso de Trion, este esquema permitió que Pemex desarrollara un proyecto de aguas ultraprofundas junto con un operador internacional, reduciendo la carga financiera y distribuyendo riesgos propios de una inversión de gran escala.

La reforma energética de 2025 eliminó la denominación de los farm-outs, pero mantuvo el principio económico que les dio origen: compartir capital, tecnología y riesgos para desarrollar proyectos de gran complejidad. Las Asignaciones para Desarrollo Mixto representan una nueva arquitectura jurídica para atender una necesidad que permanece vigente.

No obstante, el desafío no consiste únicamente en diseñar nuevos contratos, sino en convencer al mercado de que dichos contratos serán respetados durante décadas. En proyectos cuyo ciclo de vida supera fácilmente los veinte años, la seguridad jurídica constituye un activo económico. Los inversionistas evalúan tanto el potencial geológico como la estabilidad institucional y la previsibilidad regulatoria.

Trion constituye el caso más representativo de asociación estratégica entre Pemex y un operador internacional derivado de la reforma energética de 2013. Su desempeño será determinante para evaluar si este tipo de esquemas continúa siendo una herramienta eficaz para desarrollar recursos de alta complejidad.

El proyecto integra varios de los elementos que históricamente han limitado el desarrollo independiente de aguas profundas por parte de Pemex: acceso a capital, tecnología especializada, experiencia operativa internacional y distribución del riesgo financiero. En conjunto, estos factores disminuyen la presión sobre las finanzas públicas y fortalecen la capacidad para ejecutar inversiones de gran escala.

Uno de los aspectos menos analizados del proyecto Trion es el valor estratégico de la infraestructura que actualmente se encuentra en desarrollo. En la industria de aguas ultraprofundas, la mayor parte de la inversión no se concentra únicamente en la perforación de pozos, sino en la construcción de infraestructura submarina y de producción: plataformas flotantes, sistemas de producción submarina, ductos, líneas de flujo, umbilicales y facilidades para el procesamiento y transporte de hidrocarburos.

En este contexto, Trion podría convertirse en el primer hub de desarrollo del Cinturón Plegado Perdido. Campos como Nobilis y Maximino, ubicados en la misma provincia geológica, podrían beneficiarse de la existencia de infraestructura compartida, reduciendo inversiones marginales, tiempos de ejecución y riesgos operativos.

En otras palabras, Trion no debe analizarse únicamente como un campo petrolero, sino como la infraestructura que podría hacer económicamente viables otros desarrollos en aguas profundas durante las próximas décadas.

¿PUEDE TRION REABRIR EL DEBATE ENERGÉTICO?

Si llega a la producción comercial cercana a los niveles previstos y mantiene disciplina en costos, demostrará que las asociaciones estratégicas pueden generar simultáneamente producción, ingresos para el Estado, transferencia tecnológica y una distribución más eficiente del riesgo financiero. Un resultado exitoso podría reabrir la discusión sobre el papel de estas asociaciones en el desarrollo de proyectos de alta complejidad y desplazar el debate desde una perspectiva política e ideológica hacia una evaluación basada en resultados económicos.

México compite hoy con jurisdicciones que han fortalecido su atractivo para el capital energético. Guyana consolidó uno de los desarrollos offshore más dinámicos del mundo; Brasil preservó la continuidad regulatoria y mantiene un mercado altamente competitivo; Surinam emergió como una nueva frontera exploratoria; y Argentina aceleró el desarrollo de Vaca Muerta con importantes inversiones en infraestructura y exportación.

México no perdió recursos energéticos; perdió momentum competitivo. La verdadera discusión ya no es si el país cuenta con hidrocarburos suficientes, sino si puede recuperar la confianza necesaria para atraer las inversiones que requieren los proyectos de largo plazo. Trion será evaluado por sus resultados técnicos, financieros y operativos. Sin embargo, su verdadero legado podría trascender la producción de petróleo. Si Trion demuestra que la participación estatal puede coexistir con capital privado, tecnología internacional y generación de valor público, se convertirá en una referencia concreta para el futuro energético de México.

En ese sentido, Trion podría ser recordado no sólo como uno de los proyectos más importantes de aguas ultraprofundas del país, sino como el proyecto que reabrió el debate sobre la forma en que México decidirá desarrollar sus recursos estratégicos durante las próximas décadas.

My journey with Holland House Mexico (HHM) started on a very active note back in 2019, joining precisely during the strategic transition process toward its current commercial identity, which grants me the pride of participating as a founding member. I initially signed a collaboration agreement aimed at providing reliable, high-value market intelligence regarding the Mexican Oil & Gas sector to Dutch companies, enabling them to de-risk their entry into the country.

Driven by this agreement, we connected with CONSTRUCTION AND PILING EQUIPMENT HOLLAND B.V. (CAPE HOLLAND). Following months of key information exchange, this relationship successfully matured: my company, JC Partnering, signed a commercial contract to provide them with local business and logistics support services on 2020. This solid alliance remained highly productive until CAPE HOLLAND decided to withdraw from the country in 2024, as part of their global strategy and due to the contraction of offshore activity within the Mexican energy sector.

This tangible business experience proved the true operational value of the Chamber. Consequently, by 2020, we formally expanded our institutional commitment through JC Partnering’s corporate membership.

My trust in this institution’s transparency has been mutual. This year, following this solid track record that began since the Chamber’s early days as both an individual and corporate member —actively participating in key strategic sector events— the Board of Directors appointed me as Treasurer. From this position, I now oversee the Chamber’s financial soundness, confirming HHM’s deep commitment to maximizing return on investment and driving commercial success for every associate. If your company is looking to broaden its horizons, tap into international corridors securely, and maximize its membership return, joining Holland House is the right strategic move.

Javier Carrasco

CEO, JC Partnering

Whichever sector the vessel is operating in, its scope is broadly the same – supporting construction, commissioning, planned and unplanned maintenance of either a wind farm or an oil and gas platform. For example, the vessel can be positioned in close proximity to an FPSO, enabling continuous personnel access.

People at the core

While cross sector capabilities may sound like a tall order, the basic functionality of a vessel supporting commissioning and maintenance operations is the same, says Damen’s Mark Couwenberg.

“What all sectors of the offshore energy industry have in common is people. Whether it’s supporting operations at a wind farm, or an oil platform, such a vessel needs to be able to transport personnel, and provide them with a safe, comfortable place to eat, relax, and sleep in between shifts. Those requirements are at the heart of our CSOV/OESV designs.”

Home away from home

As you might expect from platforms with people at the core, Damen’s Offshore Energy Support Vessels offer a high standard of accommodation – aimed at ensuring a comfortable stay offshore for up to 28 days at a time.

A lot of effort has gone into designing accommodation areas with high-quality materials, with a view to minimising both homesickness and seasickness. The accommodation also features well-thought-out configurations, enabling personnel to easily navigate the vessel.

Scalable accommodation

“The living areas offer a good demonstration of the flexible approach we needed to take to ensuring the vessels’ suitability for all offshore sectors. Every operation is unique, of course, but typically, with offshore wind, the focus will be on creating an efficient workflow to process as many turbines as possible.

“For the non-renewable sectors, there is frequently a higher demand for personnel. That’s why we’ve created a vessel that can be constructed to accommodate varying numbers of people. With the largest vessel in the series, our OESV 10020, we can feature accommodation for up to 190 persons,” says Mark.

Personnel board and disembark from the vessel via a motion-compensated gangway that is able to form a fixed connection to offshore structures.

Making room

Other features typically required for the non-renewable sectors include increased deck space and a larger crane. Once again, Damen has taken this into consideration in the designs – particularly of the OESV, with its 150-ton crane and an aft deck 750m 2 .

“We have designed the deck to be as open as possible to the sides and the aft, with the result that it is ideal for installing an A-frame and for transporting and launching an ROV, for example. The deck can also be used for cable repair operations.”

In addition to the large, open deck space, the vessel also boasts an integrated helicopter deck to the fore.

Station keeping
An essential feature for any vessel operating offshore is safety. This is an even more pressing concern in remote locations. To this end, the vessels are equipped with a highly capable DP system, based on Damen’s DPX-DRIVE ™, further supported with additional layers of redundancy.

Future-proof solutions

The vessels are also designed with a focus on efficiency, lowering both emissions and fuel consumption where possible. For example, the OESV is available with an approximately 4MW/hr battery package. The batteries serve as spinning reserve so that fewer engines have to be online, resulting in better engine loading with lower fuel consumption and maintenance. In addition the batteries allow the vessel to operate fully-electrically while in port when requested. The vessel is also fully prepared for further expansion of the battery capacity, and future offshore charging, so that full-electric operations are a real option.

Por: Yara Gual

La caída de producción en México responde no solo a factores geológicos, sino también a
decisiones regulatorias, institucionales y de política energética.

La caída de la producción petrolera en México no puede analizarse únicamente desde la declinación natural de campos maduros. El fenómeno responde también a factores institucionales, regulatorios y financieros que han impactado la capacidad del país para atraer inversión de largo plazo, reponer reservas y desarrollar nuevos proyectos.

La discusión energética mexicana ya no debería plantearse como una disyuntiva entre Estado o mercado. El reto consiste en construir un modelo funcional donde el Estado conserve rectoría estratégica, Pemex fortalezca su capacidad operativa y financiera, los reguladores mantengan credibilidad técnica y la inversión privada pueda participar bajo reglas claras y estables.

Uno de los activos más relevantes de la Reforma Energética (2013-2014), fue el diseño institucional del sistema de licitaciones de contratos petroleros. Las rondas coordinadas por la Comisión Nacional de Hidrocarburos (CNH) incorporaban estándares internacionales de transparencia, trazabilidad, acceso a información geológica y supervisión técnica.

La CNH no operaba únicamente como una autoridad administrativa. Su función consistía en aportar supervisión técnica especializada en exploración, extracción, administración contractual, reservas y evaluación de proyectos upstream. La separación funcional entre regulación, política pública y participación económica del Estado contribuía a fortalecer la credibilidad institucional del sistema y reducir percepción de riesgo regulatorio.

La certidumbre institucional resulta particularmente relevante en proyectos de largo plazo, donde las decisiones de inversión dependen de estabilidad regulatoria, predictibilidad contractual, tiempos razonables de autorización y mecanismos confiables de solución de controversias.

México conserva una base relevante de reservas y recursos. Las reservas probadas, probables y posibles muestran potencial, pero también evidencian la necesidad de inversión exploratoria sostenida. En campos maduros, mantener producción exige inversión constante. En nuevos descubrimientos, la maduración exige capital, tecnología, permisos, infraestructura y tiempo. Sin embargo, el reto no es únicamente tener hidrocarburos en el subsuelo, sino convertir recursos en reservas y reservas en producción comercial.

Cómo balancear la relación Estado-privados

El debate no debería plantearse como Pemex contra privados. La fórmula más conveniente para México es Pemex más inversión privada, bajo rectoría del Estado y reglas de transparencia. El Estado debe conservar propiedad y control estratégico de los hidrocarburos. Pemex debe concentrarse en áreas donde tiene ventajas técnicas y comerciales. Los privados pueden asumir riesgo exploratorio, aportar tecnología, financiar desarrollo y acelerar producción.

Acciones para una política petrolera competitiva.

1. Reconstruir independencia técnica regulatoria, aun dentro del nuevo diseño institucional, mediante reglas claras, órganos especializados, transparencia y mecanismos de revisión.
2. Reactivar rondas selectivas y estratégicas, priorizando aguas someras con infraestructura cercana, campos maduros, gas natural, recuperación secundaria y asociaciones con Pemex.
3. Diseñar un régimen fiscal progresivo, adaptable a precio del petróleo, riesgo geológico, profundidad, madurez del campo y rentabilidad real.
4. Fortalecer farmouts y asociaciones estratégicas de Pemex para proyectos donde la empresa no debe asumir sola riesgo financiero y tecnológico.
5. Crear plazos obligatorios para permisos y autorizaciones, evitando que la inactividad administrativa se convierta en barrera de inversión.
6. Publicar criterios técnicos de decisión para reducir discrecionalidad y fortalecer confianza del mercado.
7. Mantener transparencia contractual y de licitaciones conforme a estándares internacionales de contratación abierta.
8. Impulsar trazabilidad, combate al mercado ilícito y seguridad física de infraestructura, sin convertir esos objetivos en barreras regulatorias desproporcionadas.
9. Incorporar transición energética ordenada, captura de carbono, gas natural y reducción de emisiones como parte de una política energética integral.
10. Proteger el cumplimiento contractual y mecanismos de controversia, incluyendo arbitraje cuando resulte aplicable.

Conclusión

México no enfrenta únicamente una caída de producción; enfrenta una pérdida de oportunidad energética. El país cuenta con recursos, ubicación estratégica, infraestructura, experiencia técnica y una empresa nacional con enorme relevancia histórica. Pero esos elementos no son suficientes si no existe inversión, certidumbre y regulación técnica creíble.

La Reforma Energética de 2013-2014 no fue perfecta. Tuvo metas ambiciosas, un régimen fiscal perfectible y una implementación que requería continuidad. Sin embargo, produjo un activo institucional valioso: un sistema de licitaciones transparente, competitivo y reconocido internacionalmente.

“La transparencia regulatoria no era un lujo institucional: era un activo económico para México.”

El futuro petrolero de México no debe construirse desde la nostalgia de un modelo, ni desde el rechazo absoluto a la inversión privada. Debe construirse desde una visión pragmática: soberanía con producción, rectoría con inversión, Pemex fortalecido con socios, y Estado fuerte con reguladores confiables.

La fortaleza energética de un país no depende únicamente de la propiedad estatal de los recursos, sino de su capacidad para convertir esos recursos en valor público de manera eficiente, transparente y sostenible.

Fuentes y referencias consultadas
 Secretaría de Energía (SENER). Rondas México. Información pública de rondas, licitaciones, monitoreo y transparencia.
 Comisión Nacional de Hidrocarburos (CNH). Información histórica de licitaciones, contratos, reservas y estadísticas del sector hidrocarburos.
 Pemex. Reportes financieros, estadísticas de producción y reportes operativos públicos.
 Fondo Mexicano del Petróleo para la Estabilización y el Desarrollo. Información institucional y reportes públicos.
 Cámara de Diputados. Ley de Hidrocarburos, Ley de Ingresos sobre Hidrocarburos y legislación sectorial aplicable.
 Diario Oficial de la Federación. Publicaciones y reformas vinculadas al sector hidrocarburos y nueva arquitectura institucional.
 International Energy Agency (IEA). Oil market reports, energy security analysis y perspectivas internacionales de inversión energética.
 U.S. Energy Information Administration (EIA). International Energy Outlook y estadísticas comparativas de producción energética.
 OPEC. Annual Statistical Bulletin y estadísticas internacionales de producción y reservas.
 Natural Resource Governance Institute. Estudios sobre gobernanza, transparencia y contratación abierta en recursos naturales.
 Open Contracting Partnership. Buenas prácticas de contratación abierta en industrias extractivas.
 Banco Mundial. Commodity Markets Outlook y reportes macroeconómicos vinculados a precios de energía.
 Fondo Monetario Internacional. Análisis macrofiscal y de sostenibilidad financiera vinculados a empresas estatales y finanzas públicas.
 Reuters Energy. Cobertura periodística sobre producción, reservas, Pemex y evolución regulatoria del sector energético mexicano.
 UNAM. Estudios económicos y análisis académicos sobre Reforma Energética, producción y proyecciones del sector hidrocarburos.
 Oxford Institute for Energy Studies. Estudios comparativos sobre mercados energéticos, gas natural y seguridad energética.
 Energy Institute. Statistical Review of World Energy.
 CEPAL. Estudios regionales sobre energía, desarrollo, infraestructura y transición energética.

By: Piotr Orłowski

What is changing with updated EU – Mexico FTA and how you can benefit from it?

EU – Mexico partnership development

Trade and political relationships between EU and Mexico have grown for recent almost 30 years of mutual partnership while bilateral trade more than quadrupled in the first 20 years of the Agreement. It shows the importance of strengthening the relations and elevating the cooperation to another level where both parties can benefit and ensure the synergy of traded goods and trade of services. For Mexico, EU is the 2nd largest export market (after US) with €33.9 billion in 2025. Most imported goods from Mexico are machinery, mineral products, chemical products, transport equipment and base metals. From EU perspective, EU continues to register a trade surplus with €19.1 billion in 2025. These numbers reflect the real flow of goods between these parties. For sure, the trend will continue to grow and increase the volumes of traded goods and services between Companies. Updated Agreement will enhance cooperation, recognition and strengthen relations.

How updated agreement will impact EU, Mexico and their Companies?

Current trade will expand per volumes and figures. From EU side, it will impact approx. 45’000 SME Companies and potential growth for EU agri-food exports to Mexico.
Products like cheese, poultry, pork, pasta, apples, jams, chocolate and wine will have
removed tariffs as high as 100%. Farmers in EU will gain opportunity to appear on
Mexican market with their products and the existing ones, will gain possibility to
expand their business. On the other hand, Mexican companies will have a chance to
expand their current relations with importers in EU, gaining advantage in reduced
duties for many products.

Moreover, the updated agreement will promote sustainable development which sets
legally binding commitments on labour rights, environmental protection, climate
change and responsible business conduct. Worth to mention is also strong
commitment to human rights, international peace and security as for EU these values
are very important. This is one of the first agreements in which values that are important to the EU are being extended beyond its borders. Promoted shared values
will also cover progressive rules to fight against corruption in the private and public
sectors. This includes reducing risk of supply chains, securing sustainable supply of
critical raw materials and fighting against climate change.

Companies will gain noticeably broaden access to the markets. It will be done also by
updated Rules of Origin. New rules will be easier to be met (lower thresholds, new
alternative rules). It will be critical to ensure proper calculation, record keeping, storing
data from Suppliers, verification of rules and customs documentation.
In addition, the modernised agreement is expected to simplify customs procedures
and improve transparency in trade operations. Faster customs clearance, enhanced
digitalisation of trade documentation and more predictable regulatory processes may
help Companies reduce administrative burdens and operational costs. The agreement
may also encourage new foreign direct investment projects between the EU and
Mexico, particularly in sectors such as manufacturing, automotive, renewable energy
and technology services. As global supply chains continue to evolve, both parties may
benefit from stronger diversification opportunities and reduced dependence on single
markets.

For importers, new Rules of Origin and its application will mean measurable savings
and better trade conditions with their Partners along with ensured great quality of
products. For new Suppliers it means better competitiveness and easier access to
market. For many Companies doors will open widely, targeting not yet discovered
possibilities. It’s not just cosmetic change – it’s strategic development of mutual
partnership. On both sides it means also indirect benefits for local communities – new
places for work, more open jobs, more scalable business, more investment and new
Research and Development centres, among others. Adoption of updated Agreement

will provide benefits on both sides, including creating more values in not only cash-
related fields but also a chance of development of local infrastructure (paying taxes lead to enhancing standards, which is provided by better conditions, schools, roads,
local communities).

Conclusion: Preparing for new EU–Mexico trade opportunities
Over the past years, every adopted Free Trade Agreement has created new value,
opportunities and possibilities for companies that decided to expand their business
internationally. With the updated EU–Mexico agreement, these possibilities are
expected to grow even further, giving companies on both sides a strong reason to
explore new markets, strengthen partnerships and prepare early by reviewing Rules of
Origin, supplier data, customs documentation and potential savings under the new
framework, to make the most of the benefits ahead.

Written by: Piotr Orłowski

In today’s rapidly evolving business environment, organizations can no longer rely solely on traditional training models to remain competitive. Developing future-ready talent requires a more strategic, structured, and continuous approach—one that aligns learning with business objectives and long-term growth.

At Consultec, the creation of its Corporate University reflects this shift. Rather than viewing training as a support function, it is positioned as a core driver of organizational transformation. Corporate universities are not new globally, but in Mexico, they are becoming increasingly relevant as companies face talent gaps, digital transformation challenges, and the need to retain highly skilled professionals.

The concept behind a corporate university goes beyond offering courses. It is about building a learning ecosystem. This includes structured learning paths, competency-based development, and the integration of technology to enable scalable and flexible education. According to global trends, organizations that invest in continuous learning outperform their peers in productivity and innovation. In this context, corporate universities act as engines of both individual and organizational performance.

One of the key differentiators of Consultec’s approach is its focus on aligning learning with real business needs. Programs are designed not only to transfer knowledge but to solve practical challenges within the organization. This ensures that learning is immediately applicable and measurable. Additionally, by incorporating digital platforms and hybrid learning models, the university enables employees to access content anytime and anywhere, fostering a culture of self-directed learning.

Another critical aspect is talent retention. In a competitive labor market, professionals are increasingly looking for opportunities to grow and develop. A corporate university sends a strong message: the organization is committed to its people. This not only enhances employee engagement but also strengthens the employer brand, making it easier to attract top talent.

Moreover, corporate universities play a strategic role in leadership development. By identifying high-potential employees and providing them with tailored development paths, organizations can build a strong pipeline of future leaders. This is particularly important in times of uncertainty, where agile and well-prepared leadership can make the difference between stagnation and growth.

Of course, implementing a corporate university is not without challenges. It requires investment, clear governance, and alignment across different areas of the organization. However, the long-term benefits—improved performance, stronger culture, and sustained competitiveness—far outweigh the initial effort.

In my view, the rise of corporate universities in Mexico represents a significant opportunity for organizations to rethink how they develop talent. It is no longer about training for today’s needs, but about preparing people for the challenges of tomorrow.

As companies continue to navigate an increasingly complex business landscape, those that invest in structured, strategic learning will be better positioned to lead, innovate, and grow.

By Cesar Vera – Founder & Principal at Inner & Strategic | Vice President of the Board of Advisors at Holland House Mexico

Energy transition is not about choosing sides. It is about positioning with discipline. During my recent participation as a panelist at the Congreso Internacional de Energía, I shared a reflection that remains central to how I see the current moment. The countries that will lead in the coming decade are not those that move the fastest, but those that align infrastructure, regulation, capital, and execution with clarity.

The Netherlands offers a compelling reference.

It is a relatively small country in territory, yet it plays a decisive role in global energy and maritime systems. This did not happen by accident. It reflects decades of coordinated strategy and institutional alignment.

One of the clearest strengths of the Dutch model is integrated infrastructure thinking. The Port of Rotterdam is far more than a logistics hub. It operates as a fully connected energy and industrial ecosystem. Oil refining, LNG terminals, petrochemicals, storage facilities, offshore wind logistics, hydrogen initiatives, and carbon capture projects coexist within one coordinated platform. According to the Port of Rotterdam Authority, it handles close to 470 million tons of cargo annually and serves as a primary gateway to Europe’s industrial core.

What makes this model resilient is not just scale. It is diversification combined with integration. Conventional fuels continue to operate efficiently while new technologies are piloted and scaled carefully. This layered approach reduces systemic risk and preserves competitiveness during transition.

Mexico has similar geographic advantages. With strategic access to both the Gulf and Pacific and strong trade links to North America, it has the foundation to think in integrated clusters. Energy, logistics, ports, and industrial development can be approached as one coordinated system rather than separate agendas. That shift alone would unlock significant structural value.

A second pillar of the Dutch approach is regulatory clarity. Investors do not expect perfection. They expect predictability. Large scale infrastructure requires long horizons. Offshore wind projects in the North Sea have advanced through structured processes with transparent frameworks and defined expectations. That clarity lowers uncertainty and attracts sustained capital.

Global energy investment has surpassed two trillion dollars annually in recent years, with significant capital flowing into both renewables and conventional energy. The message is practical. Markets reward stability. When governance sends consistent long-term signals, capital responds.

For Mexico, strengthening institutional predictability is essential. Energy transition is not only technological. It is governance driven. Clear frameworks encourage private investment while supporting national priorities.

The third dimension is maritime capability. Energy systems depend on maritime strength. Offshore wind requires specialized vessels. LNG depends on shipping and port infrastructure. Emerging hydrogen corridors will move through sea lanes and industrial ports. The Netherlands has long understood this connection. Maritime excellence amplifies energy competitiveness.

Throughout my career across maritime and energy markets, I have seen how operational discipline in fleets and ports directly impacts broader economic performance. Efficiency, fuel optimization, emissions control, and digital transparency are not marginal improvements. They influence margins, environmental credibility, and investor confidence at scale.

What stands out in the Dutch model is its pragmatism. Transition is treated as a managed sequence of decisions. New technologies are tested, measured, and expanded when viable. Existing systems are optimized rather than abruptly discarded. This balanced execution reduces volatility and builds confidence.

Mexico does not need to replicate the Netherlands. Context, resources, and social priorities differ. But the principles are adaptable.

• Treat ports as integrated energy and industrial platforms.
• Provide regulatory clarity that reduces hesitation.
• Develop maritime capability alongside energy ambition.
• Balance transition with energy security and competitiveness.
• Execute with discipline rather than rhetoric.
  

During the panel discussion, I emphasized that the coming years will not be defined by ideology but by positioning. Global volatility will persist. Supply chains will evolve. Capital will remain selective. Countries and companies that think structurally will outperform those that react tactically.

In my advisory work through Inner and Strategic, I often return to one core idea. Sustainable performance comes from alignment. When policy, infrastructure, capital, and execution move in coherence, resilience follows. The Dutch example illustrates how that alignment can operate at national scale.

For Mexico, the opportunity is real. It sits at a strategic crossroads of global trade and energy flows. With coordinated action, it can strengthen its role as a competitive and reliable energy platform for the region.

Transition is not a slogan. It is a disciplined sequence of choices.

Positioning requires clarity. And clarity requires strategy.

You received this recognition as an “innovative entrepreneur”
what exactly does innovation mean to you?

At CK Orlix, we are creating innovative disinfectants made from electric extracts, a natural and biodegradable alternative to traditional chemicals. Mexico’s strong production base and our technical expertise allow us to develop these products efficiently and sustainably. They are safe for both people and the environment while delivering excellent performance across multiple industries. Although our productscost more than chemical ones, their long-term benefits and growing competitiveness make them a smartinvestment. We want to keep expanding this line of natural solutions that protect both health and the planet.

What are you most proud of and what would you do differently if you would start your
company again?

What makes me most proud is our people. We may be a small company, but every team member is fully committed, adaptable, and engaged in every step we take together. Our strength lies in communication and teamwork, which allow us to handle complex challenges and grow steadily. What sets us apart is that, unlike many large international competitors, we are a Mexican company reaching international markets with our own sustainable and natural products. Competing with major players in the food and beverage industry proves that with innovation, collaboration, and determination, even a small company can make a big impact.

Where do you think the biggest challenges & opportunities lie as an entrepreneur?

I believe Mexico offers many opportunities to test ideas and bring them to the market. Entrepreneurship is challenging because results often don’t come right away, and many people give up after the first failure. I’ve learned that taking risks is essential, and sometimes things will go badly. If I stay true to my ideas and keep pushing forward, I can succeed. In Mexico, nine out of ten new companies close within a year, so persistence and courage are crucial.

Is there anything you learned from the local entrepreneurs?

I think the different opinions and challenges people have faced, whether long ago or more recently, help strengthen friendships and entrepreneurial connections between countries and among Mexicans. I believe that by listening to others and absorbing their ideas like a sponge, I can learn a lot. Sometimes my own ideas go in the opposite direction of what others suggest, but that contrast can be valuable. These cultural differences motivate me and push me to create something new. All the varied experiences I hear from others help me grow and improve.

How does Holland House Mexico support CK Orlix in its endevors?

I’ve participated in several committees and clusters in Monterrey and Guadalajara, but Holland House Mexico and the Netherlands always stand out because they constantly introduce new and meaningful themes. They address complex issues like sustainability, human resources, women’s protection, and diversity in a way that feels more advanced and open than what I usually see in Mexico. Their events and committees are the most active and diverse I’ve encountered, and I think the Dutch embassy’s openness and willingness to share knowledge play a big role in that. I really value the humility and human approach they bring, which creates a more personal atmosphere compared to the more formal embassies in other countries.

At Holland House Mexico, we congratulate Juan Carlos, his wife Edith, and everybody at CK Orlix for this outstanding achievement.

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A recent project with a multinational company based in Guanajuato, illustrates our mission in action. The client faced a major challenge: large quantities of used agricultural film (LDPE) collected from fields, compacted into bales, and contaminated with up to 30–35% solid waste such as soil, stones, and other organic material.

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This project is a clear example of how recycling technology can drive circular economy practices in Mexico’s agricultural and industrial sectors. Our engineering teams work closely with clients to design, install, and support systems that maximize efficiency, reduce energy consumption, and minimize water use, ensuring both economic and environmental sustainability.

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