Ventus has exceeded 3 GW under EPC modalities and has accumulated more than 4.5 GW of engineering developed for its own and third-party projects.
The leap in scale comes after closing contracts for more than 560 MW exclusively in solar photovoltaic and storage projects over the last 12 months, with a value exceeding USD 300 million, while the curve is also reflected in revenue.
“This year was a turning point, because we have been expanding not only in terms of geography, but also in terms of the number and size of projects we are closing, which is reflected in a 4x growth in contracts signed from 2022 to 2026,” said Manuel Bervejillo , Director of Global Business Development at Ventus , in an interview with Energía Estratégica .
“In terms of activity and revenue, we have been growing at a rate of 25% annually, and we maintain that projection towards 2030,” he added.
Beyond Ventus' leadership in the EPC sector, the company has significantly strengthened its capacity in the operation and maintenance of renewable assets, where it has managed over 1,300 MW of renewable assets. In fact, in Colombia, the company was awarded the maintenance contract for the 375 MW Puerta de Oro Solar Park, one of the largest plants in the country, even though it was not built by Ventus.
Regardless of this milestone, Ventus is the undisputed leader in EPC construction in Colombia.
“Colombia remains our main market, where we have already exceeded 1 GW of construction, and in solar construction we are the EPC with the largest market share in Colombia, with about 3 GW installed, of which 1 GW is from Ventus, including the first park in the country that incorporates an energy storage system using batteries ,” the executive noted.
The current figure also represents an improvement over the situation previously reported by the company, when it reported more than 750 MW between completed and under construction projects in Colombian territory .
In the previous period during 2025, operations began in Ecuador, Guatemala and Costa Rica.
Milestones that are already being left behind considering the company's latest developments and that this progress expanded a regional presence that already includes EPC experience in ten Latin American countries.
The next growth front is in Ecuador, Peru and Central America, with Guatemala already having about 140 MW built and under construction and serving as a base to capture new contracts, both solar and hybrid.
“We are replicating our working model in Central America. In addition to Guatemala, Ventus is building in Costa Rica. This year we completed a project for the Costa Rican Electricity Institute (ICE) and we plan to continue growing from our hub in the region,” he added.
On the South American side, Peru and Ecuador appear as the next markets where Ventus wants to make a strong impact; therefore, the company is already analyzing different opportunities, and is positioning the Peru-Ecuador axis, countries where the company has begun to provide EPC and EPCM services, as the next Hub to be developed regionally.
“The expectation is to have a solid platform for the implementation of Ventus in Peru by 2027. Meanwhile, in Ecuador we are already executing a full EPC industrial project, while also working on an EPCM in Villonaco 3, a 110 MW wind farm (the largest in the country and the first of the 500 MW auction of 2023), and another 30 MW solar project that we expect to begin construction on in 2027,” emphasized the company's Global Business Development Director.
Argentina, for its part, continues to be one of the company's longest-standing markets, where Ventus has accumulated more than 1200 MW built between wind and solar assets.
But the current strategy isn't just about adding megawatts or countries. The group is strengthening its capacity to take on complete packages, from engineering and procurement to civil works, assembly, interconnection, and commissioning.
Ventus has more than 70 professionals in its engineering area , a structure that allows it to carry out internal designs for its own EPC projects and provide services to third parties.
Procurement is another component of that model. The company has developed direct relationships with equipment manufacturers and maintains that this commercial scale allows it to access competitive conditions against large independent power producers.
Beyond this, one of the true secrets to the company's growth on the continent is "seeking to be local wherever we go, and working integrated with the communities. The goal is to leave a positive mark through employment, training, and support at the most challenging levels of job placement, in contexts where we often encounter many material needs, but a great desire to work and get ahead. Without community support, there is no project," Bervejillo concluded.
Interconnection, BESS and new EPCs mark the next phase
Regarding the breadth of the company's capabilities, Ventus already executes power lines, step-up substations, interconnection substations, and high-voltage connections . In fact, some of the projects currently under construction include these components within their contracted scope.
To this end, the company created a specialized interconnection department with capabilities in engineering, execution, construction, and commissioning. Several of the projects under analysis for 2027 again include high-voltage lines and substations.
What is the reason for the move? To provide an even more comprehensive service, considering that the incorporation of high-voltage infrastructure has a critical impact on the execution schedules.
For 50, 60, or 100 MW power plants, Ventus estimates that the purely construction phase takes less than seven to ten months. However, the total timeline can reach 13 or 14 months when early engineering, site studies, procurement, and supply of the main high-voltage equipment are included.
For installations exceeding 200 MW, the timeframe can range from 18 to 20 months . Transformer availability thus emerges as one of the main constraints on the EPC schedule.
“These figures and estimates are based on an internal assessment and our experience. We also know that there are potential bottlenecks that must be identified and monitored, which can either speed up or slow down processes in a project. That's why we focus on a risk matrix that allows us to control what we can control and monitor what we can't, so we can act quickly and efficiently.”
Another key aspect of the strategy is controlling the pace of project awards. The company aims to expand its portfolio without compromising its execution capacity or its relationships with developers and property owners.
“ We try to be selective with whom we achieve this growth so that it is truly sustainable ,” said the Director of Global Business Development.
Local presence is also part of the model. Ventus hires local staff for its projects and received recognition from the National Association of Public Services and Communications Companies (Andesco) of Colombia in the category of working with the environment , within its sustainability awards.
This award is a milestone for the sector, as it is rare for a renewable energy company to receive this distinction .
“This award is yet another example of the level of professionalism with which we operate, and our pursuit of excellence. We continue to make a strong impact in Latin America,” Bervejillo concluded.