The Gran Salón Inmobiliario, one of Colombia’s largest real estate events, will return to Bogotá’s Corferias from August 20 to 23, 2026, marking its 20th edition with an expected participation of more than 25,000 visitors and nearly 170 exhibitors.

Organized by Corferias and the Lonja de Bogotá, the fair has operated as a sector partnership since 2005, bringing together developers, financial institutions, housing organizations, and specialized service providers.

The 2026 edition will showcase more than 1,600 real estate projects across approximately 4,900 square meters of exhibition space. The offering will include VIS (vivienda de interés social, or social-interest housing) and non-VIS developments, alongside tourism projects, commercial properties, business developments, and investment opportunities.

International showcase highlights tourism and investment projects

This year’s fair will feature an international showcase, where organizers expect more than 30 exhibitors to present projects focused mainly on tourism investment and short-term rental models.

The event announcement states that participating markets include Panama, the Dominican Republic, Mexico, the United States, the United Arab Emirates, Guatemala, and Spain, with Panama serving as the edition’s guest country. The international section will feature residential, commercial, tourism, and business developments from Colombia and overseas markets.

Academic program and visitor support services

The event will also include an academic agenda focused on topics such as real estate financing, housing subsidies, market trends, sustainability, technology, and emerging investment opportunities.

The organizers also announced experiential areas designed to connect visitors with participating brands and provide additional tools for those evaluating property purchases or investment decisions.

Throughout the four-day event, attendees will have access to financing guidance, information on subsidy programs, expert discussions, and real estate options aimed at different buyer profiles and investment objectives.

According to the organizers, the Gran Salón Inmobiliario continues to focus on connecting real estate supply and demand in a specialized environment, while providing visitors with access to guidance and support throughout the event.

Above photo: View from building of Corferias in Bogota Colombia (Photo: {Rainercol@} / Wikimedia Commons)

Colombia’s Procuraduría General de la Nación (Inspector General’s Office) has opened a formal preventive inquiry into a troubled government program to build four airports serving some of the country’s most isolated regions, after the Investigative Unit of Caracol Radio (Unidad Investigativa de Caracol Radio) documented that the projects had spent more than 60% of their budget while completing less than 20% of the physical work. The order, made public on June 17, 2026, directs the Aeronáutica Civil (Aerocivil) to account for the program’s schedules, spending and contracting.

The Procuraduría Delegada Segunda para la Vigilancia Preventiva de la Función Pública (Second Delegate Office for Preventive Oversight of Public Function) ordered monitoring of the airport projects prioritized by Aerocivil. In an official letter to the project’s general manager, delegate inspector Samuel Benjamín Arrieta Buelvas cited “possible delays in the execution of the works, differences between the financial execution and the physical progress of the projects, difficulties related to the supply of materials and inputs, observations on the contractual and logistical management of the project, as well as other risks that could affect the completion of the planned works.” The office gave the entity twelve points to answer, among them a detailed accounting of the funds received, committed, disbursed and executed for each airport; the contracts and supply, transport and oversight orders signed; and an explanation of the gap between the money spent and the physical progress recorded.

“It has happened before that I lay the first stone and they never lay another.” — President Gustavo Petro, at the August 2025 launch of the Bahía Solano airport works.

The inquiry follows the investigation by the Investigative Unit of Caracol Radio, also reported by El País and El Colombiano. The terminals were due to be finished in May 2025; none will be ready before President Gustavo Petro’s term ends on August 7, 2026.

The project is part of the program Aeropuertos para los Servicios Aéreos Esenciales (ASAES), created to keep air operations safe and efficient in hard-to-reach areas. The four terminals are in Bahía Solano, in Chocó; Magüí Payán, in Nariño; and Cumaribo and La Primavera, in Vichada — regions where roads are scarce or nonexistent and air travel is often the only permanent link to the rest of the country. Roughly 122,000 people depend on these airports for access to basic services, commerce and mobility.

The numbers at the center of the controversy come from the project’s own contract and oversight documents. The initiative carries an investment of $363.763 billion COP — more than $100 million USD — including a management fee of nearly $23.8 billion COP (about $6.5 million USD) for the state-owned Empresa Nacional Promotora del Desarrollo Territorial (Enterritorio). Aerocivil had disbursed around $214 billion COP, equal to 60% of the budget. Physical progress lagged far behind: Cumaribo was the most advanced at 18.4%, followed by La Primavera at 15.3% and Bahía Solano at just 5.5%, while in Magüí Payán work had not begun at all.

Three state entities share responsibility under an unusual arrangement. Aerocivil is the contracting party and supervisor; Enterritorio — successor to the controversial Fonade — handles overall management, including procurement, supply of materials and oversight; and the Ejército Nacional (National Army) executes the works through its engineering units, a use of the armed forces that Petro has defended since his 2022 campaign as a way to keep civilian contractors from abandoning the sites. Enterritorio, in turn, hired private operators to supply the soldiers with materials, food, spare parts and lodging.

Petro himself has voiced doubt about the works. At the August 2025 event launching the modernization of the José Celestino Mutis airport in Bahía Solano — more than 18 months after the agreement was signed — the president said, “It has happened before that I lay the first stone and they never lay another.” In the months since, the roughly 122,000 residents who stand to benefit have watched the projects stall amid a series of irregularities.

Minutes of the project’s technical-operating committee show problems from the earliest stages: repeated delays in hiring suppliers, late delivery of materials, difficulties getting equipment running and poor coordination among the participating entities. At a meeting on November 22, 2025, the secretary of airport services, Andrés Arboleda, recorded Aerocivil’s concern with Enterritorio’s management — 55% of the resources had been executed while physical progress stood at just 3%. The Army also objected, sending at least 15 letters since late 2023 warning of delays in hiring specialized personnel and shortfalls in the supply and quality certification of materials; in Bahía Solano, it reported, the works still lack all the required environmental permits.

The reporting also raises pointed questions about costs. Citing the contract documents obtained by the Investigative Unit of Caracol Radio, the project paid an intermediation fee of 4.9% plus VAT on billed goods and services — a charge that was neither written into the contract nor approved by the technical-operating committee, yet has already exceeded $4.2 billion COP (about $1.15 million USD) paid to private contractors. Internal documents flagged striking discrepancies between market prices and the amounts billed: wooden stakes billed at $38,000 COP against a real value of $1,000 COP, pavement baskets billed at $900,000 COP versus a calculated $107,000 COP, and a pavement cutter with a market price of $7 million COP that the project sought to bill at $26 million COP. In Bahía Solano alone, Aerocivil acknowledged total possible overruns of about $22 billion COP (around $6 million USD).

Aerocivil rejected budget-increase requests that would have raised the project’s value by roughly $57 billion COP — about 15% of the total. But it paid a price: the number of aerodromes to be upgraded was cut from six to four, dropping Bajo Baudó, in Chocó, and Barrancominas, in Guainía. El Colombiano named several of the private operators involved — DU Brands, Ferretería El Hidrante S.A., the consortia Aeropistas CPG and IRC, and Organización Tiempos de Paz, the last of which it reported is accused of subcontracting and failing to pay local suppliers.

Enterritorio denies any irregularity and attributes much of the delay to external factors. Its acting president, Esmeralda Molina, told the Investigative Unit of Caracol Radio that the complexity of the institutional structure, logistical difficulties, weather conditions and public-order problems had affected the schedule, and defended the experience of the private operators. The entity nonetheless declined to provide specific figures on the disbursements made and the level of compliance achieved by contractors, citing confidentiality and security.

State oversight bodies had already begun to circle before the latest order. The Procuraduría warned in May 2026 that Colombia’s air-transport system faces a “systemic risk” and asked that an investigation into Aerocivil be opened, as El País and Infobae reported. The Contraloría General de la República (Comptroller General’s Office) has separately flagged the ASAES program’s low execution — a weighted physical advance of just 2.31% as of December 2024 — and, in an unrelated audit of an Aerocivil water-treatment contract awarded without environmental permits, identified a presumed fiscal detriment of $5.67 billion COP, according to Portafolio and El Nuevo Siglo.

The episode has renewed scrutiny of convenios interadministrativos (inter-agency agreements) — widely used by public entities subject to state procurement rules to move resources to other state bodies that can then contract more freely, and more opaquely. The accumulated delays have produced four extensions of the agreement; the latest runs to August, though the entities involved already acknowledge that the new deadlines will be hard to meet. The works also drew earlier scrutiny: in November 2025, El País reported that Aerocivil had grounded most of Colombia’s passenger aircraft amid broader oversight failures.

For now, the next administration will inherit a project with the money largely spent but the infrastructure unbuilt — and the communities that were promised the terminals are still waiting. As El País put it, the promised terminals “remain more a project than a reality.”

This article is based on the original investigation by the Investigative Unit of Caracol Radio and the June 17, 2026 order of the Procuraduría General de la Nación, as reported by El País and El Colombiano.

Signed on June 9 by Housing Minister Helga María Rivas and published in the Diario Oficial (Official Gazette) on June 16, the measure sets the minimum technical guidelines that special-category and category 0, 1, 2, and 3 districts and municipalities must use to ensure that buildings whose construction licenses are properly filed include an electrical connection for charging or refueling electric vehicles.

The rule applies to new-construction, expansion, and modification licenses for residential, commercial, or mixed-use projects, and it takes effect only where a municipality has a minimum number of registered electric vehicles in its jurisdiction. Municipal categories follow the classification set by the Contaduría General de la Nación (National Accountant General’s Office). Social-interest and priority-interest housing — Vivienda de Interés Social and Vivienda de Interés Prioritario — are excluded, as are projects that generate no new private parking or that authorize only a single private parking space.

Under the resolution, the builder or license holder must run the electrical connection and supporting infrastructure from the main distribution network — which may include the public grid, solar panels, or battery banks — to a point near the private parking spaces, so that charging equipment can be connected later. The share of parking spaces that must be prepared is calculated from the total private spaces required in each license.

“The builder or holder of the construction license must foresee and provide an electricity connection for charging or refueling electric vehicles that facilitates the later installation of any of the possible charging schemes in the private parking spaces generated.” — Resolution 0337 of 2026, Ministry of Housing, City and Territory

That percentage is set annually by the Ministry of Housing in coordination with the Ministerio de Transporte (Ministry of Transport), drawing on data from the Registro Único Nacional de Tránsito (National Traffic Registry), known as RUNT, and published in the first quarter of each year. The wiring requirement applies only when the calculated percentage for a given jurisdiction reaches 2% or higher.

Installations must comply with the Reglamento Técnico de Instalaciones Eléctricas (Technical Regulation for Electrical Installations), or RETIE, and other technical standards set by the Ministerio de Minas y Energía (Ministry of Mines and Energy). Connections must allow electricity consumption to be metered individually, so that each parking-space owner bears the cost of their own charging. In buildings under a horizontal-property regime, an owner installing a charger in an individual private space need only notify the homeowners’ association in advance and assumes the full cost.

For buildings already licensed before the new guidelines took effect, owners may voluntarily adapt their installations to accommodate charging infrastructure. Curadores Urbanos (Urban Curators) — and, where they do not exist, the local licensing authority — must report the licenses issued under the measure. The Ministry of Housing has up to nine months after the resolution enters into force to establish the reporting mechanism.

The resolution builds on Ley 1964 de 2019 (Law 1964 of 2019), Colombia’s framework for promoting electric and zero-emission vehicles. The country has worked to encourage adoption through measures such as reduced import duties on electric vehicles, and the consumer market has continued to develop since Tesla’s official launch in the country.

Loren Moss, founder and publisher of Finance Colombia, spoke with Alicia Lamadrid Paysse, vice president of development sales at Cervera Real Estate, the Miami-based firm that has exclusively handled the sales and marketing of more than 120 South Florida condominium towers since the family company was founded in 1969.

Cervera is the exclusive sales and marketing team for two condominium projects developed by Lefferts Development in North Beach, a fast-growing neighborhood at the northern end of the city of Miami Beach. The first, 72 Park, was completed in 2025; the second, PALMA Miami Beach Residences, is a 14-story, LEED Gold-certified building under construction at 600 71st Street. Both are permitted for short-term rentals — a rarity on Miami Beach — allowing owners to occupy their residences and rent them out while away. PALMA’s one- and two-bedroom turnkey units start in the $630,000s USD.

For Colombian buyers, long among the most active Latin American investors in South Florida, the model pairs a US-dollar asset with rental income. According to Cervera, buyers from Colombia account for roughly 6% of sales at 72 Park. In the conversation that follows, Lamadrid Paysse discusses Miami’s transformation into a global city, the tax and lifestyle factors drawing international capital, and what sets North Beach apart. The interview has been lightly edited for clarity and formatting.

Finance Colombia: I’m here with Alicia Paysse of Cervera Real Estate. Cervera is a major real estate firm based in the Miami area, world famous. You have some very impressive developments — high-end developments, accessible developments, and we’ll get into that — throughout Miami. But your track record, if I remember correctly as a former Miami resident, goes back over 50 years. First of all, welcome to this interview. Thank you for making time for us. Really honored to have you, and welcome to Finance Colombia.

Alicia Lamadrid Paysse: Thank you so much. It’s great to be talking to you today. And it’s great that you have lived in so many places and are so familiar with Miami and our exciting market. It’s changed a lot, so having your kind of perspective, I think, helps put it into context. But yeah, you’re right.

I work with a family company that was founded by my grandmother over 50 years ago, in 1969. We’ve been working with developers, handling the sales of condominiums, since essentially the start of the company. Over the lifetime of the company, we’ve represented over 130 condominium buildings in South Florida, and probably over 72,000 condo units in pre-construction sales. So it’s a pretty big trajectory in our little pocket of South Florida, because we’re just a Miami-based company.

Finance Colombia: It’s really fascinating when I think about visiting Miami as a kid back in the ’70s, and also visiting places like Miami Beach, which was this little sleepy — I don’t want to say retirement community, but it just had this kind of funky, bohemian vibe. It was really just a laid-back, sleepy place compared to the changes it went through in the ’80s and ’90s, with the influx of immigration really giving Miami a vibrant personality.

And then there’s the Miami of today. Even down here in South America, we might say that Bogotá is the capital of Colombia and Washington is the capital of the US, but Miami is the capital of Latin America. What kind of changes have you really seen in the evolution of the market — not just from an economic standpoint, but the types of development, and the reasons and motivations behind the growth of Miami as a real estate destination, both from an investment standpoint and a residential one?

Alicia Lamadrid Paysse: We’ve seen a lot of change. The city has grown tremendously. I think the greatest accelerator to the change we’ve seen in Miami, both economically and in the types of developments, was the pandemic. The pandemic really opened a lot of people up to having more work-from-home flexibility. People started coming to Miami to see what it was like to live here, because you could be outside when everywhere else you couldn’t — it was too cold. People fell in love with the place, and that drove a huge amount of interest.

“Now, wealthy international people are seeing Miami as one of the big cities in the world.” — Alicia Lamadrid Paysse, Cervera Real Estate

In Colombia, one of the things we have to explain to our international buyers who are interested in Miami real estate is that not all states have equal tax policy. This is an ‘aha!’ moment for a lot of Latin American buyers, when they realize that the highest earners in markets like Manhattan, or certain cities in California, can pay around 10% more on top of the federal income tax.

That really makes a lot of people see why there’s a natural incentive to move to Miami, and the pandemic accelerated it. We’ve seen huge industry moving here, and huge employers — and huge numbers of those employers’ workers — moving as well.

In the Miami I was born and raised in, you didn’t have the staff of a company buying $10 million USD houses. There weren’t $10 million USD houses back then; they didn’t even exist when I was growing up. The top of the market — whatever the price was — was made up of the entrepreneurs who started their businesses, or CEOs, very high-level people. These were not a 35-year-old who works at Citadel and is an employee. He might be brilliant, and I’m sure he makes a lot of money for the company, but he’s still an employee. We didn’t have those kinds of banks. We didn’t have that level of economy, with those types of jobs where people could make that much money in a job.

That shift has led to a completely different type of real estate inventory that people are looking for. The level of luxury and the price point keep elevating, because people want that turnkey service experience. The type of people being attracted to this market are more and more discerning, more and more high-level. We’re seeing a tremendous number of entrepreneurs, and people with international jobs who travel a lot for technology businesses or growth roles, also coming to Miami.

Finance Colombia: I think you’re right. Anecdotally, I can think of a couple of friends of mine who run a publicly traded company that trades in the US — they just moved from Barranquilla to Miami. And Miami is becoming more and more attractive.

The 72 Park project on Miami Beach (photo: Lefferts)

Think about Colombia, for example, and a situation with volatility. By the time this comes out, we’ll have had — on Sunday — the first round of the presidential elections. We may have four more years of what we could call a far-left ideology in power; we may not. There will probably be a runoff in June. But there is a lot of uncertainty. No matter what happens, and no matter who someone supports, there is a lot of uncertainty. The debt has exploded, and Colombia is going to see increasing demand for dollars, because it needs to pay back dollar-denominated debt in the coming years.

All of this uncertainty creates a situation where people are looking for, at minimum, a hedge. They need to say, ‘It’s not prudent to keep all of my assets in a way that can rapidly depreciate.’ And it’s generally good to diversify across borders when we talk about real estate.

You touched on taxation. In the United States, my own brother just moved to Florida from Ohio, primarily because of the tax burden — because when you’re in that top tax bracket, even in a relatively moderate state like Ohio. Look at what just happened in Washington State, where they passed a tax targeting people with substantial assets. Starbucks (NASDAQ: SBUX) announced it was moving headquarter operations to Tennessee. We’ve seen companies leave California for Texas. You mentioned Citadel — they went from New York to Miami.

I remember when Miami was not — back in the day, you had Ryder (NYSE: R), Assurant (NYSE: AIZ), and Burger King as just about the only major company headquarters in Miami. That’s changed drastically, because now, when you’re talking about ‘Silicon Beach’ and these kinds of initiatives, it really has changed the investment environment for Miami.

I know a lot of the investors — and your entire sales team is perfectly competent to work with domestic buyers, but also with the language and cultural skills to work with buyers from places far beyond Latin America. When I was in Miami, this was a surprising thing — people don’t realize I became partially fluent in Russian. You have all of these people who, if you look at the instability there, are moving, not just from an investment standpoint, but also looking for somewhere they can continue to live a good life and contribute to their local society. What are the motivations you see when you talk to the international investor? Is it a place to live? Is it an economic hedge? What are the prime movers, not to use a pun, when people look at real estate opportunities in Miami?

Alicia Lamadrid Paysse: All of this we’ve discussed has positioned Miami as a very important global city. Before, Miami was — I don’t want to say a joke, but in the ’90s no one took Miami seriously as an economic force. Even if we had a lot of international banks here, that was just a tiny grain in the beach of the US economy.

Now, when you look at the city and the environment, and you talk about the politics — I don’t want to talk about politics too much, but one of the large drivers that brings people to Miami, over and over, has been politics. Even recently, with the whole comment the mayor of New York made about the gentleman at Citadel, personally naming him — it was something so crazy that you see people feeling like they’re a target. People feel safe in Miami. So one of the big things that drives people here is safety. Another is culture.

Miami’s a place where people want to do things. Miami’s not a place where people say, ‘My gosh, can you believe the car that flashy person is driving?’ You see this person and this car, and they say, ‘Good for you.’ It could be your entire savings for a weekend of fun, or it could be your fifth car — it doesn’t really matter. People here are happy to see other people happy and having a good time, and that’s a big thing.

When you look at investment, the other day I actually heard somebody say, ‘I’m looking at diversifying in real estate, and I’m between New York, London, and Miami.’ That’s an unimaginable sentence just 10 years ago. Now, wealthy international people are seeing Miami as one of the big cities in the world, which has changed the fabric of the place I live tremendously. It’s a completely different place, and I think it has a great future ahead.

People are looking at that future and seeing how much room there is for evolution. When you look at prices in New York and London, and you still see the relative value Miami offers — with an incredible quality of life, safety, excellent climate, better taxes, and so on — people really do see a long runway for appreciation, for a city to continue to grow and become more expensive, and for more people to keep moving here. The other competitors we have in terms of industry, in our own country, are kind of attacking and alienating the job creators, and we’re saying, ‘Come here, please.’ So there’s more and more opportunity being created.

Finance Colombia: I agree, and I’ve seen the vibrancy of the city. Like I said, I’ve had lifelong ties to Miami — my dad was born there. I grew up a Dolphins fan because of him. Now I’m a Buckeye, and people at the Hurricanes don’t like that very much.

One of the things I’ve seen is how neighborhoods and areas develop. Brickell is already well developed. I see they’re going to build a new hotel out on Brickell Key, and I saw an advertisement the other day for a property in Aventura, and some of the big high-rises up along Sunny Isles Beach. One of the things you all are doing that’s really interesting is in North Beach. People outside of Florida don’t realize that Miami Beach is a separate city from Miami. North Beach hasn’t been left behind — there are some nice developments already, some very high-end residences — but it hasn’t been the flashy, internationally known area. LeBron James from Akron, Ohio, didn’t say he was going to take his talents to North Beach; he said South Beach.

But you’re doing an interesting development there. The model, and the way the property can be monetized by its owners, is compelling — and I looked at the entry price point. It’s not cheap, but it’s not the tallest condo in Brickell saying, ‘Hey, our efficiency started at $20 million USD.’ I’m really intrigued, because I looked at that and said, ‘I can afford that’ — and I’m a journalist. So tell us about the motivations behind these new developments, and why North Beach?

Alicia Lamadrid Paysse: Our developer in North Beach really had a long view. He acquired land very early on and had been involved in different areas of Miami Beach over the history of the city. They saw a great opportunity — the last area of Miami Beach really yet to be developed. And they were able to get something done that has been totally transformative: they got the area approved, with certain provisions, for short-term-rental condominiums.

Living room in 72 Park (image: Lefferts)

So you have these developments. We’ve just delivered the first one, 72 Park, and we’re in the process of selling the second, PALMA — both just two blocks from the beach, on Miami Beach proper, that allow you to rent the residences short term. You can use it when you want and rent it when you want, and essentially cover your expenses in large part, if not generate an income, depending on how much you use it. This is something that doesn’t really exist on Miami Beach.

There’s been such a strong movement by the hotel lobby to block short-term rentals that there are no real short-term-rental properties. So when they created a legal framework for the building requirements, the developer was finally able to deliver such a building. Now there’s a great opportunity.

There may be a lot of short-term-rental buildings coming online in the city of Miami itself, but there is no area with more tourism than Miami Beach. Miami is a very global city — we talked about the economic trajectory, the bright future. But there’s just something about when the ocean meets the sand and you have this beautiful beach experience that’s unlike anything else. People love the beach. That gives you the chance to have something very unique in a little pocket of a city where everybody wants to be. And that’s the other thing —

Finance Colombia: I’m sorry to interrupt — I didn’t mean to step on you, but you made me think of something. One of the other advantages North Beach has is that you’re close to the party, but you’re not in the party.

I remember working right there in the heart of South Beach. I didn’t live on Miami Beach, but the office of the company I worked for was there, and at night it’s a nonstop party. It’s one thing if you visit — if you visit, you’re going to love that. But if you’re living there, you may want to get to the party sometimes, and the nice thing about North Beach is that you’re very close to it. You can take public transportation, the bus, a scooter — you’re right there. But you can also sleep at night; there’s some peace and quiet, a reasonable amount. You’re not out in the country, you’re still in the heart of it all, but you’re not in the nightclub district.

Alicia Lamadrid Paysse: Yeah. And as everything ages — those hotels are aging too — there’s nothing like something new and fresh and clean, not full of older hotels packed with tourists. The beach is a completely different scene. You go to the beach in North Beach and it’s wider, the sand is longer, and you’re not competing with thousands of people whose hotel is right there and who just walk to the beach, so you’re completely inundated with tourists.

In the North Beach area, there aren’t many hotels; it’s a more residential area. You go to the beach and there’s space — you can have a conversation without anyone overhearing, you can relax. It’s really nice. The area is changing very dramatically, but more for long-term users, more residential. There are two rental buildings going up for people to live in full time, so the community continues to grow and have that neighborhood vibe.

And here’s a detail I think is compelling. If you look at a map of Miami Beach, it’s pretty skinny. It gets wider south of about 23rd, and wider again north of 63rd. Between roughly 25th and 60th, it’s a very skinny strip — Collins and Indian Creek — with no space to develop a neighborhood. But the North Beach area, north of 63rd up to about 79th, is wider. So you have a Publix, space for stores, yoga studios, coffee shops — a lot of pedestrian benefits you don’t get farther south. It’s a really unique location, and it’s creating this wonderful little community. We’ve already seen new restaurants open. You can totally see how, over the next couple of years, it will keep evolving and probably become one of the most popular areas on the beach.

Finance Colombia: Now tell me more specifically about the development. I believe it’s called PALMA. Let’s talk about the nuts and bolts, not to mix metaphors — the starting price, the configurations, one-bedrooms, three-bedrooms, efficiencies. Tell me about the property itself. Is it already built? Is it under construction? What’s it going to have in terms of amenities, and which market segments do you think it would be most attractive to?

Alicia Lamadrid Paysse: PALMA is a boutique building of 121 units, which I think is really nice when you’re looking at a property of this type. It’s only one- and two-bedrooms — we’ve had the most demand for that type of residence. When you’re talking about something that isn’t really a hotel, but more of a short- or medium-term stay — people who may want to come for a week, three weeks, but not forever — the building starts from just $630,000 USD today.

So you have price points that let you own a fully finished and furnished one-bedroom on Miami Beach, just steps from the beach, for $630,000 USD — which, like you were saying, is extremely attractive, especially when you consider you can rent the property when you’re not using it. By the nature of it being a short-term-rental-permitted building, you’re not really going to see end users buying there; it’s more transient-oriented. So it’s been people looking at it as a second home or an income-producing rental property.

You have wonderful amenities — and especially in our neighborhood, a very wellness-focused building, from cold plunge to infrared sauna to a gym and an outdoor area where you can grill. Across the street you basically have a wonderful tennis facility, the Miami Beach Tennis Center. Right next to the beach you have beach tennis, volleyball, and an incredible boardwalk you can run on, if you like to run when you’re not being chased — which many people here seem to like.

You also have a growing restaurant scene in the area. You have Bal Harbour just a few minutes away, with incredible shopping. And then other malls — Aventura Mall isn’t far, because we’re in North Beach, and the Design District is basically just across the causeway. So it’s a really exciting location. Excluding our penthouse, our price ranges run from about $630,000 USD to just under $2 million USD.

Finance Colombia: Wow. Like I said, I was surprised when I saw that, because I know what Miami real estate prices are like. I almost thought it was a typo, so it’s really encouraging.

And also the legal structure you mentioned around short-term rentals — because a lot of people do that informally, but we’ve seen a backlash, with condo and homeowners associations, and cities that want tax revenue. To have the safety of doing it the right way is important, because you don’t want to mess around and do things under the table when you’re talking about a property that might be over $1 million USD within a few years of buying it. So that’s encouraging.

Now, the last thing I want to touch on is another thing that surprised me. As I was preparing for this, I saw in your statistics that something like 6% of the buyers you already have are from Colombia. Colombia already has a strong presence in South Florida, especially throughout the metro area — we always like to be out in Doral and Sweetwater, but really everywhere. Why do you think this property, or what is it, has caught the attention of buyers and investors with ties to Colombia?

Alicia Lamadrid Paysse: I think the ability to rent it out short term is a big part of it. The Colombian buyer has a lot of experience in Miami — for the most part, they’ve been buying here for decades, and have owned different types of properties, or have friends and family who have. So having the flexibility of not just a second home, but also something that can generate rental income, has been very popular with Colombian buyers who see it as a quasi-investment, and not something they’re going to move into directly.

I don’t know if it’s timing or the stars aligning, but there seems to be a lot of interest from Colombia recently. We’ve had some really successful trips over there in the past six months. So it’s an interesting time. And we’re expecting many, many Colombians to visit us soon with the World Cup — so hopefully that will be a new wave of Colombian buyers, on the days between games, coming to buy themselves a place here in South Florida.

Finance Colombia: Absolutely. Is there anything you wanted to touch on that I neglected to mention or ask about?

Alicia Lamadrid Paysse: When you mentioned the neighborhood evolution, and when we started talking about North Beach — Miami is really becoming a city of neighborhoods. I think there probably isn’t another neighborhood, and I know them pretty well, that has such a great combination of proximity. You’re really close to everything: not far from the airport, close to the city, extremely close to the beach and to amenities, because this neighborhood has really built-in amenities. I mentioned the tennis center, the beach volleyball, the beach tennis. That’s not something to be taken lightly.

It also has a community center on Normandy, about 15 minutes away walking, and a public golf course. So you have a lot of access to things — and access in Miami is, every day, more and more difficult. To give you that kind of resort lifestyle at PALMA without having to pay resort prices is something I think will give people a reason to come back, both guests and owners who want to use it as a second home. Having that access to all of those benefits, so close to their doorstep, really gives them the best of the Miami lifestyle, in a neighborhood with a great future for further valuation long term as well.

Finance Colombia: Now, you’re a full-service brokerage. So even aside from PALMA — people might want to see PALMA, or somebody might say, ‘That’s great, but if I came back to Miami, I like Weston,’ which is kind of way out there. That’s what some people like about it. I’m not trying to go party anymore; I did that back in the ’90s.

So people can contact you all, because you have competence throughout the entire South Florida area. Is that correct — not just on the beach, or a particular condo property?

Alicia Lamadrid Paysse: That’s right. We have just under 400 agents in our company, and over seven branch offices in different markets, so we have agents all around the city. We work with people with different goals all the time. Obviously, we have a huge focus on development sales.

When people are looking at condominiums, especially today, new is a huge advantage, because of some of the condo law that came in reforming things after the tragedy in Surfside. Buildings now have to fund reserves and have the financial wherewithal to make major renovations when necessary, as opposed to deferring improvements because of cost-cutting. Buying into a building that has all of that financial planning from day one is a huge advantage, and it’s why, when people are looking at condominiums, they’re mostly looking at new developments. So PALMA is really, I think, one of the best options out there.

But for people who have different needs — maybe they want a house, or a different area, like you mentioned — we absolutely are available and happy to help.

Finance Colombia: How can interested buyers or investors — potential residents or buyers — get in touch with you or with the organization if they want to gather more information?

Alicia Lamadrid Paysse: We have a very robust website with access to a list of all of our agents, and people can filter by language. So if you need someone who speaks a particular language, you can filter and see which agents can help. Our main office is in Brickell, with a robust group of agents. If you call our main office with a particular niche you’re looking for help with, they can point you in the right direction. And of course, I’m always happy to help with the matchmaking, if necessary, between a member of our company and a potential buyer. So there are multiple ways.

Finance Colombia: Absolutely. And of course, we’ll include your contact information. You’ve been very generous with your time — I really appreciate it. It’s an honor to speak with you. Like I said, I’ve known about the organization going back 20 years, from my time in Miami, and you have a sterling reputation. That’s important, because, sadly, there are so many flim-flam artists running around South Florida — any place with an attractive lifestyle tends to see that, whether it’s Las Vegas, Los Angeles, or Miami. So it’s important to work with reputable people, and an organization with a reputation. I haven’t had personal dealings with you, but your reputation speaks for itself. Thank you so much for your time. We’ll certainly stay in touch.

Alicia Lamadrid Paysse: Thank you so much for your time, and for inviting us to speak with you today. You take care.

Palma Miami Beach Residences rendering (credit Lefferts)

As Colombia heads into its June 21, 2026 presidential runoff, some companies are writing a contractual escape hatch into their deals — a provision the construction trade group Camacol Antioquia calls the “Cláusula Cepeda,” or “Cepeda clause” — that would let them pause or unwind agreements if leftist candidate Iván Cepeda wins, according to Teleantioquia and a televised news report. The accounts come from business representatives describing market sentiment; the prevalence of the clauses has not been independently quantified.

According to Eduardo Loaiza Posada, manager of Camacol Antioquia, “we know that the implementation of the ‘Cepeda clause’ exists in the market.” He said the possibility of a Cepeda win “generates so much uncertainty that many businesspeople have considered that, in the event of his victory, they would unwind deals already agreed.” Loaiza Posada framed the issue as one of confidence: “When there is doubt, uncertainty follows — and uncertainty is legal insecurity,” he told Teleantioquia, adding that “legal insecurity makes investment frightened.”

The trade group says the clauses surfaced across several productive sectors — housing, construction, and the financing of hotels and logistics centers — and that some projects have been shelved outright. “Even companies that were planning to build a new institutional or corporate headquarters have told the builders: ‘Let’s get the contract ready, but if this candidate wins, we undo the deal,'” Loaiza Posada said, according to Teleantioquia. He added that the hesitation is not limited to domestic players, citing instances of international funds and hotel chains reconsidering whether to finance or lend their brand to projects.

In a separate televised report, a real estate agent confirmed that some home purchase-and-sale contracts now include a clause letting the buyer withdraw based on market expectations and on changes to government policy and housing subsidies. The agent said the provision is “very much named at the moment” and is meant to offer investors an additional guarantee against a continuation of the current government’s policies, allowing a party to exit “without any penalty.”

“When there is doubt, uncertainty follows — and uncertainty is legal insecurity.” — Eduardo Loaiza Posada, manager of Camacol Antioquia

The practice is not new, and it is not unique to Cepeda. The same reports note that a “Cláusula Petro” appeared during the 2018 and 2022 campaigns, when Gustavo Petro was a candidate, transferring political expectations onto investment decisions in the same way. Legal commentators have described these as conditional clauses that are valid under Colombian private law: as Portafolio and El Tiempo reported in 2022, a contract can lawfully be made contingent on a future event, including an election outcome, and undone if that event occurs. By that reading, the “Cepeda clause” is a recurring feature of Colombian electoral cycles — a form of risk management — rather than a novel maneuver.

It also lands in a housing market already under strain for reasons that predate the runoff. According to figures from Camacol cited in the broadcast report, more than 134,000 households abandoned plans to buy a home between 2022 and February 2026, a 130% increase in the social-interest (VIS) segment. The report attributed much of that to regulatory uncertainty and policy decisions such as cuts to housing subsidies, alongside higher costs and rising interest rates. Data from the portal Finca Raíz cited in the same report showed sale prices climbing above inflation, with increases of up to 13%, as fewer project launches tightened supply. Colombia builds a little over 100,000 homes a year, the report noted, while DANE figures suggest 230,000 to 250,000 new families form annually — a structural gap that the slowdown widens.

Cepeda’s campaign has not publicly responded to the clause, and his published platform is more measured than the business alarm implies. His roughly 118-page plan, built around the idea of an “economy for life,” does propose a larger role for the state, a stronger internal market, and an emphasis on the peasant, popular and solidarity economy. But as La Silla Vacía and El Colombiano have reported, the document is more moderate than several positions President Petro has defended: it does not call for eliminating the independence of the central bank, a constituent assembly, or forced investments, and the campaign has sought to present a more pragmatic version of the current government’s agenda.

The runoff offers voters two markedly different economic visions — Abelardo de la Espriella campaigning to shrink the state, cut taxes and lean on the private sector, and Cepeda proposing deeper state intervention and expanded social programs — which is what the contractual hedging ultimately reflects: uncertainty about which direction policy will take. Cepeda advanced to the second round after the May 31 first round, in which he took 40.9% of the vote to De la Espriella’s 43.7%. With days to go, the market is watching the result and the signals it will send for housing and investment policy.

Cenco Malls (BCS: CENCOMALLS), the shopping center arm of Chilean retail conglomerate Cencosud (NYSE: CNCO, BCS: CENCOSUD), has closed the acquisition of a 51% indirect stake in Plaza Central, one of Bogotá’s largest shopping centers, for $125 million USD. The transaction was completed June 3, 2026, following the fulfillment of all conditions established in the agreement between Cenco Malls’ Colombian subsidiary, Cencosud Col Shopping S.A.S., and Patrimonio Autónomo Estrategias Inmobiliarias (BVC: PEI), Colombia’s largest real estate investment vehicle, which retains a 49% stake in the asset.

Plaza Central, inaugurated in October 2016, is located in the Puente Aranda district of Bogotá, at the intersection of three major arterial roads — Avenida de Las Américas, Calle 13, and Avenida 68 — with direct access to mass transit. The mall serves a predominantly middle-income residential and commercial catchment area, within one of the city’s most active business corridors.

“We expect this acquisition to have a favorable effect on the consolidated results of the company, incorporating a relevant asset for the region into our portfolio.” — Sebastián Bellocchio, CEO, Cenco Malls

According to figures reported at year-end 2025, Plaza Central has 204,832 square meters of total built area and 76,520 square meters of gross leasable area (GLA), with occupancy of approximately 95%. The property generated revenues of 79,098 million COP in 2025. The mall holds LEED certification in both Design and Construction and Operations and Maintenance, and has approximately 1,000 solar panels installed.

“We expect this acquisition to have a favorable effect on the consolidated results of the company, incorporating a relevant asset for the region into our portfolio and strengthening the experience we offer visitors to this shopping center,” said Sebastián Bellocchio, CEO of Cenco Malls.

The deal adds a significant Colombian asset to Cenco Malls’ regional portfolio, which currently comprises 41 shopping centers and 1,450,560 square meters of GLA across Chile, Peru, and Colombia. The company was listed on the Santiago Stock Exchange in June 2019 in what was at the time the largest initial public offering in the Chilean market.

PEI, which will continue as a 49% partner in Plaza Central, is Colombia’s largest real estate investment vehicle, with stakes in more than 150 income-generating assets across more than 30 cities. Its equity securities trade on the Colombian Stock Exchange (Bolsa de Valores de Colombia) under the ticker PEI.

Headline Photo: Plaza Central in Bogotá (courtesy Cenco Malls)

According to analysis of Colombian law, two principal legal mechanisms, as detailed by the real estate firm Metrocuadrado, are available to shield property: the Family Home Designation (Afectación a Vivienda Familiar) and the Inembargable Family Estate (Patrimonio de Familia Inembargable). The applicability and requirements for each mechanism vary based on the marital status of the owners and the presence of minor children.

The Family Home Designation (Afectación a Vivienda Familiar)

Established by Law 258 of 1996, the Family Home Designation legally safeguards a property intended for the primary family residence. Its primary function is to prevent the asset from being embargoed, sold, or encumbered without the express, mutual consent of both spouses or permanent partners. This figure is particularly relevant when the family unit includes minors.

The designation prevents either spouse or partner from disposing of the asset unilaterally, thus protecting the investment made by both parties.

Requirements and Procedure

The constitution of the Family Home Designation is subject to strict legal stipulations:

• Property Type: It applies exclusively to residential properties. Commercial spaces, farms, or parking garages are ineligible.
• Ownership Status: It is only available to owners who are legally married or have established a formal permanent union for a minimum of two years. Single individuals cannot utilize this mechanism.
• Title: The parties requesting the designation must be listed as the sole owners of the property.
• Limitation: The designation can be applied to only one property per family unit.

To formalize the protection, both spouses must appear before a notary public, presenting documentation that typically includes: a current Property Tax Clearance Certificate (Paz y Salvo del Impuesto Predial), the Certificate of Freedom and Tradition (Certificado de Libertad y Tradición), the civil registry records for any minors, and a certificate from the Instituto de Desarrollo Urbano (IDU) (for Bogotá properties), in addition to the identity documents of the owners.

The associated costs at the notary typically range between $300,000 COP and $600,000 COP. Additionally, the registration fee for 2025 is $28,100 COP, and the inscription on the property’s registration folio costs $14,600 COP. For the protection to hold legal effect, a copy of the public deed must be formally registered with the Oficina de Registro de Instrumentos Públicos (ORIP) in the location where the property is registered.

The Inembargable Family Estate (Patrimonio de Familia Inembargable)

Regulated by Law 70 of 1931, the Inembargable Family Estate establishes economic and legal protection for family assets, rendering them generally inembargable, with the notable exception of fiscal or tax-related proceedings.

A key limitation of this figure is that the protected property’s value cannot exceed the equivalent of 250 current legal monthly minimum wages (SMMLV) at the time of constitution. This mechanism is more inclusive regarding beneficiaries, extending protection to:

• Spouses/partners with minor children.
• Couples without minor children.
• Single individuals.

The estate can also be constituted through donation or testament. For properties categorized as Social Interest Housing (Vivienda de Interés Social or VIS), the constitution of this family estate is mandatory and is typically integrated into the property’s deed of sale.

Procedure and Effects

To constitute the estate, a written request must be submitted to a notary, specifying the applicant’s name, marital status, and the beneficiaries. Required documents include: the Certificate of Freedom and Tradition for the property, a marriage certificate (if applicable), civil registry records for children (if applicable), and the cadastral appraisal or property tax receipt.

Following the request, the notary posts a public notice for 15 days, allowing any interested third parties to present objections. Subsequently, the public deed is signed and must be submitted to the Oficina de Registro de Instrumentos Públicos (ORIP) for inscription. The notary fees for this process are comparable to the Family Home Designation, typically ranging from $300,000 COP to $600,000 COP, excluding document and registration costs.

The protection becomes legally enforceable immediately upon registration. Crucially, this mechanism cannot be established over properties that are already mortgaged, except in the case of VIS properties, which are protected at the point of purchase. Furthermore, the act of renting out the asset may provide grounds for a judge to petition for the protection to be lifted.

Comparative Differences

The distinction between the two figures rests on criteria related to eligibility, property value, and scope of protection:

The revised model delineates two primary functions within EPM. One segment of the organization now oversees strategic management across the 47 companies that comprise the Grupo EPM—which operates in Colombia, Chile, El Salvador, Guatemala, Mexico, and Panama—while the other focuses on direct public service delivery in Medellín and the department of Antioquia. The legal status and public ownership of EPM remain unchanged.

Administrative Adjustments and Workforce Impact

As part of the restructuring, EPM reduced its number of executive positions from 247 to 206. This change shortened reporting lines and flattened hierarchies in several departments. The company reports that 45 internal professionals were promoted to executive roles, and 21 department heads were elevated to higher-level positions.

The reorganization also includes the transformation of EPM’s existing Shared Services Center (CSC) into a proposed sub-management unit called “Global Business Services” (GBS). The GBS model, which is under internal review but not yet approved by the board of directors, aims to consolidate and standardize fragmented processes currently distributed across multiple departments.

GBS structures are widely adopted in multinational corporations for centralized service delivery. In Colombia, similar models are used by Grupo Argos (BVC: GRUPOARGOS, PFGRUPOARG), Grupo Nutresa (BVC: NUTRESA), Organización Corona, Grupo Aval (BVC: GRUPOAVAL, PFAVAL), and Grupo de Energía de Bogotá (BVC: GEB).

Strategic Objectives and Governance

The restructuring is part of EPM’s broader effort to enhance its governance framework and align its operational model with global trends in digital transformation, energy transition, and circular economy practices. The company has emphasized that the changes are not intended to split the organization but to clarify roles and responsibilities between corporate oversight and service execution.

EPM’s leadership team under General Manager John Alberto Maya Salazar includes newly appointed vice presidents across strategic, energy, water and sanitation, finance, regulation, and customer experience divisions.

Photo credit EPM.

The enterprise value of the transaction is up to $2.905 billion MXN, equivalent to approximately $609 billion COP based on the current exchange rate. The equity value of the transaction is up to $1.598 billion MXN, representing approximately $335 billion COP.

The agreement has been signed, but the transaction’s completion is contingent on a series of closing conditions, including the approval of the Mexican competition authority, the Comisión Federal de Competencia Económica (COFECE). The fulfillment of these conditions requires the joint effort of buyers, sellers, and other involved third parties, introducing an element of uncertainty regarding the final closing.

Since 2021, Grupo EPM has been evaluating options to improve TICSA’s performance and optimize its corporate portfolio. In line with this strategy, a decision was made in late 2023 to pursue a total divestment through an open and competitive sale process. The process invited 33 potential strategic investors and investment funds from various countries, including Canada, Spain, France, the United States, Japan, and Mexico. Odinsa ultimately submitted the most favorable offer and was selected for the final phase, culminating in the signing of the share purchase agreement.

“At Grupo EPM, we are adjusting our investment portfolio to focus our human and financial resources on markets and projects where we have greater opportunities for growth, value creation, and sustainability,” stated John Maya Salazar, general manager of EPM and leader of the EPM Group. “TICSA is a company with proven technical capabilities and a distinguished track record in the water sector. In the hands of a manager like Odinsa, with a strong investment capacity and proven experience in structuring, operating, and maintaining infrastructure assets, its development and expansion can be enhanced.”

In 2013, TICSA became part of Grupo EPM after a capital investment gave the company a majority stake, making it the first international water sector company in the corporate group. Subsequently, Grupo EPM acquired 100% of its shares in 2019. To date, TICSA has constructed and operated more than 160 water treatment plants, consolidating its technical leadership in Mexico and other markets.

Tecnología Intercontinental, S.A.P.I. de C.V. (TICSA). Photo credit: Ticsa Grupo EPM/Facebook.

The other financial institutions involved in the project are the International Finance Corporation (IFC), the Inter-American Development Bank (IDB), Bancolombia (NYSE: CIB), Bancóldex, and BBVA (NYSE: BBVA).

The project is sponsored by the Spanish company Sacyr (BME: SCYR). It covers a 128 km segment between Buga and Buenaventura, including the construction of 35 km of new roadway and bypasses, as well as the rehabilitation of 25 km. The plan also involves the upgrade and improvement of 186 km of existing road, in addition to the operation and maintenance of 244 km.

About FDN

Financiera de Desarrollo Nacional (FDN) operates as a private-sector development bank specializing in providing financial solutions for infrastructure projects. Its objective is to increase liquidity within the infrastructure sector.

The shareholders of FDN include Grupo Bicentenario, the International Finance Corporation (IFC), Sumitomo Mitsui Banking Corporation, and CAF – Development Bank of Latin America and the Caribbean. The inclusion of the two multilateral organizations and the Japanese private bank as shareholders has enhanced FDN’s operational autonomy, technical capacity, and financial strength by incorporating international best practices and a robust corporate governance framework.

Buga-Buenaventura highway. Photo credit: Sacyr website.