Connecting Visionary Startups with Industry Readiness

Gonzalo Galindo Gout, Head of Cemex Ventures,Cemex Ventures

Gonzalo Galindo Gout is the Head of the open innovation arm of Cemex Ventures. He leads efforts to drive innovation through startup investments, partnerships and internal programs to foster a culture of continuous improvement within the company. With more than 27 years of experience, Gonzalo has taken on roles in business development, strategy, M&A and operations across regions like Africa, Asia, Europe, the UK and the U.S. Before joining Cemex, he worked in the snack food industry and spent six years as a consultant at McKinsey. He’s passionate about finding new ways to move the construction industry forward through collaboration and fresh ideas.

In an interview with Construction Tech Review, Gonzalo emphasizes that for innovation to succeed in the construction industry through startups, it’s not enough to have promising technology; actual impact comes from strategic alignment and a collaborative, flexible approach that bridges external innovation with internal adoption.

Building Strategic Partnerships with Startups

As a corporate venture group, our evaluation process goes beyond technology trends, potential or unit economics. While those are important, our primary focus is on strategic alignment.

We’re Cemex’s arm, and our sole limited partner is Cemex. Hence, every investment we make in any startup must support our company’s strategic objectives. A startup might have an impressive technology, possibly even something transformative for the construction industry, but it’s not the right one if it doesn’t fit within our strategic roadmap.

At the same time, we also think carefully about what our involvement means to the startup. We’re not in this to just write a check and step back. We want to be a part of their story. We want to support the founders; help shape the solution and build something that matters—not just to us but to the industry as a whole. For us, it’s about creating a mutually beneficial relationship where the startup gains real support and Cemex gains a strategic edge.

Linking External Innovation with Internal Adoption

Internal input is essential, particularly when evaluating deep technologies in areas like sustainability, carbon management, energy efficiency and innovations that could directly impact how we produce our materials. In these cases, we rely heavily on our engineers and R&D teams to assess whether a solution can truly deliver on its claims, reduce our carbon footprint, lower heat consumption or enhance the performance of our cement products.

“No matter how promising a technology may be, without internal buy-in, it won’t scale. Success depends on creating that connection early and ensuring the organization is ready to support and integrate what comes from the outside”

The same principle applies to digital solutions aimed at improving productivity. We always look for internal alignment, someone who sees the value and is willing to engage. Without that connection, the solution is unlikely to move forward. One of the biggest challenges in open innovation is bridging the gap between external innovation and internal adoption. No matter how promising a technology may be, it won’t scale without internal buy-in. Success depends on creating connections early and ensuring our organization is ready to support and integrate what comes from the outside.

The Real Barriers to Digitalizing Construction

Digitalizing the construction industry is a significant challenge that will take time. Part of the difficulty lies in the industry’s current mindset. In many areas, there’s still a need to recognize the potential of digital tools fully. This is partly generational but also a matter of building the discipline required for consistent adoption.

Construction is inherently complex. Unlike industries such as banking, where the connections are relatively direct— bank to client or bank to bank—construction involves a web of relationships, each with its own dynamics. A single project involves many stakeholders, such as contractors, plumbers, material suppliers, architects and permitting authorities—each with their priorities and processes. Aligning these players under a shared digital framework is far from simple.

No two projects are the same. The variability across projects makes generating and maintaining consistent, reliable data at scale difficult. So, while digital transformation is certainly possible in construction, it requires more than just technology. It calls for coordinated effort, cultural shift and long-term commitment.

Empowering Startups to Accelerate Growth

The startup competition extends far beyond Cemex. While it originated from our initiative, it is a collaborative effort involving nine to ten partners, each with distinct objectives and priorities.

We’re focused on impact across the entire construction ecosystem. We want to ensure every facet of the industry has the chance to benefit from the innovative solutions the startups bring forward. That’s why our group of partners is so diverse. For us, the emphasis might be on industrial sustainability. For others, it could be jobsite management, supply chain optimization or exploring the future of construction.

What makes this competition so powerful is the way it connects startups with corporates like us and our partners, in many different forms. It’s not just about funding; it’s about opening doors, sharing expertise and accelerating growth. For entrepreneurs, it’s an opportunity to increase their chances of success. For us, it’s a way to tap into fresh, inventive ideas that have the potential to transform our industry and build a more sustainable, resilient future.

Start Simple, Stay Flexible

The construction industry doesn’t move fast when embracing new ideas, even when those ideas are simple and make sense. But that’s where you must begin. Start with a solid story around your solution. Make sure it speaks directly to the benefits your users will see. Then build on that.

Use the knowledge around you. Whether it’s investors who know the space, early customers or pilot partners, listen closely. Be open to honest, straightforward feedback. And be ready to adopt. Your product will keep evolving as you move forward, and that’s part of the journey in building something that truly fits the need.