Ramon Marrades Sempere es economista urbano y activista convertido en burócrata creativo. Su trabajo se centra en la interfaz entre el espacio público y el desarrollo económico.
En 2016, fue nombrado Director de estrategia de La Marina de València, la agencia de reurbanización del litoral de València. Marcado por el controvertido legado como la Copa América y el Gran Premio de Fórmula 1, se consideró distante, poco atractivo y segregado. En 2017, La Marina de València lanzó una nueva estrategia, que se alejó del modelo de negocio habitual. En lugar de buscar inversiones de gran dimensión, defiende el poder de las intervenciones a menor escala.

Ramon Marrades : «I am an urban economist and activist turned a creative bureaucrat and placemaker. My work focuses on the interface between public space and economic development. I have been a researcher at the University of Valencia, Western Sydney University and FLACSO. I hold a BA in Economics and an MSc in Economics and Geography from Utrecht University. I received the Spanish Social Entrepreneur Award in 2012 and I have co-authored four books and published more than a hundred columns on urban issues in some of the main Spanish newspapers. My work has been covered in international publications as Wired.uk or Monocle.
I initiated the citizens lobby València Vibrant —a platform for artists, journalists, researchers, entrepreneurs and many others to discuss the future of the city— and published an unorthodox guide, The New Guide to València, that showed the city to locals and visitors through the eyes of the people that were improving it tirelessly day by day with passion. I also co-founded Urbego, an international network of urban professionals dedicated to improving cities through active participation, co-creation and knowledge sharing; personally leading projects in Australia, Ecuador, Brasil, and Colombia.
In 2016 I was appointed the chief strategy officer of La Marina de València, València’s waterfront redevelopment agency. Marked by the controversial legacy of a few white elephant projects like the America’s Cup and the F1 GPrix, it was considered to be distant, unattractive, and segregated. In 2017 we launched a new strategy, which steered away from the business-as-usual model. Instead of seeking grand-scheme investments, it engages the power of smaller-scale interventions —focusing on uses and programming—to revive the area. So far it has lead to an 161% increase in visitors and a 77% increase in revenue in just three years.»