Young, Fearless & Unprepared — Lessons from the Renewable Energy Odyssey That Shaped My Life of Entreprenuership

When I look back on the path that led my partners and I into renewable energy nearly four decades ago, I see more than a technical or entrepreneurial journey where we took the 'road less traveled' - it was fraught with many obstacles among the opportunities – where the universe aligned to provide us the best experiential education for life.  

We enjoyed and endured the journey by not taking ourselves seriously, but we took what did and our commitments to others seriously.   

In the process, being youthful - we also took time to have fun - party, play sports, travel and do things outside the business to find that balance.  This helped us to put life in perspective - to deal with the adversities and challenges much better.

In reflection I see the relationships, the risks, the cultural bridges, and the shared aspirations that shaped my life’s work which was grounded through a daily MindBody practice.  

My presentation for Canadian Association for the Club of Rome (CACOR) on April 3, 2024 - Renewable Energy Adventures: Solar and Small Hydro Stories that Bind Canada and Sri Lanka - was my attempt to honour this story and reflect on what it means today and share lessons with new leaders and entrepreneurs.   

Here is the YouTube recording and the slides.pdf.

How It All Began

My work in renewable energy started in 1985 with two business partners – one, my cousin Viren Perera and a friend, Pradip Jayewardene, through a collaboration between Canada and Sri Lanka. 

We established the solar energy venture first called Power & Sun and later Solar Power & Light Company with a brand name ‘SUNTEC’ – which became a household name for solar power systems through unconventional and grass roots marketing efforts.

We were young, fueled by an idealistic belief that appropriate technology could transform rural lives. What we did not know then was how much this work would ask of us - and how much it would give back.

Dr. Sudh Varma of TPK Solar Canada

In those early days, Canada provided technical support and expertise, while Sri Lanka offered a landscape of possibility and pressing need. It wasn’t just engineering, marketing or business development; it was a meeting of people, cultures, and diverse values.  As I spoke to the CACOR community that day, I felt the weight and gratitude of those early influences - and the conditions that allowed me to dream big.

Adventures on Many Fronts

Over the years, I learned that renewable energy is far more than equipment and kilowatts. The “adventure” took place simultaneously on multiple fronts:

Technical challenges:

Making the first SUNTEC PV module

Early solar power systems and small-hydro installations came with steep learning curves. We had limited infrastructure, uncertain supply chains, and almost no local expertise.  Each venture required business acumen, marketing nous and engineer’s precision combined with a pioneer’s courage.

Political and policy hurdles:

Energy policy in Sri Lanka was volatile. Regulations changed. Governments shifted.  Support came and went.

Adverse articles by vested interests

Working across countries meant navigating layers of bureaucracy, diplomacy, and institutional inertia.  No renewable-energy project survives without understanding politics, the power of vested interests and learning patience.

Business and financial risk:

We chose to build a business grounded on governance - accountability, ethics, community benefit, and long-term vision.  That made investment more challenging, but it was non-negotiable for us. There were moments when we were hanging on by a thread.  The trust we built in communities and across borders proved to be our anchor.

Human and cultural dimensions:

Sir Arthur C. Clarke and some of our team

Perhaps the most meaningful part of this journey was the human one guided by our investors, bankers and mentors. 

Developing our in-house team – all new people evolving an appreciative culture - training them and the external technicians and agents; listening to our rural customers; understanding cultural rhythms; and building relationships that lasted decades - these were the foundations of success that helped sell the solar company to Shell Renewables International in 1999.

A happy SUNTEC customer in rural Sri Lanka

These dimensions - technical, financial, political, business, and human - were woven together in ways we could not have predicted.  They shaped not only the ventures but also the persons we became.

Lessons in Persistence and Vision

Nothing about this journey was linear. There were setbacks, failures, betrayals, and periods of deep doubt.  Introducing a technology demands persistence.  It requires the long view.  It rewards those who stay aligned to values – respect and integrity being core.

Neville Williams - Dr. A.T. Ariyaratne

This story was captured by a writers such as Neville Williams in the books Chasing the Sun and Sunpower - which gave us international recognition as pioneers.

The chapter about us in the book, Ties that Bind  written by Ingrid Knutson, captured the story based on the ties - between people, between nations, between ideas - were what made this challenging business meaningful and enduring.  The business model was emulated by the World Bank and others to replicate in places like Bangladesh and Uganda among other countries.  

Even today, decades later, the adventure continues.  The technological landscape has evolved, but the essence of the work remains the same: to serve humanity, to steward the Earth, and to do so with integrity.

Closing Reflection: From Adventure to Insight

As I reflect on this long, winding journey - the victories, the setbacks, the collaborations across oceans - what stands out most today is not the technology or even the achievements.  It is the inner journey that unfolded alongside the outer one.

El-Teb Hydro Project with Canadian System

Throughout my career, whether standing beside a newly commissioned mini-hydro plant in remote Sri Lanka or navigating tense boardrooms in Canada, I learned that the most important leadership skill is the ability to return, again and again, to a quiet center within oneself.

In a world driven by urgency - climate urgency, technological acceleration, economic pressure - it is easy to be swept into reactivity.   

The Mindfulness practice learned at a young age endured teaching me that how we show up matters as much as what I do. When I meet complexity from a place of grounding rather than fear, my actions become clearer, wiser, and more humane.

Renewable energy projects taught me this in real time.  There were moments when nothing seemed to go right – civil war and violence escalating, policies shifting overnight, investors backing away, equipment failing in the field.  In those moments, I learned to pause, breathe, and reconnect with intention and purpose.  That simple act often revealed paths forward I could not see in the heat of fear and frustration.

Leadership, I have come to understand, is not about control. It is about presence.

A SUNTEC Agent

It is about listening - to people (the mentors, investors, the committed team at SUNTEC, customers, agents and dealers), to place, to context, and to the subtler currents of our own minds.

When we listen deeply, we begin to act from alignment rather than reaction.

Every technical challenge invited patience.

Every cultural bridge demanded empathy.
Every setback called for self-awareness.
Every success reminded me of interdependence and humility.

In a Learning Journey Lessons Continue  

These lessons, rooted in decades of practice and reflection, continue to guide me today.  They remind me that transformation - whether personal, organizational, or societal - begins within.  When we strengthen our inner capacity to be present, steady, and clear, we naturally extend that steadiness into the world around us.

If there is one message I trust people carry from our story, it is this:
Sustainable change is built not only on renewable technologies, but on renewable states of mind - clarity, compassion, and the courage to stay awake in the midst of uncertainty.

This inner work is not separate from the outer work; it is what allows us to do the outer work well.  

As I continue this journey, I remain committed to showing up grounded in awareness, guided by purpose, and inspired by the possibility of contributing - in whatever ways I can - to a more compassionate and sustainable world.  

I am here to pass these lessons forward to a new generation of leaders who must navigate a world stands at a threshold ripe for renewal. We are waking up to the truth that transformation begins within - and that only through this inner work can we move from fragmentation towards coherence. We are not separate from nature.  We are nature, and the sooner we lead from that knowing, the more harmonious our world can become an expression of it, where our leadership itself becomes an act of healing.

Pause, Breathe and 'Observe' 

Pause, breathe and say "observe".  In that moment, it becomes undeniable: the life force moving through me is the same that rises from the soil, flows through the trees, and circulates in the oceans.  We are in constant exchange - nourishing and being nourished - sustaining each other as 'inter-being'. 

Lessons for Grounded Leadership and Entrepreneurship

For the new entrepreneurs and leaders stepping into uncertain terrain - whether in renewable energy, new technology, social innovation, or any field that demands courage - I share some  practices that helps me stay steady through the storms:

• Begin each day by grounding your mind with gratitude before you engage the world – keeps you optimistic that everything will be ok at the end.
• Train yourself to pause before responding; clarity emerges in the liminal space of a breath – breathe, say ‘observe’ and exhale.
• Learn to work with uncertainty rather than resist it.
• Build simple MindBody routines that regulate the nervous system and keeps the body strong.
• Listen to your body and mind - learn to stop when you feel ill at ease or you are getting ill. 
• Listen more than you speak - this builds trust and reveals insight.
• Hold your vision lightly but your values firmly – hold yourself and others accountable.
• Treat failures as information, not identity.
• Move at the pace of wisdom, not the pace of panic – keeps the pressure in check.
• Return to your intention regularly to stay aligned with purpose.
• Nurture relationships as carefully as you build technology or strategy.
• Cultivate gratitude to shift from survival mode to a wider perspective.
• Find balance in moderation - have fun, enjoy life, party - build relationships with people outside the business.

Remember: your inner state shapes your outer impact – be kind to yourself and be compassionate to others. 

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I dedicate this article with gratitude to the many friends and mentors who believed in us and supported us through this journey:

Eddie and Sharmini De Zylva

Dr. Ari Dassanayake

Duncan and Nimal Perera

HE J.R. Jayewardene and Elena Jayewardene

Charmaine and Ricky Mendis

Ravi and Penny Jayewardene 

Sir Arthur C. Clarke

Dr. Ray Wijewardene

Prem Sumanasekera

Lal Jayasundara

Neville Williams

Dr. A. T. Ariyaratne

Lal Fernando   

Azmi Wan Hamza 

Dr. Anil Cabraal 

Dr. Sudh Varma 

Prof. Raye Thomas