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 in our mid 20s, 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, family time 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 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.   

The presentation: https://www.youtube.com/watch?v=wLpoMkROfC8 and 

The Presentation slides: https://canadiancor.com/wp-content/uploads/2024/04/NEW-Renewable-Energy-Adventures-CACOR-3-April-24.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 through unconventional 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

Canada provided technical support and expertise, while Sri Lanka offered a landscape of possibility and pressing need. It was not just engineering, marketing or business development; it was meeting of people, cultures, and diverse values.  As I spoke to the CACOR community that day, I felt the weight and gratitude for those early influences - and the conditions that allowed me to be audacious yet being open to 'deep tissue' learning. 

Adventures on Many Fronts

Over the years, I learned that renewable energy is far more than equipment and kilowatts.  It moved me from being dogmatic about renewables to being more pragmatic.  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 people skills, 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 a 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, mentors and the safety net from our families. 

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; a strict discipline on integrity and governance; 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 new 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 - making this challenging business meaningful and enduring.  The business model was promoted by the World Bank and others to replicate in places like Bangladesh and Uganda among other countries.  Shell Renewables built on what we started and emulated it around the world. 

Even today, decades later, the adventure continues in diverse ways.  Our lives have evolved, but the essence of the work remains the same: to nurture lasting relationships, to serve humanity, to steward the Earth, to push boundaries 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, the business 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 threats, 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 of gaining space to reflect, 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, to the subtler currents of our own minds and taking decisive action.

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

Every argument or 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 evolve 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 that 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 'interbeing'. 

Lessons for Grounded Leadership and Entrepreneurship

For 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 reacting to respond skillfully; clarity emerges in the liminal space of a breath – breathe, say ‘observe’ and exhale.
• Learn to work with uncertainty rather than resist it - creativity and innovation arises then.
• Build simple MindBody routines that regulate the nervous system - making the mind agile and the body strong.
• Listen to your body and mind - learn to stop when you feel ill at ease or before/when you get 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 manage your money, build technology or strategy.
• Cultivate gratitude - to shift from survival mode to a wider perspective.
• Find balance in moderation - have fun, enjoy life, party - look after your family and build relationships with people outside the business.

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

The link to the Canadian Association for the Club of Rome Session https://canadiancor.com/event/41854/

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I dedicate this article with gratitude to the many friends and mentors, investors, bankers and key team-members  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 - Vidya Silpa

Michael Mustachi - who conceptualized the original solar powered water pump with a sketch

Lal Jayasundara - Hayleys Group

Neville Williams - Solar Electric Light Fund - USA

Dr. A. T. Ariyaratne - Sarvodaya

Lal Fernando  - Sarvoday Rural Technical Services 

Tan Shri Azmi Wan Hamza 

Dr. Anil Cabraal - World Bank

Loretta Scheaffer - World Bank 

Dr. Sudh Varma - TPK Solar Canada

Prof. Raye Thomas - TPK Solar Canada

Jay Jayaraman - TPK Solar, Canada

Thilan Wijesinghe - Coopers & Lybrand, Colombo

Roger Manring - Coopers & Lybrand, USA

Michael Trevor - Coopers & Lybrand, USA 

Dr. Priyantha Wijesooriya - SELCO 

Dr. Romesh Bandaranaike - SLBDC 

Hilary White

Edward Poole - Solarex Australia 

 

Our Investors and Bankers:

V.K. Wickramasinghe - NDB

Chandra Cooray - DFCC

Ranjth Fernando - NDB

Ralph De Lanarolle - DFCC

Jayantha Nagendran - DFCC 

Travien Fernandopulle - HSBC

Prasanna Jayawardene - HSBC

Russel De Mel  - NDB

Siromi Wickramasinghe - HNB 

Eelko Bronkhorst - ABN

Remco Franzen - ABN-AMRO

 

SUNTEC Core Team

Ajit Chanmugam

Nimal Lakshapathiarachchi

Prasanna Pathirana 

DEI Dilemmas: How Important is Inclusion and Psychological Safety in Diverse Organizations?

 

DEI (Diversity, Equity and Inclusion) stemming from ESG (Environment, Social and Governance) has become so politicized and controversial that the foundations and benefits of these are in jeopardy.  Inclusive policies, based on core values and actions result in a positive impact on the people, community, the environment in terms of well-being, reputation and profit – for doing the right thing and doing things right.

A quick history – DEI and ESG evolved from the early Corporate Social Responsibility (CSR) movement where social and environmental concerns were aligned with business strategy, which saw a change in the bottom line.

But CSR also has an aspect of doing the right thing for selfish reasons – to build a good reputation, image, increase brand value and attract good people.  This can be perceived as “greenwashing”, which could hurt organizations in the long run.

Cynicism about CSR gave rise to DEI and ESG – to do things right - demanded by the public and investors.  However, ESG and DEI got politicized when governments started mandating it to measure and report as part of the governance process.

There are merits to voluntary DEI policies and processes, especially when inclusion enhances psychological safety for diverse organizations to thrive in.

Doing the Right Thing and Doing Things Right

Most leaders want to do things ‘right’ and do the ‘right’ things for the ‘right’ reasons. Being inclusive in a diverse organization requires anchoring on core values and the culture ‘walked the talk’ by the leaders.

Being inclusive is about capturing the uniqueness of diverse individuals to foster a psychologically safe environment.  Being inclusive values and respects diverse individuals for their talents, skills and abilities to the benefit of the collective - and has a tremendous impact on the bottom line.

In a study published in Harvard Business Review, feeling included and a sense of belonging was linked to a 56% increase in job performance, a 50% drop in turnover risk, and a 75% reduction in sick days. Researchers calculated that for a 10,000-person company, this would result in annual savings of more than $52 million. [i]

A strong business case for ethnic diversity and inclusion according to a McKinsey report - complements psychological safety with a 39 percent increased likelihood of outperformance for those in the top quartile of ethnic representation versus the bottom quartile.[ii]

Caution on Formalizing and Measuring Equity and Inclusivity

Formalizing Equity and Inclusivity into performance management matrices can be challenging - fraught with risks as they are subjective and can demoralize people.

No rules, regulations nor processes can make someone accept or like another person. They happen organically through an inclusive leadership culture to accept new diverse and different people qualified and talented to be there, especially if the organization has been traditionally mono-cultural.

There has to be safe spaces for the status quo to ease into the new diverse realities - for individuals to deal with unconscious biases, fears and prejudices that are natural to any human being - with patience, safety and space for self-reflection.

Inclusion and Psychological Safety

An inclusive and appreciative culture evolves from an anchor on the core values of respect and integrity – lived by the leaders, actioned out by intentional activities and business processes - that help commune people to work and play together in a psychologically safe environment.

According to another McKinsey survey, an overwhelming 89 percent of employee respondents said they believe that psychological safety in the workplace is essential.[iii]

Psychological safety coupled with inclusive policies and actions leads to diverse team members feeling more engaged and motivated - because they feel their contributions matter and able to speak up without fear of retribution.  It leads to better decision-making, as people feel more comfortable voicing their opinions and concerns.  This leads to a more diverse range of perspectives considered.  It fosters a culture of continuous learning and improvement, as diverse team members feel comfortable sharing new ideas or their mistakes and learning from them.

Just because DEI is taking a pummeling in the news cycles – do not throw the ‘baby with the bath water’.  Inquire into its benefits with an open mind and examine the organizational culture and policies as diversity is the norm.

Create safe spaces for open conversations and do surveys to see where people’s minds are at - based on their feelings and needs - to being open to diversity, to be inclusive of others and to be included to have psychological safety - to find common ground - to bring everyone’s full selves to be a part of a high performing organization to enjoy and the celebrate diversity.

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[i] https://thediversitymovement.com/what-is-workplace-belonging-why-is-it-important/

[ii] https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-matters-even-more-the-case-for-holistic-impact

[iii] https://www.mckinsey.com/~/media/mckinsey/featured%20insights/mckinsey%20explainers/what%20is%20psychological%20safety/what-is-psychological-safety.pdf

It’s 89 Seconds to Midnight in the Dooms Day Clock – A Reflection on an article written in 1984 called “Life after the Day After: Let us Work for Peace”

 The age of renaissance dawned on us in the 19th century with great promise that technology can bring joy and happiness to people and save the world from disasters - but instead we have an interconnected  dysfunctional fractured world of culture wars and real wars - where the Doomsday Clock  https://thebulletin.org/doomsday-clock/ indicates the closest we have been for self annihilation through Nuclear Armageddon.   

The modern-techno-industrial-AI complex is driven by corporations who virtually run this world through its limited liability license enabling the influence of politicians and policy makers - to meet their need for more profit in the modern market society.  

We are now seeing this as zero sum for this earth and its humanity in a world that took centuries since the 11^th century Magna-Carta - to evolve as the democracies we are.

I would not have imagined when I wrote the article Life After Day After in 1984 in the Lanka Review that forty years later – we are in a worse place today with the existential threat of annihilating ourselves from a nuclear disaster.   

The politics of the world seem to have regressed to a level of depravity where violence and war is the way to deal with our predicaments.

The left-brained egotistical posturing of the unhinged few with low emotional intelligence in power - in their zero-sum game is surreal to watch in a combination of amusement and fear.  

Neuroscientist Iain McGilchrist speaks particularly of humanity’s existential crisis driven by left-hemisphere-dominated thinking to state - “We are in danger of destroying ourselves because we have forgotten who we are” in his book - The Master and His Emissary. 

I cannot watch silently seeing the disconnection from reality and wisdom that underpins the geopolitical, technological and environmental threats the Doomsday Clock symbolizes as I write this - reflecting on my 1984 article.  

This is my way of speaking out about things that matter – as the brave Martin Luther King Jr did which cost him his life. 

I am not that brave nor do I have the inkling nor the will to take on the current powerful head on – but I can continue to speak and write in my own way – not to add fuel to the fires that burn out of control – but to find subtle ways to help people to step back – take a deep breath, say observe and exhale to gain the space to put things in perspective – move away from fear to – douse the fires to have conversations of accountability with those with diverse and opposing views – to find our common humanity in this ideologically polarized world.   

Our common humanity arises out of love, kindness, empathy and altruism as we would not be here today if not for compromise and collaboration in vulnerability and trust - to work together to build the civilization we have.   

We have just lost our way - enamored by the glamour of technology and profits in a narcissistic way - forgetting that we have so much power within us - when we focus on our breath to realize our power in our oneness with nature - in fact we are sacred nature - so let us find our nobility, fearlessness and spiritual grounding - truth, beauty and goodness - in that to increase that number from 89 seconds.     

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LIFE AFTER THE DAY AFTER

LET US WORK FOR PEACE
Lalith Gunaratne

It took me several days and nights before I could get over the sense of frustration and hopelessness that overwhelmed me after I saw the television movie The Day After.

I had this inescapable feeling that, wittingly or unwittingly, I had committed my destiny into the hands of some super-power who might decide to end it at a mere push of a button.

As the days rolled by, the initial shock of the movie was wearing off. This is only human. But, there is a need for us to be aware of the possibility of a doomsday, so our actions will gear towards encouraging a solution.

There has never been a greater time than now for the super-powers to come to the conference table, even if it is merely to rid the fears of the masses world over who share the same frustration and helplessness I felt after seeing The Day After. But, the future appears to be bleak. Giants in the Nuclear Game the USA and the Soviet Union seem to be locked in their position, that "might is right."

Sadly, the Geneva talks seem to be failing with the Soviet Union walking away in protest over deployment of new nuclear weaponry in Europe. Further, Prime Minister Trudeau's peace plan seems to be receiving half-hearted response from the two major super-powers and other nuclear nations.

This is the reason, solutions both immediate and long term must be sought, if we are to avert a nuclear war.

This is also the reason that any efforts such as that of Prime Minister Pierre Trudeau and numerous peace groups throughout the world are worthy of our support and admiration.

Lalith Gunaratne is an editor o
f the Canada Sri Lanka Association Newsletter - 1984

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“The money required to provide adequate food, water, education, health and housing for everyone in the world has been estimated at $17 billion a year. It is a huge sum of money ...about as much as the world spends on arms every two weeks.” - Global Day of Action on Military Spending