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

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 - by trying to do the right thing and do things right.  

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.  

Karmic Leadership 

As I spoke to the CACOR community that day, I felt both the weight and the gratitude for those early influences - and for the conditions that allowed me to be audacious, while remaining open to the “deep-tissue” learning that comes from the karmic cauldron of entrepreneurship and leadership. 

For me, apart from karmic consequences - it is a constant reminder that how we do things matters as much as what we achieve. 

Leadership therefore calls us to do things right, and more importantly, to do the right thing - to recognize that our choices, intentions and actions today, in the direst of situations - leave an imprint on others and on the world around us. 

This is the deeper, spiritual grounding of leadership that we seldom speak about in business: the understanding that entrepreneurship is not only about creating value, but also about cultivating the wisdom, integrity and consciousness with which that value is created.

Managing vs Leading

We were grateful to our mentors for highlighting the difference between managing and leading and how we need a balance based on the situation.  

What is managed can be measured and leadership is about the big picture - inspiring the grand vision; bringing to life the mission - to "light up the villages"; walking the talk with governance - ethics and values; resourcing the company with good people, funds, machinery and raw materials; listening to the front lines and customers; encouraging creativity to make  SUNTEC brand name a household name by using unconventional marketing and public relations methods; engaging the team on crucial decisions; watching out for the icebergs and engaging the team regularly with SWOTs with a focus on the weaknesses and threats - pivoting on marketing partners, the product offering (from a solar PV module only to 'electricity in a box' with balance of system), a micro finance partnership, working with dealers and agents on ground, interfacing with the government on policies to protect our local industry, finding our way through the insurgencies and civil war - we made a lot of mistakes - but there was always transparency and consensus on our decisions as we learned so many lessons along the way.  

As such we were mindful from the beginning not to micro manage and evolve an appreciative culture - via a 'power of balance' between managing and leading.    

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 - as we were surprised by many detractors smearing us. 

Business and financial risk:

We chose to build a business grounded on governance - accountability, ethics, community benefit and a long-term vision to make solar energy a mainstream power source for Sri Lanka and other equatorial developing nations.  

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 trusting 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 (Canada and Sri Lanka), 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 and stay spiritually grounded.

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 I 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.

That is what fueled our business philosophy to respond to a customer complaint immediately - even if it meant losing the profit margins from that sale.  That was doing the right thing

It showed that every problem demanded empathy, every setback called for self-awareness and 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 fearless and optimistic that everything will be ok at the end.
• Understand the concept of co-dependent-co-arising to realize that everything is interconnected in a web of karma - that every action has its consequences and no one escapes it. 
• Walk the talk with the mission, values and ethics - by respecting everyone for their thoughts and ideas by listening to build trust and gain insights - especially from the front-lines. 
• Train yourself to pause before reacting to respond skillfully; clarity emerges in the liminal space of a breath – breathe, say ‘observe’ and exhale to become present and aware. 
• Learn to face and work with uncertainty rather than resist it - creativity and innovation arises then.
• Build simple MindBody routines that regulate the nervous system - making the mind calm and 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. 
• 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.  Realize that a trusted relationship is better than a mere transactional one.
• Cultivate gratitude - to shift from survival mode to a wider perspective. It was the love, goodwill and support from so many people that this (ad)venture happened.  I acknowledge them at the end.
• Finally - focus on that 'power of balance' via a middle path and moderation - have fun, enjoy life, party - look after your family and build relationships with people outside the business who can cheer you on.  

These lessons learned 35+ years ago holds me in good stead in life and business today.  

The most important lesson was when Shell Renewables International decided to buy our company in 1999.  

They valued our discipline and governance - a robust shareholder agreement, annual audited accounts and the  pioneering business model in retailing solar electricity systems with many lessons learned - a strong brand in SUNTEC and the appreciative culture we had created.  

The new Shell-SUNTEC led by our partner Pradip Jayewardene and the team he took across to Shell continued on the same mission, values and ethics - until Shell International decided to quit the solar business in 2004. 

Finally I leave you with this: Your inner state shapes your outer impact – be mindful and aware, be kind to yourself and be compassionate to others - always strive to do the right thing and do things right.

Lighting up the Happy Faces

 

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 and family

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 

Matthew Mendis -  

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 (Les) Poole - Solarex Australia 

Damian Miller - Shell Renewables 

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