By Jacinto Daniel Durán Sanchez, MBA
CEO, CSI USA Group | Co-Founder, Redtree Engineering | Project Director, Ashalim CSP
Introduction
In 2014, I relocated from France to Israel to lead construction of one of the most ambitious renewable energy projects in the world: the 121 MW solar thermal power plant in Ashalim, deep in the Negev Desert. At the time, it was the tallest solar tower ever built—250 meters—and powered by over 50,000 heliostats tracking the sun with precision.
The challenges were immense. The lessons even more so.
In this article, I reflect on what large-scale, first-of-a-kind energy projects teach us about leadership, risk management, and the future of engineering in a rapidly decarbonizing world.
Lesson 1: There Is No Substitute for Multicultural Leadership
The Ashalim project brought together engineers from five continents. Our daily meetings included voices from the U.S., France, Israel, Uruguay, China, and more. Every stakeholder—from subcontractors to investors—operated from different cultural frameworks.
What made the difference? Listening, cultural humility, and shared goals. We didn’t always agree on process, but we always aligned on outcome.
Lesson 2: You Need to Plan for What Hasn’t Happened Yet
Solar towers of that height had never been built at this scale in a desert with such extreme weather variations. That meant we had to model failure scenarios, materials performance, and wind-load risk factors—sometimes based on educated projections rather than history.
The takeaway? For pioneering technology, project leaders must plan with imagination, not just spreadsheets. Resilience starts in the design phase.
Lesson 3: Operational Excellence Is Built on Human Systems
The budget exceeded $550 million. We had 85+ engineers, hundreds of workers, and rotating international teams. I’ve learned that operations only function at scale when communication protocols, documentation, and quality assurance are rock solid.
But just as important: psychological safety. People need to know their voice matters—especially when reporting bad news. Projects don’t fail because people make mistakes; they fail because people hide them.
Lesson 4: Engineering Is Becoming Global—So Should Talent Pipelines
The Ashalim team included several engineers from Uruguay—my home country. Their performance was world-class. Today, I lead companies in the U.S. that actively integrate Latin American talent into project delivery.
Global collaboration isn’t a future trend. It’s a current competitive advantage. If your hiring pipeline doesn’t cross borders, you’re already behind.
Expanded Insights from Experience
First-of-a-Kind Projects Require Internal Sponsorship
First-of-a-kind projects need to be treated as such—with internal champions and strong support from organizational sponsors and investors. It is critical to avoid excessive negativity when challenges arise. A culture of support, shared ownership, and focus on problem-solving is essential for innovation to thrive.
Choose the Right Owner’s Engineer
The owner’s engineer can make a massive difference in the success of a project. When chosen wisely, they can amplify the strengths of the EPC contractor and smooth project delivery. But the wrong choice can lead to constant friction, poor coordination, and ultimately, losses for all parties involved.
Team Culture Is Everything
Projects rise or fall based on team culture. Strong, positive leadership that empowers employees, gives them space to innovate, and recognizes their achievements creates success. I’ve witnessed nearly identical projects—delivered by the same company in the same region—produce completely different results due to leadership and team culture. Respect, accountability, recognition, and collective pride transform outcomes.
Labor Quality Must Not Be Overlooked
The quality of the labor workforce is a major determinant of project success. Don’t underestimate this factor. Make thoughtful decisions on labor sourcing, training, and supervision—it can make or break project execution.
Change Control, Change Control, Change Control
Change is the worst enemy of engineering projects if not tightly controlled. Poor change control leads to confusion, scope creep, and delays. Establish clear gate-passing procedures and communicate clearly that certain decisions, once made, are final—unless absolutely necessary to revisit. This discipline increases project predictability and success.
Select and Support Contractors Wisely
Choose your contractors and subcontractors carefully. Manage them well, be fair, and support them to succeed. Project leaders must take ownership of decisions, control progress closely, and document all changes. Maintain a transparent schedule and ensure all stakeholders are aligned and informed at every stage.
Final Reflection
One of the most valuable lessons I learned came from a former manager during my time at GE. He told me to leave my pride at home—locked in a drawer—every morning before coming to work. At first, it sounded odd, but over time I understood the wisdom behind it.
That simple mindset shift helped me live a better, happier project life. It allowed me to focus on the mission, the team, and the joy of building something meaningful, without letting ego get in the way. I came to enjoy every hour spent on-site—even the hard ones.
About the Author
Jacinto D. Durán is a civil engineer, MBA, and CEO with over 20 years of international experience in renewable energy, infrastructure, and project execution. He has led teams on multi-billion-dollar projects across five continents and currently heads CSI USA Group, Redtree Engineering, and David E. Wooster and Associates. He lives in Los Angeles and serves on multiple boards across engineering and higher education sectors.