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Doniyor Kadirov, CEO of Rushmore Group, shares how strategic foresight, disciplined execution, and cross-cultural insight drive his EPC ventures from Central Asia to the GCC
You have founded and scaled multi-sectoral ventures, what do you see as the common success factors in engineering, energy, and trading?
Whether we’re delivering turnkey infrastructure or coordinating complex energy systems, what matters most is our ability to align technical execution with long-term reliability and client satisfaction. We maintain strict engineering discipline while staying responsive to meet shifting project demands, ensuring consistent success across various sectors.
What are the challenges you face when executing projects in difficult terrains?
Remote and logistically isolated environments test every aspect of an EPC contractor’s capability, planning, mobilisation, compliance, and risk mitigation. At the Khandiza mine in Uzbekistan, for example, we led a full EPC deployment under extreme terrain conditions. As the consortium coordinator, we managed all engineering deliverables, procurement schedules, and site operations. The key is integrating feasibility with execution readiness from day one, especially in hard-to-access project locations.
With operations spanning Dubai, Hong Kong, and Central Asia, how do you manage cross-border business integration and corporate governance?
EPC projects by nature are cross-border, multi-stakeholder endeavours. Our operational model reflects that complexity: it combines centralised technical oversight with decentralised execution agility. Each regional EPC office is empowered to adapt to local regulations and supply chains, while remaining aligned with our global project standards. From engineering design validation to procurement control, our digital infrastructure ensures that transparency and compliance remain intact at every level of execution.
How has your background in philology shaped your approach to negotiations and stakeholder engagement?
It’s given me a unique advantage. In EPC contracting, you’re often mediating between governments, local communities, suppliers, and engineering teams. My background helps me read between the lines, adapt to diverse cultural expectations, and build consensus where others may see conflict. These soft skills are indispensable when securing project approvals, negotiating with authorities, or structuring joint ventures across multiple jurisdictions with several stakeholders.
You’ve grown from academia to leading industrial and infrastructure companies. How did that career transition unfold?
It began with a drive to make ideas actionable. I was drawn to infrastructure because it’s where vision becomes structure, where blueprints become real-world outcomes. EPC provided that bridge. Over time, I realised the acute need in emerging markets for firms that can execute start-to-finish: from engineering and permitting, to procurement, and through to commissioning and guaranteed maintenance. That’s what drove the formation of Rushmore.
How do you identify which sectors and projects are worth investing in?
We assess projects primarily through the lens of EPC feasibility and national infrastructure strategy. If a sector offers long-term demand and we can deliver engineering and construction value within it, it becomes a strategic target. From mining logistics hubs to energy transmission infrastructure, we back initiatives that are technically viable, economically sustainable, and aligned with our core project delivery strengths.
Another aspect of being an EPC contractor is that we have more failed bids on projects rather than successful bids, so even if we invest in preparing for a project, it doesn’t mean that we will be the ones implementing it.
How do you integrate sustainable practices into large-scale industrial projects?
Sustainable engineering is not a buzzword, it’s a deliverable. In our EPC scope, we embed sustainability into every stage: from design efficiency and materials selection to emissions reduction and worker safety. We optimise fleet logistics to cut fuel use, use modular construction to limit site disruption, and invest in clean-tech integrations wherever possible and feasible. We believe the future of EPC lies in balancing industrial scale with environmental responsibility.
What role does strategic investment play in bridging opportunities between Asian manufacturers and Middle Eastern or Central Asian markets?
Our EPC contracts often act as a bridge between Asian manufacturers and end-users in the Middle East and Central Asia. The manufacturers bring large-scale, cost-effective production, while we ensure their products are adapted to local markets, compliant with regulations, and fully operable in MENA and Central Asia. Through strategic joint ventures and supply chain EPC services, we de-risk industrial entry into high-growth markets and align execution with regional policies and standards.
What’s your vision for Rushmore Holdings?
Our goal is to become a trusted infrastructure and industrial partner across resource-rich economies, from Central Asia to the GCC. Whether it’s upstream oilfield development, mineral processing plants, or energy corridor infrastructure, Rushmore is committed to delivering high-impact, technically sound projects. Over the next decade, we aim to lead the industrial modernisation of emerging markets, setting new benchmarks in EPC reliability, localisation, and sustainability.
