Transforming Ideas into Impactful Realities
Irshad Ahmad Mir
Chief Executive Officer
Qatar Power Engineering And Contracting
In the highly competitive world of power engineering, where innovation and precision go hand in hand, Irshad Ahmad Mir, CEO of Qatar Power Engineering & Contracting (QPEC), has redefined success. His journey, which began with the vision of a young engineer determined to make a lasting impact, now sees him at the forefront of Asia’s power infrastructure development. Under Irshad’s leadership, QPEC has evolved from a local player into a major force in Qatar’s infrastructure landscape, taking on projects ranging from stadiums and hospitals to entire townships. However, his success isn’t measured solely by the projects completed but by his vision of pushing boundaries—whether through adopting cutting-edge technologies or bold strategies that challenge conventional thinking. What makes Irshad stand out from other corporate leaders in Asia is his ability to inspire. He empowers his teams to think bigger, innovate smarter, and aim higher. His story, from engineer to CEO, inspires many, embodying the perfect blend of ambition, innovation, and integrity—qualities that are shaping the future of leadership across Asia.TradeFlock interviewed Irshad to delve deeper into his leadership philosophy, the challenges facing the power engineering industry, and his insights into the future of infrastructure development in Asia.
“Innovation isn’t just about ideas—it’s about making those ideas work efficiently in the real world.”
What leadership lessons have you taken from your experience as a General Manager and Project Manager in power engineering?
Adaptability has been one of the most powerful lessons in my career. No project ever goes perfectly as planned, and the ability to pivot while keeping the team aligned has been crucial. Early on, I realised leadership isn’t about micromanaging—it’s about empowering people, giving them the space to take ownership, and watching them excel. Transparent communication, whether with clients or contractors, is what fosters trust and moves projects forward. High-pressure environments taught me that staying calm, focused, and keeping the end goal in sight allows us to overcome any challenge. Finally, continuous learning has been key—our fast-moving industry requires staying on top of new technologies to remain competitive and innovative.
What role do public-private partnerships play in the future of power infrastructure in Asia, and how are you leveraging them?
I think Public-private partnerships are absolutely essential for a bright and thriving future of power infrastructure, especially in Asia. Governments alone can’t fund or manage the massive infrastructure projects needed to meet the region’s growing energy demands. By partnering with private companies, we can speed up the completion of large-scale projects, like renewable energy plants and smart grids, and bring in fresh ideas and technology. PPPs also allow for better risk-sharing. In these partnerships, governments manage policy and regulatory risks, while private companies like ours handle the operational and financial risks. This balance encourages more investment and ensures that projects are not only completed efficiently but are also sustainable for the long term. At QPEC, we’re already leveraging these partnerships to drive projects that align with both economic and environmental goals.
Being recognised among the 10 Best Corporate Leaders in Asia, what advice would you give to aspiring CEOs in the power engineering sector who aim to drive transformative change?
For aspiring CEOs, my advice is to embrace innovation and lead with purpose. The industry is evolving faster than ever, and staying ahead of the curve requires being open to new ideas, technologies, and working methods. Prioritise sustainability because the future of this industry—and the planet—depends on it. But most importantly, lead with purpose and adaptability. Success in this field comes not just from having a vision but from being able to pivot when necessary and inspire your team to work toward that vision. If you can do that, you’ll not only drive transformative change— you’ll shape the industry’s future.
What are the biggest challenges in power engineering today, and how are you addressing them?
At QPEC, we believe that “Innovation isn’t just about ideas—it’s about making those ideas work efficiently in the real world.” One major challenge is transitioning to renewable energy while maintaining reliability. We’ve tackled this with hybrid systems, blending traditional and renewable sources to ensure stable power and reduce emissions. Grid modernisation is another hurdle, and we’ve invested in smart grid technology to efficiently integrate new energy sources. The skills gap is real, so we’ve launched upskilling programs to keep our team ahead of industry changes. Cost control remains crucial, and by using data analytics, we’re making smarter decisions that allow us to innovate without breaking the bank. As the world shifts towards cleaner energy sources, Qatar faces the challenges of integrating renewable energy, like solar, into its power grid while maintaining its strong reliance on natural gas. Ensuring a smooth transition and managing energy storage solutions to balance renewable energy intermittency is critical.
How do you handle stress and stay focused in the high-pressure field of power engineering?
Stress is part of the job, especially in power engineering, where the stakes are high, deadlines are tight, and the pressure is real. I prioritise the tasks that need immediate attention and delegate the rest to my trusted team. This delegation not only helps lighten my load but empowers my team to take on more responsibility. Staying calm, regardless of the situation, is something I’ve learned to master—it helps keep the team focused and prevents panic. I approach challenges methodically by breaking them into manageable steps, making even the toughest problems solvable. On a personal level, exercise has been my stress-buster. It keeps me grounded, gives me the energy to tackle challenges, and clears my head when I need to focus. Most importantly, I rely on my team because knowing I’m not handling everything alone allows me to focus on strategy while they manage the operational details.
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