Five large-scale BESS projects, running in parallel, with different clients, different contractors and demanding energization deadlines. In this kind of program, a delay on one front drags down the others — and client complaints are usually the most visible symptom of governance that isn't working.
As Delivery & Service Leader for Digital Power Chile at Huawei, Sergio Cerda Maluenda directed five projects at this scale: Los Loros, Santa Lya/Kallpa, Las Salinas, Valle del Sol and Azabache.
Where the real risk sits in a BESS program
It's not only in the engineering. It's in early contract negotiation (Early Involvement), in coordination between engineering and supply chain, in commissioning, and in the long-term service that follows — the LTSA running past 20 years, still active long after the project is delivered. A program at this scale needs governance across all five stages at once, not just during the construction phase.
"Client complaints reduced to zero and annual revenue targets exceeding USD 130M in the energy segment."
What structure made that result possible
An end-to-end delivery structure, with project governance from negotiation through commissioning, and long-term services defined from the start — not bolted on afterward as a patch. A schedule with critical path per front, consolidated progress and risk reporting, and budget control across the full program.
The same judgment, applied to your program
Pillar 03 of Consultora Ruta Maestra — PMO and Project Management — applies this same discipline to programs in renewables, datacenters and telecommunications. Not reports that arrive once the problem has already happened, but real weekly visibility into progress, risk and budget, with risk management and stakeholder coordination from day one.