1. Can you share how AMIN Construction evolved from its earliest beginnings as a carpentry business to where it stands today?

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The journey actually began not with carpentry, but with a personal project: building my own house after acquiring a plot of land. Once some progress was made on the house, our focus shifted slightly. We started operating from Haveeree Hingun, at 52 Number Atoll Shops, using a hand saw and a wood planer to cut wood for resort supply. As we continued, we expanded our operations by establishing a workshop called Reliable Engineers. While running this workshop, we began receiving requests from warehouses that needed concrete foundations and building columns. That was when I decided it was time to take on this type of work as well.

We started by constructing and repairing bathrooms in residential homes, then gradually moved on to foundations and concrete works. This led to more opportunities across different islands and warehouses. A major milestone was when we secured the contract to upgrade Felivaru Fisheries, one of our earliest large-scale projects. From there, we also began working on airport-related developments and successfully secured several government contracts through competitive bidding.

Another key moment in our journey was the construction of a four-storey school building in R. Kandholhudhoo. Around the same time, we also worked on Imaduddin School. These experiences helped us grow our business and establish ourselves as reliable contractors. As the company grew, we began building larger residential buildings, including several apartment complexes in Hulhumalé, such as Amin Avenue. These projects helped strengthen our expertise in vertical construction and urban development. With that foundation in place, we eventually expanded into resort development.

We first developed Grand Park Kodhipparu, Maldives, which was later acquired by a third party. More recently, we developed and now manage Hilton Maldives Amingiri Resort & Spa. Currently, we are reclaiming land to begin work on our next property, Amin Fushi and Kodhipparu Finolhu.

2. Do you still see traces of the carpentry roots in the way your team approaches building today?

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The original carpenters in our journey were Maldivians. Today, it's increasingly rare to find Maldivians engaged in this type of work, and the field has become largely dominated by foreign workers. That said, there are still many skilled Maldivian carpenters who truly excel at their craft. However, they often choose to work independently or in groups, where the financial rewards can be better. We continue to hire these teams for certain projects, and their workmanship is consistently impressive. It's unfortunate that the number of Maldivian carpenters has declined over the years, but their influence remains part of our foundation.

At present, I would say the team at AMIN Construction is highly skilled and fully committed to their craft, regardless of their background.

3. What have been some of AMIN Construction’s most challenging projects?

One of the most significant and challenging projects we undertook was the development of the Equatorial Convention Centre in Addu Atoll. Several parties tendered for the project, and we were ultimately awarded the contract. We took the risk of accepting it despite the extremely tight timeline of just six months, fully aware of the scale and complexity involved. There was no option for delay, as the centre had to be completed in time for the 17th SAARC Summit, hosted in Addu and Fuvahmulah City. This was a considerable challenge that required our team of around 300 to 400 people to work around the clock.

A similar situation arose with the Fuvahmulah Airport project, which we had to complete within four months. Many doubted our ability to deliver both projects on time, but by God’s grace, we completed them as scheduled.

Another noteworthy project was the Ukulhas convention center we built in 2019 in AA. Ukulhas for Professor Ugail’s foundation. We were given just 23 days to complete the build, starting on muddy ground. Despite the challenging conditions, we delivered the project, including some additional work, two days ahead of schedule.

None of this would have been possible without the commitment and coordination of all the parties involved.

4. The construction landscape in the Maldives has undergone significant changes over the past few decades. What shifts have most challenged or sharpened your approach as a builder and business leader?

One of the biggest challenges we continue to face is the shortage of local labour, which makes us heavily reliant on foreign workers. Recruiting them is a time-consuming process that often causes delays in our projects. Accessing US dollars is another ongoing difficulty. Although there is an official bank rate, in reality, we are rarely able to purchase dollars at that rate. As a result, we often have to source from the market at higher costs.

Another major issue is the disparity in project payments. Foreign contractors are paid in US dollars, while local companies are paid in Maldivian Rufiyaa, even though both face similar import costs. This creates an uneven playing field and makes it harder for local companies to remain competitive.

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Current contract structures also tend to favour clients. There are no penalties for delayed payments beyond the agreed-upon 40 or 60 days, and contractors have no recourse. If the client’s consultant or monitor does not show up as scheduled, our crews and machines sit idle until they arrive. Late payments, especially those made after a project is completed, can significantly impact our operations and financial planning.

Despite these challenges, we have seen some positive developments. Tender regulations have improved, and in some cases, payments are now released in a more timely manner.

5. The Maldives is a uniquely complex place to build, both geographically and socially, as well as economically. In your view, what makes a construction company truly fit for island life?

A construction company must be dependable above all else. That means being able to deliver projects exactly as agreed, especially within the set timelines. Delays not only disrupt progress but also risk losing client trust and damaging the company’s reputation. To be truly fit for island life, a contractor needs to be consistent, accountable, and committed to delivering on time despite the constraints.

6. If you had to pass on just one lesson, not as chairman, but as someone who built from the ground up, what would it be?

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One lesson I would pass on is this: never accept a project at a price that cannot realistically cover the cost of doing the work. Today, many projects from both the government and private sector are awarded to the lowest bidder. In an effort to win the job, some contractors or individuals quote below cost and later struggle to deliver. This creates delays, results in financial loss, and damages trust on all sides. It also puts long-term reputations at risk.

Even if you are just starting out, it is better to miss out on a project than to take on something that sets you up for failure. Be honest about your capacity and always price your work responsibly.