Rushmore Group engineers success in high-risk environments
With a track record spanning mining, energy, and industrial construction, Rushmore Holdings is setting new standards for EPC delivery. Its modular approach, smart technology, and commitment to sustainability make it a trusted partner in emerging markets.
One of Uzbekistan’s most complex mining developments is currently being delivered ahead of schedule and under budget; and it’s being managed by a company that is steadily reshaping the region’s approach to industrial project delivery.
Rushmore Holdings, previously Rushmore Group, is overseeing the full EPC scope for the construction of an 800-metre vertical blind shaft at the strategic polymetallic mine in Uzbekistan, managing everything from detailed engineering and procurement to onsite execution and regulatory compliance.
The project exemplifies the company’s technical capability and its ability to operate in high-risk, high-complexity environments while maintaining strict standards of quality and safety.
Founded to address a persistent challenge in heavy industry, namely fragmented execution, inconsistent standards and misaligned incentives, Rushmore aims to deliver the entire project lifecycle under a single, accountable structure.
“Too many projects fall behind for the wrong reasons. We created Rushmore Group to deliver the full EPC lifecycle under one coordinated system, bringing precision and reliability to complex markets,” says Rushmore Holdings CEO and Founder Doniyor Kadirov.
Kadirov’s experience in these industries shaped Rushmore’s approach, embedding strong project controls, transparent procurement, and field-tested construction oversight into every engagement. “We don’t just design projects – we design know-how for long-term sustainable impact,” he says.
Rushmore’s operations extend across a wide range of sectors, including infrastructure, energy, geological and mining, and industrial complexes. The company uses a modular methodology to manage this diversity, treating each project as a set of interconnected “building blocks” that can be adapted to meet unique client requirements.
This cross-sector expertise is supported by both international technical specialists and local implementation teams, ensuring projects are executed efficiently while respecting regional characteristics.
Operating in emerging and frontier markets is a core differentiator for Rushmore, Kadirov tells Oil & Gas Middle East as he explains how the company has developed a reputation for successfully delivering in remote locations, complex regulatory environments, and conservative markets traditionally dominated by legacy players.
“We specialise in environments where others hesitate and turn them into bankable, operable assets,” Kadirov notes. By prioritising flexibility, commitment, and trust, he highlights that Rushmore competes with well-established companies with decades more experience, proving that performance and reliability are just as important as tenure.
Additionally, technology and innovation are central to Rushmore’s strategy. The company integrates digital twin systems, BIM modelling, AI-driven scheduling, real-time monitoring dashboards, and procurement analytics across its projects.
These tools help reduce rework, accelerate timelines, and improve decision-making, ultimately enhancing delivery for clients. “The future of EPC is digital, integrated, and predictive. Technology allows us to make better decisions, faster; and that translates to more reliable delivery for our clients,” Kadirov says.
Sustainability and environmental stewardship are further also embedded from the outset in Rushmore’s projects. Environmental impact assessments, material efficiency, and emissions reduction strategies are integrated into design and procurement decisions. The company also promotes low-emission construction methods, modular systems, and circular resource planning wherever possible, ensuring infrastructure aligns with global ESG commitments.
“Clients don’t just want infrastructure that works, they want infrastructure that reflects responsible practices,” Kadirov says.
Recent projects further illustrate Rushmore’s breadth and capability. In addition to the Uzbekistan mine shaft, the company successfully modernised and expanded flotation equipment at a copper concentration plant, overseeing engineering, procurement, commissioning, SCADA integration, and ongoing supply of spare parts and consumables. Both projects demonstrate Rushmore’s ability to manage complex technical, logistical, and regulatory challenges while delivering measurable results.
Looking ahead, Rushmore plans to expand its presence across Central Asia, the Middle East, and North Africa. The company aims to support renewable energy systems, gas infrastructure, and water projects, alongside its established strength in mining and industrial construction. Over the next decade, Kadirov envisions Rushmore becoming synonymous with innovation, reliability, and success in complex project delivery.
Three core principles guide Kadirov’s leadership and shape the company culture: clarity of purpose, accountability in execution, and integrity in partnerships. “The role of a founder is to remove friction; from decisions, from processes, from client relationships,” he explains, adding that at Rushmore, the company “builds more than infrastructure. We build a culture where people take ownership, challenge conventions, and pursue excellence every day”.
With its combination of technical expertise, disciplined methodology, technology adoption, and commitment to sustainable, high-quality delivery, Rushmore Holdings is positioning itself as a reliable partner for some of the region’s most ambitious industrial projects – and a company to watch in the evolving EPC landscape.
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