He is also the Founding Partner and former President of Zona Franca Multimodal Caucedo, Founding Partner of Parque Industrial Itabo (PIISA), former President of EDUCA, Founding Chair of the ADD+USA Business Council, and a member of the Board of Regents of INTEC.
1. How has your career been connected to the Dominican Republic's development?
My career has spanned more than five decades. I began in civil engineering and infrastructure construction, working in the company founded by my father. Over time, I moved from building projects for others to developing businesses and infrastructure with a lasting role in the country's economy.
Parque Industrial Itabo, or PIISA, is a good example. We began developing it in 1985, and it opened in 1986 as a privately developed free-zone industrial park. It helped attract major international manufacturers, beginning with Westinghouse and followed by companies in sectors including medical devices and electronics. Today, PIISA supports tens of thousands of jobs and exports sophisticated products to markets around the world. What gives me the greatest satisfaction is the transfer of knowledge and the opportunities it has created for Dominican engineers, technicians and other young professionals.
2. How did your work evolve from industrial parks to logistics infrastructure?
Our construction business had extensive experience in ports, bridges and other major infrastructure. About a decade after beginning PIISA, we saw an opportunity to combine that experience with a new idea: a privately developed port designed to serve both the Dominican Republic and regional trade.
That idea became Puerto Multimodal Caucedo. Development began in 1996, and the port opened in 2004. It required a long period of planning, substantial investment and strong international partnerships.
I chaired the original concession company, Zona Franca Multimodal Caucedo, for many years. DP World became our partner after acquiring the terminal business of our original international partner. Caucedo has since grown into one of the region's leading logistics centres. Its proximity to Las Américas International Airport, together with the adjacent logistics park, gives it a particularly strong position for trade and distribution.
3. What is the history of Samuel S. Conde & Asociados?
My father founded Samuel S. Conde & Asociados in 1974. The company specialised in major infrastructure, including ports, bridges and other civil engineering works.
Among its early projects were the port of Arroyo Barril in Samaná, the Sans Souci passenger terminal in Santo Domingo and works at the port of Haina. Following Hurricane David in 1979, the company also took part in the programme to rebuild bridges across the country.
Those projects established a reputation for engineering quality and dependable execution. The company continues today under the ownership and leadership of my son, Samuel Gustavo Conde.
4. How did the company's focus change over time?
Although public infrastructure gave us valuable experience, I increasingly wanted to develop projects in the private sector. That offered the opportunity to take responsibility for a project from its initial concept through construction and long-term operation.
This approach shaped both PIISA and Caucedo. Each began with an identified need and grew into an enterprise whose impact extends well beyond the original construction work. Today, Samuel S. Conde & Asociados continues to serve clients who value quality, reliability and careful execution.
5. What does it take to turn an ambitious idea into a viable project?
A sound vision must be matched by disciplined preparation. Engineering, financing, market demand and the regulatory framework all have to be properly understood before commitments are made.
My early experience taught me to put quality and delivery first. It also taught me the importance of doing things in the right sequence. A project should be designed and tested before it is marketed. That discipline was central to the development of both PIISA and Caucedo.
6. How has your training as a civil engineer influenced your approach?
Engineering taught me to examine how a project will work in practice, identify its risks and pay attention to the details on which its success depends. My years of study and life in the United States also broadened my outlook and exposed me to different approaches to organisation and management.
Just as important has been learning to work with people. A project depends on its workforce, partners, clients and surrounding community. Understanding their perspectives is essential, particularly when working across different countries and cultures.
7. What was the original vision for Caucedo?
Caucedo was conceived as a regional centre for trade and distribution. Because it was built on an undeveloped site, we could design the port around that purpose from the outset and allow room for future growth.
DP World joined after the port had been built and had begun operating. Its global experience helped take the project further. Caucedo's development also reflects the Dominican Republic's economic growth, its workforce and the continuity that has allowed major investments to mature over time.
8. What role do infrastructure, logistics and free zones play in making the Dominican Republic a regional hub?
They are fundamental. Efficient ports and airports connect the country to international markets, while logistics facilities and free zones allow businesses to manufacture, distribute and serve those markets from the Dominican Republic.
Physical infrastructure alone is insufficient, however. Investors also need clear rules, consistent administration and confidence that commitments will be respected. Those conditions allow companies to plan, invest and expand over the long term.
9. How can the Dominican Republic strengthen investor confidence?
The country should continue improving its institutions, maintaining sound economic management and applying clear rules consistently. Progress towards an investment-grade sovereign credit rating would be an important milestone, with the potential to broaden access to capital and lower financing costs.
Engagement with international organisations and standards can support that progress. Investors look beyond economic figures: they also assess governance, institutional quality and the ability to carry policies through successive administrations.
10. What are the principal opportunities and challenges in the next phase of development?
Energy and education are two of our most consequential challenges. A more reliable and efficient electricity system would strengthen competitiveness across the economy. Better pre-university education would give more young people the foundation needed for skilled work and further study.
The country has capable universities and a growing base of technical talent. Building on those strengths will be essential as industries become more sophisticated. The opportunity is to move into activities that generate greater value, better jobs and more knowledge within the Dominican Republic.
11. What would you say to Gulf News readers considering the Dominican Republic as a partner or investment destination?
The Dominican Republic offers a combination of strategic location, established trade infrastructure, industrial experience and a workforce eager to develop new skills. PIISA and Caucedo show what can be achieved when a long-term vision is supported by capable partners and sustained execution.
There is considerable scope for international collaboration in logistics, advanced manufacturing, energy and education. For investors willing to understand the market and build enduring partnerships, the Dominican Republic offers an opportunity to participate in the next stage of the country's development.
