The faces of the three fishermen are striking. Hardship, isolation and the perils of nature may be the backdrop for the canvas but smiling eyes full of youthful energy suggest a steely determination to overcome anything that the Blasket Islands of 120 years ago could throw at them.
"I love to paint," says Mainstream Renewable Power chief executive Andy Kinsella, turning his attention to his own composition of three young Blasket Islanders in 1899, which hangs on the otherwise blank walls of his Sandyford office.
"But you need time. The wonderful thing about painting is if you get into the flow, hours go by and nothing else comes into your mind. It's the greatest escapism."
Time is not something of which Kinsella has much these days as he looks to bring to financial close a new $700m (€655m) fundraising, as well as to kick off the sale of an equity stake in Mainstream Renewable Power that he hopes will transform it into a major energy powerhouse.
But his painting perhaps captures something about the original spirit of Mainstream and its 12-year-long mission to use the Earth's own natural forces - the wind and the sun - to bring power to communities around the globe, sometimes against the odds.
"They are simple people who have nothing but fishing and farming, living an isolated life," he says of the Blasket Islanders.
"I'd say if anyone would have supported renewables it would have been these people. That's the life they lived. A sustainable life."
Like others, Kinsella has cancelled meetings abroad as coronavirus restrictions kick in. A dealmaker used to travelling the globe every week, he is determined to continue to drive the quickening momentum of the business via video conferences.
"The world is on a once-off transition, not just Europe and North America, and that is where we positioned the business," he says of what he believes is the vital and inevitable shift from fossil fuel to renewables.
The steep drop in oil prices on the markets has only further underlined to him how Mainstream is on the right side of history.
Over the past six years, oil and gas shares have underperformed every single sector on the S&P market, down nearly 50pc, he says.
"It's been a disaster for investors in the oil and gas majors. It's just continuing the trend. Yes, the majors are cash-rich, yes they pay dividends, but in terms of investing in the underlying shares...it's a dying industry."
The renewables sector, by contrast, is only getting going and the majors of the future will be wind and solar energy companies, he says.
Mainstream, still tiny compared with the big oil companies, will spend, between its projects in Chile and Africa, over the next 12 to 18 months, over $2bn. The company expects to achieve financial close on a $700m fundraising to allow it to build the second phase of the giant 1.3 gigawatt wind and solar power generation project it is developing in Chile.
The new fundraising follows on from the $580m it raised in November for phase one of the project, which in total consists of seven wind farms and three solar farms.
Things have moved a long way in the 12 years since Kinsella, then a senior ESB manager in charge of power stations in the eastern region, was convinced to become CEO and an early investor in the company that renewable energy pioneer Eddie O'Connor wanted to build using the money he would soon have from the sale of Airtricity.
Mainstream has since built some of the world's biggest wind farms off the coast of Britain, and a wind farm for Ikea in Canada. It has branched out further too, building onshore and offshore wind and solar renewables projects across Chile, South Africa, Egypt, Vietnam and Senegal. The Philippines, Australia, Colombia and Japan are all in the company's sights, says Kinsella.
Now, with much of the rest of the business world brought to a complete stand-still by Covid-19, Mainstream is in the enviable position that its renewable energy projects are long-term ones that likely fall beyond the reach of the disease - even if current constraints will inevitably make life more difficult for a while.
And if, as Kinsella hopes, the company can secure an equity investor of scale to bring the power of a much bigger balance sheet, then 2020 will be "a game-changer", he says.
"Up to this we have had incremental growth," he says. "We've had a 'development flip' model. So when our wind or solar farms have got to financial close, we have exited. But that is changing now."
Joint ventures and successful sales of projects have allowed for growth. Staff numbers have risen from 150 to 270, with plans to have 400 staff by next year.
Most projects have been undertaken as joint ventures but the huge wholly-owned Chilean project marks the beginning of a change. The arrival of a new "TopCo", as Kinsella calls the hoped for future new equity investor he is confident of getting on board, will supercharge that change.
"You know, it has been quite challenging here for the 12 years. We have had limited capital resources at times. Our capital has been quite expensive. We've had limited physical resources in that, on average, over that 12 years we've had less than 150 people. With a small crew and a small restricted capital base, we've achieved some phenomenal success. The whole point of this [equity sale process] is to strengthen our balance sheet because we have more opportunity than our balance sheet will allow for," he says.
The process is by no means an existential matter. He says: "We can continue to grow incrementally, steadily and achieve value for our shareholders. But if we'd a stronger balance sheet and better access to capital, we can really go from incremental to it being a game-changer. We are fully funded and don't need cash for our normal growth plan, but if we had a partner to strengthen our balance sheet we can go well beyond our plan."
The company has delivered 6.3GW worth of renewable projects. But it now has a 10-year plan to deliver 20GW. That, says Kinsella, would see Mainstream take on the status of a major.
"We are looking for a partner as a TopCo to allow us to do this. Someone with a big balance sheet because it gives us not just access to capital to do a large-scale build-out of projects, but the cost of capital for someone with a big balance sheet is much better than the cost of capital we face as a successful but relatively small company."
In five to 10 years, Kinsella says Mainstream will no longer be a pure developer and will hold assets at scale globally.
"People talk about the oil and gas majors. We are on a transition whereby now they will talk about the renewable energy majors, as oil and gas starts to diminish in influence as it already has. If you go back 20 years ago, six of the top 10 companies in Standard & Poor's were oil and gas; now it is just one. Their power and presence is diminishing and there will be a new breed of renewable energy majors globally, and I want Mainstream to be one of them. It is a big ambition."
Mainstream has appointed global financial advisory firm Rothschild & Co to help in the search for the equity partner. The formal process is likely to kick off in the second quarter with the potential for a deal in the second half of this year.
Informal contacts are already under way: "We are seeing interest from utilities, pension funds, sovereign wealth funds, private equity funds, infrastructure funds, and from the oil and gas industry. There is a broad interest right across the different sectors."
Kinsella has never been afraid to aim big, regardless of circumstances.
"There was no money at home," he says, recalling his childhood. "I put myself through electrical engineering in UCD and I was the first person in my extended family ever to go to college."
Kinsella's parents both came from small impoverished farming backgrounds, not too dissimilar to the lives of the Blasket fishermen on his wall.
His father had left his Wexford farm to labour in England and his mother had grown up on a poor 16-acre bog farm in Leitrim before leaving to train as a hairdresser. The family eventually settled in Arklow, where Kinsella grew up.
"I pulled down my grandmother's house in Leitrim and built a nice home there on the side of a lake. It was marginal living when my mother was a child but it is a beautiful, isolated place that I now live in at the weekends. I live in Dublin during the week."
His success will have been no surprise to those who encountered him in his youth. The day before his final UCD engineering exams in 1985, he was offered a job by both ESB and General Electric.
"The interviews must have gone well because I certainly wasn't the smartest in the class," he says bashfully.
"I didn't take the GE job because it meant moving to the States, so I joined the ESB. It was great training and I made great friends, but after a year and a half, I said 'I can't do this for 40 years'."
His confidence had grown in the meantime. He called the person in the States who had offered him the GE job a year and a half earlier: "Do you remember me? I'm sorry I turned the job down."
"That's no problem," came the response. "You're even more valuable now after being trained by the ESB."
He spent six years based in New York with GE, but working on large-scale capital projects in north Africa, the Middle East, Asia, the US and Canada. He then returned to Ireland to join ESB International (ESBi), becoming general manager of its power, civil and environmental business.
"ESBi was doing business everywhere in the world but South America. For a semi-State to be operating in 50-plus markets was really something special."
In 1999, he was headhunted by Siemens in Ireland and two years later was asked to travel over to meet his superior at head office in Germany.
"Congratulations, you are the new head of Siemens in Ireland," he was told over lunch.
But what his Siemens boss did not know was that ESBi had come back to Kinsella and offered him an executive director job to run its engineering and facility management businesses. He had quietly accepted that job and had been planning to hand in his notice that very week.
"I looked at him and said 'I've got a problem… I'm resigning on Friday'. I genuinely hadn't seen it coming at all. But what ESBi was doing was very exciting and the core of the business, 1,300 staff, were going to be reporting to me," he says.
After three years, ESB chief executive Padraig McManus asked him to move into the main ESB core power generation business to run all of the power stations in the eastern region of the country. Kinsella waves away any notion that McManus may have been grooming him for even bigger things in the organisation. But, regardless, his natural restlessness and taste for adventure soon returned.
"It wasn't for me," he says of the power generation job. "It involved a lot of discussion with the unions. I'm more of a commercial animal. It's why I liked Siemens and ESBi and GE. So after thinking it through over Christmas, by January 2008 I had decided that I wanted to do something else," he says.
It was then, out of the blue, that Eddie O'Connor called him. O'Connor had also served his time in the semi-State sector - at ESB and as boss of Bord na Mona - before displaying his own taste for adventure by setting up and then selling renewable energy supplier Airtricity.
The two knew each other very well but he hadn't seen him in over a year when O'Connor contacted him.
"He told me off the record that he was in the process of selling Airtricity to SSE and that he wanted to start a new offshore wind developer. I immediately said 'Do you want to meet this evening?'"
O'Connor told Kinsella that he was going to put €30m of his own money into the new venture and offered him the chance to invest and the job of chief executive. After three hours, the pair shook hands and Mainstream was in gestation.
"It never felt like it wasn't going to work," says Kinsella. "Certainly there were times when you might have said that it might be easier to go and do something else. There were dark days where we were saying we could run out of cash. But we didn't. We always found a way to get through, but it definitely wasn't easy."
Mainstream's sale of three offshore projects on which it had spent €120m for €800m - including a Scottish wind farm for up to €650m to French utilities giant EDF - allowed it to repay all its debts and buy back shares and warrants held in the business by UK bank Barclays, Australian bank Macquarie and Japanese trading house Marubeni.
"That allowed us to really strengthen the company and put us in a really good position," says Kinsella.
"We've had very loyal shareholders… about 500 mainly Irish retail investors. They hold 38pc of the business. They've been patient and very supportive of Eddie and myself and the management through some difficult times."
When the company opened a temporary grey market in its shares two years ago and offered all shareholders the chance to participate, less than 5pc of shares were cashed in.
"There was no problem finding people to buy shares that wanted to be sold. People who wanted or needed liquidity got it. but the vast majority stayed with the company. I'm sure now as we get to the end of this year and the TopCo equity process, it will prove to have been worth their while."
Not surprisingly, he declines to speculate as to what value that process will put on Mainstream: "You will only see the whites of people's eyes when they see an investment memorandum and start to do due diligence in a data room."
That is expected to happen at some stage in the second quarter, current global turmoil notwithstanding.
"We've been a very successful company with a team that has delivered against a diverse set of challenges," says Kinsella.
"When we set up in January 2008, the world looked a certain way and by September when Lehman's collapsed, the world was looking quite different. It was a demanding few years, but the team here has delivered 6,300MW to financial close in Europe, North America, Latin America and Africa, and we are about to repeat the same in Asia now."
The Mainstream CEO ends the interview with the awkward dance that passes for a handshake in these increasingly strange times.
Up above, from the eternal present tense Kinsella has created for them on the wall of the Sandyford office, his Blasket fishermen watch on, smiling eyes displaying not a care for a future they cannot control.
Sunday Indo Business