Features
Lessons from Kulasinghe, legendary State Engineering Corporation boss
LESSONS FROM MY CAREER; SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 4
In the deep end
I had six more months in our three-year training at State Engineering Corporation. I was suddenly summoned to the Head Office by Dr Nath Amarakoon, who was in charge of our training and the Deputy Head of Research and Development. He told me, “You have had enough training. I am putting you in charge of a new site for the Boat Yard at Peliyagoda”.
I am not sure why he made that decision. I had topped the theory examinations and volunteered to take on more responsibility. These may have been the reasons. I was now in the deep end because I would be responsible for the entire work programme, managing labour, making payments, managing petty cash, and sending the weekly and monthly returns to the Computer Division.
The challenges were many. The Personnel Division and the Admin Division refused to acknowledge me as a site head because I was still a DRMP (daily rated monthly paid) employee and not a confirmed employee. The Accounts Division refused to hand me a petty cash advance. The Supplies Division refused to acknowledge me as an authoriser for material orders. I managed to get through all these hurdles one by one. There was no precedent for a DRMP person to be made an Officer-in-Charge.
It was a great experience being in charge and handling all the responsibilities at a very young age. Making salaries and wages payments were not complicated. The Computer Division gives a comprehensive printout with all the details along with the pay slips and a “coin analysis” I had to collect this from the Head Office and go to Peoples Bank Park Street with the cheque and the “coin analysis” and get the notes and coins in the exact denominations to make payments. I have to safely take the money to Peliyagoda and make payments. I received a ten-rupee risk allowance every month. Only once was I short due to some mistake.
I vividly recall the day we had a surprise visit by the Head Office Internal Audit. Whenever we ran out of petty cash, I didn’t give that as an excuse; instead, I would advance my own money to make small purchases. Internal Audit, therefore, found a cash surplus in the safe. They did not accept that I had advanced the money and declared that even if it was so, it was Corporation money now, and I had no right to take it back. Immediately after they left, I telephoned Dr Sivaprakasapillai, the Chief Engineer, who said, “You take your money back. I will sort it out with the Chief Internal Auditor”, and that was the end of the matter.
Being the site Officer-in-Charge, cum, cashier clerk and timekeeper gave me enough opportunity to learn the nitty-gritty of the support staff work. Later, I found a smart labourer who was very good in arithmetic and took him as my timekeeper.
Chairman’s pet project
The Boat Project was one of Chairman Kulasinghe’s morning stops. Living in Udammita, Ja-ela, the Chairman’s visits would start from the Ekala Pre-cast yard, then to the Mattumagala site where the Milk Food factory was being built and then to the Boat Project site before proceeding to the Central Workshop. He was always there by 7.30 in the morning, which meant I had to be there before that and distribute the work so that when work started at 7.30 am, all would be working at full speed.
My immediate boss, located at the Head Office, would visit about three times a week. Telephone Communication between the Head Office and our site was almost impossible. Sometimes, you must keep dialling for about an hour to get a Colombo line. Of course, you would use the radio system next door at the Peliyagoda workshop in an emergency. Every day, the Chairman would give me instructions on some new experiment. Soon after he left, I had to go next door to the Central Workshop and get it turned out. My jobs were prioritised because of the magic words “this is a Chairman’s job.”
The benefits of planning and the non-believers
We had taken six months to build a prototype concrete (Wirecon) boat, but the Chairman one day wanted a new one made for the exhibition of the Sri Lanka Association for the Advancement of Science, giving us just one month for the entire project. Since we had been trained in Project Management and Critical Path analysis, I planned out the job to deliver the boat on time. It was a great experience to carry out an actual project management exercise.
There was no project management software then, and the Critical Path and the Slack days had to be calculated manually. My immediate boss was impressed with the network diagram and Critical Path and thought he could impress the Chairman by showing it. Chairman just brushed it aside, saying, “Those things are useless; just get on with the job”. It was a great disappointment, but I began to understand that the older generation did not believe in modern management methods. As such, I should consider this when dealing with my bosses.
Concreting with “no excuses.”
An essential element of the job was concreting the boat, which already had a shaped hull made with pipes and wire mesh. A mixture of cement, sand, fly ash and chopped binding wire would be used. It was an all-night concreting with a large number of skilled masons. I had to prearrange all logistics, including dinner and midnight snacks at the Nawaloka tea house at Peliyagoda, arranged a backup generator, and keep a spare vehicle as an ambulance.
We had to weigh and grade the sand and pack them into parcels with the chopped binding wire. The material had to be mixed with high accuracy; the sand had to be wholly moisture-free and graded to pass a particular mesh size and retained on a smaller mesh. After we had sieved the sand accurately and put it to dry, a sudden shower came from nowhere, and the sand was completely wet. We had no option but to dry it again.
We postponed the concreting until the next day. The Chairman arrived just then and was furious that the concreting was postponed. He was well-known as a practitioner of “no-excuse management”. He said, “Have you forgotten we add water to make concrete? So send a sample of the wet sand to the lab in Colombo for measuring the moisture content, then adjust the water-cement ratio accordingly, and you shall concrete tonight”. We concreted that night, and I left for home the next morning, totally exhausted after a heavy day and night.
Based on my plan, we completed the boat on time, carried out all the timber and decking work and installed the engine and rudder. We decided to transport it to Colombo at 4.30 am when the roads were clear, the day before the exhibition. I had mentioned this casually to the Chairman. Shortly after I arrived at 4 am to check on the loading, I was startled to see Chairman’s huge Ford Galaxy entering our site. He had come to check how we were loading the boat onto the 40-foot trailer at 04.30 in the morning. No wonder he commanded respect as one of the most innovative engineers we produced and an excellent leader. Our exhibit was the first to arrive at the exhibition grounds at the University of Colombo.
The Chairman’s management style was addictive. Many who left the State Engineering Corporation for better prospects would always lament that they enjoyed the pressure under which they worked under Kulasinghe and were bored in their new jobs.
“No-Excuse Management”
The “No Excuse Management” is one that I always practised in all my jobs as the CEO and Executive Chairman thereafter, and I must say that it always produced results. In one instance, I recall how Chairman Kulasinghe wanted some GI pipes bent in a particular way for an experiment. Unfortunately, all my Bar Benders were on leave because one of their colleagues had been knocked down by the train at Dematagoda.
Could I tell the Chairman, sorry, I had no Bar Benders, and we could not do it? Instead, I picked on some unskilled labourers and gave them directions and guidance. We did it to the quality of a skilled Bar Bender, combining my guidance and the unskilled workers’ brawn. If not, I would have been fired. I always demand this attitude from my subordinates in the subsequent phases of my career.
Kulasinghe in Malaysia
After the 1970 elections, there were many changes. Dr Nath Amarakoon was appointed the Secretary of the Ministry of Housing and Construction, and a new General Manager was appointed to the SEC. Kulasinghe left the SEC and proceeded to Malaysia, where he commenced a new Boat project. He invited me to come over, but I was preparing for my UK engineering exams. I had started on CIMA, too, and had to decline the offer.
The next episode will be the creation of the Building Research Centre.
Features
Cricket and the National Interest
The appointment of former minister Eran Wickremaratne to chair the Sri Lanka Cricket Transformation Committee is significant for more than the future of cricket. It signals a possible shift in the culture of governance even as it offers Sri Lankan cricket a fighting possibility to get out of the doldrums of failure. There have been glorious patches for the national cricket team since the epochal 1996 World Cup triumph. But these patches of brightness have been few and far between and virtually non-existent over the past decade. At the centre of this disaster has been the failures of governance within Sri Lanka Cricket which are not unlike the larger failures of governance within the country itself. The appointment of a new reform oriented committee therefore carries significance beyond cricket. It reflects the wider challenge facing the country which is to restore trust in public institutions for better management.
The appointment of Eran Wickremaratne brings a professional administrator with a proven track record into the cricket arena. He has several strengths that many of his immediate predecessors lacked. Before the ascent of the present government leadership to positions of power, Eran Wickremaratne was among the handful of government ministers who did not have allegations of corruption attached to their names. His reputation for financial professionalism and integrity has remained intact over many years in public life. With him in the Cricket Transformation Committee are also respected former cricketers Kumar Sangakkara, Roshan Mahanama and Sidath Wettimuny together with professionals from legal and business backgrounds. They have been tasked with introducing structural reforms and improving transparency and accountability within cricket administration.
A second reason for this appointment to be significant is that this is possibly the first occasion on which the NPP government has reached out to someone associated with the opposition to obtain assistance in an area of national importance. The commitment to bipartisanship has been a constant demand from politically non-partisan civic groups and political analysts. They have voiced the opinion that the government needs to be more inclusive in its choice of appointments to decision making authorities. The NPP government’s practice so far has largely been to limit appointments to those within the ruling party or those considered loyalists even at the cost of proven expertise. The government’s decision in this case therefore marks a potentially important departure.
National Interest
There are areas of public life where national interest should transcend party divisions and cricket, beloved of the people, is one of them. Sri Lanka cannot afford to continue treating every institution as an arena for political competition when institutions themselves are in crisis and public confidence has become fragile. It is therefore unfortunate that when the government has moved positively in the direction of drawing on expertise from outside its own ranks there should be a negative response from sections of the opposition. This is indicative of the absence of a culture of bipartisanship even on issues that concern the national interest. The SJB, of which the newly appointed cricket committee chairman was a member objected on the grounds that politicians should not hold positions in sports administration and asked him to resign from the party. There is a need to recognise the distinction between partisan political control and the temporary use of experienced administrators to carry out reform and institutional restructuring. In other countries those in politics often join academia and civil society on a temporary basis and vice versa.
More disturbing has been the insidious campaign carried out against the new cricket committee and its chairman on the grounds of religious affiliation. This is an unacceptable denial of the reality that Sri Lanka is a plural, multi ethnic and multi religious society. The interim committee reflects this diversity to a reasonable extent. The country’s long history of ethnic conflict should have taught all political actors the dangers of mobilising communal prejudice for short term political gain. Sri Lanka paid a very heavy price for decades of mistrust and division. It would be tragic if even cricket administration became another arena for communal suspicion and hostility. The present government represents an important departure from the sectarian rhetoric that was employed by previous governments. They have repeatedly pledged to protect the equal rights of all citizens and not permit discrimination or extremism in any form.
The recent international peace march in Sri Lanka led by the Venerable Bhikkhu Thich Paññākāra from Vietnam with its message of loving kindness and mindfulness to all resonated strongly with the masses of people as seen by the crowds who thronged the roadsides to obtain blessings and show respect. This message stands in contrast to the sectarian resentment manifested by those who seek to use the cricket appointments as a weapon to attack the government at the present time. The challenges before the Sri Lanka Cricket Transformation Committee parallel the larger challenges before the government in developing the national economy and respecting ethnic and religious diversity. Plugging the leaks and restoring systems will take time and effort. It cannot be done overnight and it cannot succeed without public patience and support.
New Recognition
There is also a need for realism. The appointment of Eran Wickremaratne and the new committee does not guarantee success. Reforming deeply flawed institutions is always difficult. Besides, Sri Lanka is a small country with a relatively small population compared to many other cricket playing nations. It is also a country still recovering from the economic breakdown of 2022 which pushed the majority of people into hardship and severely weakened public institutions. The country continues to face unprecedented challenges including the damage caused by Cyclone Ditwah and the wider global economic uncertainties linked to conflict in the Middle East. Under these difficult circumstances Sri Lanka has fewer resources than many larger countries to devote to both cricket and economic development.
When resources are scarce they cannot be wasted through corruption or incompetence. Drawing upon the strengths of all those who are competent for the tasks at hand regardless of party affiliation or ethnic or religious identity is necessary if improvement is to come sooner rather than later. The burden of rebuilding the country cannot rest only on the government. The crisis facing the country is too deep for any single party or government to solve alone. National recovery requires capable individuals from across society and from different sectors such as business and civil society to work together in areas where the national interest transcends party politics. There is also a responsibility on opposition political parties to support initiatives that are politically neutral and genuinely in the national interest. Not every issue needs to become a partisan battle.
Sri Lanka cricket occupies a special place in the national consciousness. At its best it once united the country and gave Sri Lankans a sense of pride and international recognition. Restoring integrity and professionalism to cricket administration can therefore become part of the larger task of national renewal. The appointment of Eran Wickremaratne and the new committee, while it does not guarantee success, is a sign that the political leadership and people of the country may be beginning to mature in their approach to governance. In recognising the need for competence, integrity and bipartisan cooperation and extending it beyond cricket into other areas of national life, Sri Lanka may find the way towards more stable and successful governance..
by Jehan Perera
Features
From Dhaka to Sri Lanka, three wheels that drive our economies
Court vacation this year came with an unexpected lesson, not from a courtroom but from the streets of Dhaka — a city that moves, quite literally, on three wheels.
Above the traffic, a modern metro line glides past concrete pillars and crowded rooftops. It is efficient, clean and frequently cited as a symbol of progress in Bangladesh. For a visitor from Sri Lanka, it inevitably brings to mind our own abandoned light rail plans — a project debated, politicised and ultimately set aside.
But Dhaka’s real story is not in the air. It is on the ground.
Beneath the elevated tracks, the streets belong to three-wheelers. Known locally as CNGs, they cluster at junctions, line the edges of markets and pour into narrow roads that larger vehicles avoid. Even with a functioning rail system, these three-wheelers remain the city’s most dependable form of everyday transport.
Within hours of arriving, their importance becomes obvious. The train may take you across the city, but the journey does not end there. The last mile — often the most complicated part — belongs entirely to the three-wheeler. It is the vehicle that gets you home, to a meeting or simply through streets that no bus route properly serves.
There is a rhythm to using them. A destination is mentioned, a price is suggested and a brief negotiation follows. Then the ride begins, edging into traffic that feels permanently compressed. Drivers move with instinct, adjusting routes and squeezing through gaps with a confidence built over years.
It is not polished. But it works.
And that is where the comparison with Sri Lanka becomes less about what we lack and more about what we already have.
Back home, the three-wheeler has long been part of daily life — so familiar that it is often discussed only in terms of its problems. There are frequent complaints about fares, refusals or the absence of meters. More recently, the industry itself has become entangled in politics — from fuel subsidies to regulatory debates, from election-time promises to periodic crackdowns.
In that process, the conversation has shifted. The three-wheeler is often treated as a problem to be managed, rather than a service to be strengthened.
Yet, seen through the experience of Dhaka, Sri Lanka’s system begins to look far more settled — and, in many ways, ahead.
There is a growing structure in place. Meters, while not perfect, are widely recognised. Ride-hailing apps have added transparency and reduced uncertainty for passengers. There are clearer expectations on both sides — driver and commuter alike. Even small details, such as designated parking areas in parts of Colombo or the increasing standard of vehicles, point to an industry slowly moving towards professionalism.
Just as importantly, there is a human element that remains intact.
In Sri Lanka, a three-wheeler ride is rarely just a transaction. Drivers talk. They offer directions, comment on the day’s news, or share local knowledge. The ride becomes part of the social fabric, not just a means of getting from one point to another.
In Dhaka, the scale of the city leaves less room for that. The interaction is quicker, more direct, shaped by urgency. The service is essential, but it is under constant pressure.
What stands out, across both countries, is that the three-wheeler is not a temporary or outdated mode of transport. It is a necessity in dense, fast-growing Asian cities — one that fills gaps no rail or bus system can fully address.
Large infrastructure projects, like light rail, are important. They bring efficiency and long-term capacity. But they cannot replace the flexibility of a three-wheeler. They cannot reach into narrow streets, respond instantly to demand or provide that crucial last-mile connection.
That is why, even in a city that has invested heavily in modern rail, Dhaka still runs on three wheels.
For Sri Lanka, the lesson is not simply about what could have been built, but about what should be better managed and valued.
The three-wheeler industry does not need to be politicised at every turn. It needs steady regulation — clear fare systems, proper licensing, safety standards — alongside encouragement and recognition. It needs to be seen as part of the solution to urban transport, not as a side issue.
Because for thousands of drivers, it is a livelihood. And for millions of passengers, it is the most immediate and reliable form of mobility.
The tuk-tuk may not feature in grand policy speeches or infrastructure blueprints. It does not run on elevated tracks or attract international attention. But on the ground, where daily life unfolds, it continues to do what larger systems often struggle to do — show up, adapt and keep moving.
And after watching Dhaka’s streets — crowded, relentless, yet functioning — that small, three-wheeled vehicle feels less like something to argue over and more like something to get right.
(The writer is an Attorney-at-Law with over a decade of experience specialising in civil law, a former Board Member of the Office of Missing Persons and a former Legal Director of the Central Cultural Fund. He holds an LLM in International Business Law)
by Sampath Perera recently in Dhaka, Bangladesh
Features
Dubai scene … opening up
According to reports coming my way, the entertainment scene, in Dubai, is very much opening up, and buzzing again!
After a quieter few months, May is packed with entertainment and the whole scene, they say, is shifting back into full swing.
The Seven Notes band, made up of Sri Lankans, based in Dubai, are back in the spotlight, after a short hiatus, due to the ongoing Middle East problems.
On 18th April they did Legends Night at Mercure Hotel Dubai Barsha Heights; on Thursday, 9th May, they will be at the Sports Bar of the Mercure Hotel for 70s/80s Retro Night; on 6th June, they will be at Al Jadaf Dubai to provide the music for Sandun Perera live in concert … and with more dates to follow.
These events are expected to showcase the band’s evolving sound, tighter stage coordination, and stronger audience engagement.
With each performance, the band aims to refine its identity and build a loyal following within Dubai’s vibrant nightlife and event scene.

Pasindu Umayanga: The group’s new vocalist
What makes Seven Notes standout is their versatility which has made the band a dynamic and promising act.
With a growing performance calendar, new talent integration, and international ambitions, the band is definitely entering a defining phase of its journey.
Dubai’s music industry, I’m told, thrives on diversity, energy, and audience connection, with live bands playing a crucial role in elevating events—from corporate shows to private concerts. Against this backdrop, Seven Notes is positioning itself not just as another band, but as a performance-driven musical unit focused on consistency and growth.
Adding fresh momentum to the group is Pasindu Umayanga who joins Seven Notes as their new vocalist. This move signals a strategic upgrade—not just filling a role, but strengthening the band’s front-line presence.
Looking beyond local stages, Seven Notes is preparing for an international tour, to Korea, in July.

Bassist Niluk Uswaththa: Spokesperson for Seven Notes
According to bassist Niluk Uswaththa, taking a band abroad means: Your sound must hold up against unfamiliar audiences, your performance must translate beyond language, and your discipline must be at a professional level.
“If executed well, this tour could redefine Seven Notes from a local band into an emerging international act,” added Niluk.
He went on to say that Dubai is not an easy market. It’s saturated with highly experienced, multi-genre bands that can adapt instantly to any crowd.
“To stand out consistently you need to have tight rehearsal discipline, unique sound identity (not just covers), strong stage chemistry, audience retention – not just applause.”
No doubt, Seven Notes is entering a critical growth phase—new member, multiple shows, and an international tour on the horizon. The opportunity is real, but so is the pressure.
However, there is talk that Seven Notes will soon be a recognised name in the regional music scene.
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